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PERFORMANCE APPRAISAL (HYGENIC FACTORS) FORM


SOS CHILDREN’S VILLAGES PHILIPPINES
Mindanao Drive, Ayala Alabang Village, Muntinlupa City, Philippines
Tel Nos. +63 2 807 0764

Name Position Location and Department Appraisal Period Appraisal Date


GORALDINE L. PINERO Village Aunt SFC Department Jan.20,2018 Dec,2018

PART A
Purpose of the Position
RATING SCALE
..
Evaluate the co-worker’s performance based on his main duties and responsibilities for the year using the scale below. Use the measurement
indicators in deciding what score to give.
5.00 Completed, if not exceeded, the expectations
4.00 Fully meets the expectations
3.00 Most of the time meet expectations and overall there is no negative impact on work
2.00 Partially meet the expectations, needs further improvement
Main duties and responsibilities 1.00 Accomplishment does not meet expectations, needs improvement
..
JOB PERFORMANCE
JOB KNOWLEDGE Midpoint Rating Average Final Rating Average
Competent in required job skills and knowledge 4.00
Exhibits ability to learn and apply new skills 4.00
4
Knowledge of processes and procedures, e.g., international documents, guidelines, circulars 4.00
Displays thorough understanding of all the phases and details of job assigned 4.00
QUANTITY OF WORK Midpoint Rating Average Final Rating Average
Completes more than the expected amount of work 4.00
Effectively handles more than one assignment 4.00
4
Achieves established goals 4.00
QUALITY OF WORK Midpoint Rating Average Final Rating Average
Displays accuracy, neatness and thoroughness with the least time, cost and effort 4.00
Works is accepted with less checking and occasional criticisms 4.00
4
Applies feedback to improve work productivity 4.00
Meets productivity standards 4.00
TIMELINESS Midpoint Rating Average Final Rating Average
.. Completes job assignments ahead of deadline without errors, wastage and re-work 4.00 4
Uses time efficiency 4.00
MIDPOINT REMARKS Rating ENDPOINT REMARKS Rating

Description of lead competencies


LEAD COMPETENCIES
COMMITMENT TO THE MISSION AND BEING A ROLE MODEL FOR OTHERS Midpoint Rating Average Final Rating Average
The following are the LEAD Competency profile for SOS Children’s
Villages clustered as follows: Exhibits genuine interest and enthusiasm in work 4.00
Willing to sacrifice personal convenience, comfort and desire to official responsibilities 4.00
■ Living organizational values focuses on individual commitment,
Observes work schedule including break periods, and does not take time out for trivial reasons 4.00
values and attitudes
4
Management of leave credits; notifies absences within specified time 4.00
1. Committed to the mission and being a role model for others- Takes responsibility for own actions 4.00

By committed to the mission, the employee is showing firm commitment STRATEGIC THINKING, CLIENT FOCUS AND INNOVATION Midpoint Rating Average Final Rating Average

to the vision, mission and values, as well as compliance with brand, Takes independent actions and calculated risks 4.00
policies and principles of SOS Children’s Villages. The employee Initiates ideas, introduces new methods and techniques to anticipate future needs 4.00
strengthens organizational commitment among co-workers and 4
Willingly accepts and learns new tasks and finds ways by which the tasks may become efficient 4.00
colleagues.
Brings Innovative ideas to the attention of others 4.00
By leading by example – he is taking accountability for his actions and MANAGING CHANGE Midpoint Rating Average Final Rating Average
acts as someone whose behavior and opinions can be taken as a strong Identifies problems in a timely manner 4.00
point of reference for other co-workers in the organization.
Gathers and analyzes information skillfully 4.00
■ Driving the strategy comprises of ‘leadership’ competencies that Resolves problems in early stages; Suggests alternative solutions 4.00
require a future focus and are required for implementing strategic 4
Generates a favorable climate for change 4.00
initiatives
Learns easily to adapt to new work situations, adjust to changes in procedures and methods 4.00
2. Strategic thinking, client focus and innovation - DRIVING PEOPLE DEVELOPMENT Midpoint Rating Average Final Rating Average
Fosters individual motivation and high levels of individual and team performance 4.00
By strategic thinking, the employee is encouraging strategic ways of
thinking and takes action to implement the strategy within own area of Provides opportunities for others to develop skills 4.00
4
responsibility. Creates a culture supportive of staff 4.00
Responds appropriately to criticism and to suggestions for work improvement 4.00
By client focus, the employee is showing a strong mindset and
contributes to a better understanding of stakeholders’ current and future Acts directly in response to unacceptable behavior; focuses on issue rather than on the person 4.00
DECISION MAKING Midpoint Rating Average Final Rating Average
needs to provide optimal solutions and services.
Displays willingness to make decisions 4.00

By innovation, the employee is driving innovation through nurturing a Exhibits sound and accurate judgment 4.00
culture where people are open to new approaches and willing to learn Supports and explains reasoning for decisions 4.00
from mistakes. 4
Includes appropriate people in decision making process 4.00
3. Managing change - By managing change, the employee is open to Demonstrates proper judgement with sensitive information and issues 4.00
change and able to generate fellowship among others to manage STRENGTHENING PERFORMANCE Midpoint Rating Average Final Rating Average
change processes effectively.
Able to define expectations and tasks clearly 4.00

4. Driving people development - By this competency, the employee Executes appropriate action and follows through in a timely and decisive manner 4.00
4
believes in the ability and potential of others. Drives the development Implements solutions opportunely, monitors effectiveness of solutions and makes changes as needed 4.00
and learning of self and others to meet the organization’s future needs.
Demonstrates knowledge of theoretical, practical and routine aspects of the position 4.00
■ Achieving results is achieved through ‘management’ Maintains high ethical standards for self and employees; is professional 4.00
competencies that focus on delivery of results PLANNING AND ORGANISING Midpoint Rating Average Final Rating Average
Expresses Ideas and thoughts effectively in writing 4.00
5. Decision making – By decision making, the employee is able to
make timely and sound decisions through identifying and understanding Communicates clearly with co-workers and stakeholders 4.00
4
issues, priorities, problems, opportunities and possible consequences, Understands and interprets instructions easily 4.00
and drives swift implementation.
Exhibits good listening and comprehension 4.00
6. Strengthening performance - By this competency, the employee is Keeps others adequately informed 4.00
able to set clear goals and standards, to ensure the delivery and COMMUNICATING EFFECTIVELY Midpoint Rating Average Final Rating Average
development of the individual and the organization against strategic
Fosters individual motivation and high levels of individual and team performance 4.00
goals and standards; and, the employee is able to apply different
behaviors to address high and low performance adequately and to Provides opportunities for others to develop skills 4.00
4
promote a high performance culture. Creates a culture supportive of staff 4.00
4
Responds appropriately to criticism and to suggestions for work improvement 4.00
7. Planning and organizing - Under planning and organizing, the
employee has the ability for self-management and for planning, Acts directly in response to unacceptable behavior; focuses on issue rather than on the person 4.00
organizing, monitoring and involving other people. COOPERATING EFFECTIVELY Midpoint Rating Average Final Rating Average
Voluntarily offers assistance and support to co-workers when needed 4.00
■ Nurturing good and effective relationships ensures a positive
work environment that fosters good teamwork and collaboration Coordinates effectively with co-employees 4.00
4
across a diverse workforce leading to the desired results Highly cooperative as member of a group 4.00
Works actively to resolve conflict 4.00
8. Communicating effectively - By communicating effectively, the
employee is able to communicate effectively with others in order to LEVERAGING DIVERSITY Midpoint Rating Average Final Rating Average
ensure understanding and flow of information. Demonstrates tact and diplomacy when resolving conflicts and seeks win/win outcomes 4.00 4
Overall communication style is respectful and professional to staff, colleagues, among others 4.00
9. Co-operating effectively - Under this competency, the employee is
MIDPOINT REMARKS Rating ENDPOINT REMARKS Rating
able to establish and maintain constructive working relationships to
internal and external stakeholders, solved conflicts constructively and to
collaborate effectively in order to reach the desired outcomes. 4

10. Leveraging diversity - By this competency, the employee is able to


act and work effectively in different contexts, demonstrated by the
capacity to amend his behavior and approach in line with developing MIDPOINT Rating ENDPOINT Rating
(Average of all the clusters) (Average of all the clusters)
and changing people, circumstances and priorities; and, the employee 4
creates and maintains a working environment that leverages diversity
and utilizes the strengths of co-workers.

PART B
MAJOR ACHIEVEMENTS / ACCOMPLISHMENTS FINAL REMARKS
Briefly describe the employee’s most significant strengths and accomplishments during this review period. Enter any summative or final comments here.

need not be accomplished during midpoint appraisal need not be accomplished during midpoint appraisal

MAGPAULOY ANG ANG PAKISAMA SA MGA MOTHERS,AUNTIE AND CO WORKERS AT SA


MGA BATA..

AREAS FOR IMPROVEMENT


Indicate areas in which an employee should expand competencies and address professional shortcomings.

need not be accomplished during midpoint appraisal; this must be reflected in the succeeding individual work plan of the co-worker.
I understand that my signature only acknowledges Co-worker’s signature over printed name
discussion and receipt of this appraisal and does
not necessarily imply agreement.
JORALDINE L. PINERO

Date
Immediate supervisor’s signature over printed Department head’s signature over printed name
name

HENIDINA S. MORALES EMILY L. TORCULAS

Date