ANPAS Management Appraisal - Performance Appraisal



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| |STRICTLY CONFIDENTIAL | |

| |MANAGEMENT APPRAISAL |YEAR |

| |ANPAS LEADERSHIP PROFILE |     |

| |(LICENSED) |CYCLE |

| |For Online Help go to performance- |   of    |

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Navigate form with tab button, page up/page down buttons, or mouse

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|EMPLOYEE DETAILS |PLEASE ANSWER IN THE SPACES BELOW |

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|FIRST NAME | |

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|LAST NAME | |

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|JOB TITLE | |

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|DEPARTMENT | |

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|DIVISION | |

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|ORGANIZATION | |

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|LOCALITY | |

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|STARTED IN ORGANIZATION |Date:   /  /     |

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|STARTED IN JOB |Date:   /  /     |

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|DIRECT SUPERVISOR | |

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|UPLINE SUPERVISOR | |

|MANAGEMENT APPRAISAL SCORE | |

|(Max 32, Min 0, see Key below) |   |

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|APPRAISAL MANAGEMENT |PLEASE ANSWER IN THE SPACES BELOW |

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|TIME PERIOD COVERED |From:   /  /     To:   /  /     |

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|IS THIS A PEER REVIEW?( |No Yes Date Completed:   /  /     |

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|COPY SAVED ON DISK AS? |Filename:       |

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|SIGNED COPY TO EMPLOYEE FILE? |No Yes Date Filed:   /  /     |

|Does not apply to Peer Reviews | |

(( INSTRUCTIONS

How to Use: Select box that best describes how often the employee displays the type of behavior or conduct described. Cross one box per attribute. When finished, add up the values and put the total in the Management Appraisal Score box above. This form may be used for Peer Reviews.(

( Peer Reviews occur where more than one person provides appraisal feedback to the employee. Peers can include anyone the employee has contact with in their daily working life. Please see the Appraiser’s Manual for more information on Peer Reviews.

1. Resilience

Example behaviours. List is not exhaustive. Deals successfully with criticism, uncertainty, pressure, failure and setbacks. Accepts responsibility for, and perseveres with, difficult or unpleasant tasks. Speaks up when appropriate and not reluctant to express their point of view, even when in the minority. Does not avoid confrontation where needed. Takes reasonable risks to achieve outcomes.

4 Always or nearly always

3 Often, frequently

2 Usually, normally, generally

1 Sometimes, occasionally

0 Rarely or never

Additional comments, if any ...

2. Delegation

Example behaviours. List is not exhaustive. Actively encourages subordinates and others to undertake responsibilities and tasks, supporting them materially and psychologically. Consults with others and listens to advice. Displays trust in the skills and good sense of subordinates. Does not over-manage the work of others or try to control the intricacies of every situation. Shares information as needed. Recognizes and acknowledges the contributions of others.

4 Always or nearly always

3 Often, frequently

2 Usually, normally, generally

1 Sometimes, occasionally

0 Rarely or never

Additional comments, if any ...

3. Credibility

Example behaviours. List is not exhaustive. “Practices what is preached” – that is, leads by example, doing the same things they expect or tell others to do. Forthright and honest but also tactful and diplomatic when subtlety is required. Does not overcommit, exaggerate or make promises that cannot be kept. Shows consistency in behavior and attitudes and inspires trust in others.

4 Always or nearly always

3 Often, frequently

2 Usually, normally, generally

1 Sometimes, occasionally

0 Rarely or never

Additional comments, if any ...

4. Strategic Skills

Example behaviours. List is not exhaustive. Does not forget the big picture, even in the midst of pressing short-term problems. Skilful at creating realistic long-term plans (individually or in collaboration with others). Anticipates emerging threats and opportunities, and identifies what matters most. Strong forward-thinker with a clear vision of the best direction for their organization, division or team.

4 Always or nearly always

3 Often, frequently

2 Usually, normally, generally

1 Sometimes, occasionally

0 Rarely or never

Additional comments, if any ...

5. Operational Skills

Example behaviours. List is not exhaustive. Organizes day-to-day personnel, materials and resources under their control to achieve the maximum benefit. Recognizes the practical limits of the workplace and appreciates what can and can’t be done. Responds quickly and appropriately to sudden problems and unexpected opportunities. Proficient at interpreting strategies and plans and making them happen on-time and on-budget.

4 Always or nearly always

3 Often, frequently

2 Usually, normally, generally

1 Sometimes, occasionally

0 Rarely or never

Additional comments, if any ...

6. Decision Skills

Example behaviours. List is not exhaustive. Makes decisions that are appropriate, timely and well-informed. Evaluates complex situations quickly and accurately. Balances competing priorities to the best advantage, even under rapidly changing and confusing conditions. Decisive but not impulsive, showing restraint and prudence when required.

4 Always or nearly always

3 Often, frequently

2 Usually, normally, generally

1 Sometimes, occasionally

0 Rarely or never

Additional comments, if any ...

7. Adaptability

Example behaviours. List is not exhaustive. Open and ready for change. Learns quickly from past mistakes and adapts rapidly to new challenges. Does not cling unreasonably to established plans and goals, nor to the existing or customary way of doing things. When change is unavoidable or desirable, it is embraced and supported wholeheartedly.

4 Always or nearly always

3 Often, frequently

2 Usually, normally, generally

1 Sometimes, occasionally

0 Rarely or never

Additional comments, if any ...

8. Persuasiveness

Example behaviours. List is not exhaustive. Motivates, persuades and galvanizes others. Promotes and defends the need for a united course of action, even when the course is difficult or unpopular. Encourages subordinates and others to cooperate, to work together, to perceive and appreciate their common interest, and to minimize internal conflicts and counter-productive rivalries.

4 Always or nearly always

3 Often, frequently

2 Usually, normally, generally

1 Sometimes, occasionally

0 Rarely or never

Additional comments, if any ...

(( KEY

Use this guide to interpret the Management Appraisal Score. The comments below are indicative and generalized only: they are not unconditional or specific statements of fact. Please see the Appraiser’s Manual for clarification.

Score 29 to 32

Exceptional Leadership. Leaders at this level are uncommon. They often make prominent politicians, outstanding civic leaders, successful generals and exceptional managers. Less than 5% of managers will achieve ratings at this level.

Score 21 to 28

Strong Leadership. Highly effective managers tend to lie in this band. They have a good chance of success in almost any leadership role. Many will progress to the uppermost levels of management where they will perform well. They are acutely conscious of the importance of good leadership and may continue to improve their performance with additional training, education and experience. Approximately 10% to 20% of managers achieve ratings in this band.

Score 12 to 20

Competent Leadership. This group performs satisfactorily in most aspects of management. They may not reach the highest levels of management (and indeed may not wish to) but they are often competent and dependable performers in lower and middle management positions. A significant proportion in this group will improve with training and experience, as their basic competence provides a sound foundation on which to build even stronger leadership skills. Approximately 40% to 70% of managers.

Score 4 to 11

Marginal Leadership and/or Developing Leadership. Often junior or inexperienced managers whose performance will improve with further training and experience. In the case of experienced managers (3 years plus in the job) performance at this level can signal problems that may be corrected with training or counselling. Scores at this level may also indicate that an employee is not generally suited to leadership roles, especially in more senior positions. However, be careful in making this judgement on the basis of one review, or if the employee is still relatively inexperienced, or if the score is at the upper end of the band). See Appraiser’s Manual for information on other interventions. Approximately 10% to 20% of managers.

Score 0 to 3

Ineffective Leadership. Employees with scores in this range may be inherently unsuited to leadership roles. With such a low level of evident performance, it is uncertain whether or not the deficiency is correctible, since most of the basic attributes of effective leadership appear to be profoundly lacking. Once again, care should be exercised that this judgement is not made on the basis of one review only, or if the employee is still relatively inexperienced. Less than 5% of managers.

EMPLOYEE (Not to be completed in the case of Peer Reviews)

When you have studied your appraisal, please read the statements below and respond -

“The ratings and comments in this appraisal are a fair and reasonable

assessment of my leadership performance and development needs.”

Strongly Agree Not Sure Disagree Strongly

Agree Disagree

Please include any additional comments you would like to make.

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Employee Signature: ......................... Date:   /  /    

SUPERVISOR (Not to be completed in the case of Peer Reviews)

Please include any additional comments you would like to make.

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Signed: ....................................... Date:   /  /    

UPLINE SUPERVISOR (Not to be completed in the case of Peer Reviews)

Please add any comments and sign to indicate that you have reviewed the contents.

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Signed: ....................................... Date:   /  /    

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