PERFORMANCE APPRAISAL FORM – EXECUTIVE Level 3

Employee Details

Name of Employee : ASSOCIATE PROF DR SELVARAJ OYYAN

Designation : DIRECTOR

Staff No :

Job Grade : A6

Department / Company : METEOR LEARNING SDN BHD

Review Period : 01 JANUARY 2010 – 31 DECEMBER 2010

Reporting Manager (Primary Supervisor)

Reporting Manager is the direct superior of the appraisee. He/She sets the appraisee’s targets and is accountable for the appraisee’s performance appraisal.

Name : EN REPIN IBRAHIM

Designation : COO / VICE PRESIDENT

Reviewing Manager (Secondary Supervisor)

Reviewing Manager is the person who is responsible for the overall performance of the department (i.e. the direct or indirect superior of the reporting manager).
He/she validates and approves the performance target.

Name : PROFESSOR EMIRUTS TAN SRI ANUWAR ALI

Designation : PRESIDENT / VICE CHANCELLOR

 PART A : KEY PERFORMANCE INDICATORS

PERFORMANCE PLANNING PERFORMANCE ASSESSMENT

To be filled at the beginning of the Assessment Period To be filled at the end of the
Assessment Period

BSC OBJECTIVES KPIs TARGETS INITIATIVES ACTUAL RATING

A
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FINANCIAL
1. To implement and manage
business plans and budget for
IPD and SOLL, OUM-MLSB.
(expected budget 12 million)
2. To manage all IPD and SOLL
programmes throughout the
country including Sabah and
Sarawak.
3. To promote IPD and SOLL
programmes at International
centres.
4. To design and develop
programmes for IPD and SOLL,
OUM-MLSB.
5. To increase number of industry
partners and consultants
6. To minimise operating costs.
>to ensure approved plans are >to implement all initiatives and >to identify individual >Maintaining annual
executed accordingly and approved business plans to generate revenue business plans and net profit above 20%
budget is fully utilised. as targeted. monitor them for proper in the last 5 years.
implementation
> to manage budget >Managed and
efficiently. completed almost 35
>to ensure programmes are run >zero complaint from students and >to identify and list out IPD-SOLL
smoothly and with minimum consultants. programmes to be programmes for the
complaints. conducted at the learning year 2010.
>to ensure there a minimum of two centres with partners.
intakes per programme per year >managed to run a
pilot programme in
>to promote and establish >to establish at least two centres >To maintain good Sudan with 30
international centres to carry out overseas as IPD OUM out lets relations and students
IPD-SOLL training and executive communications with
programmes. partners and consultants. >Already assisted
OUM (SONAS) in
getting Nursing
>to continuously design new >to develop a minimum two new ED >to suitably consult and programme started
products and training programmes. programmes or training programmes design new programmes in Sri Lanka.
per year. based on industrial
demand >Initiated links with
India, Cambodia,
>to ensure and tie up with new >to secure two new good partners >to continuously set up Iran and Vietnam
partners and consultants and consultants per year appointments to meet up Secured new
industry HR managers corporate clients
and training units. Panasonic /MABM
>to continuously work towards >offer good customer care /PNBi /NAPEI
maximising training fee from clients. management >Maintaining training
>reduction in fees and commission fees as last year >Training fees
>to work on a low facilitator fee for trainers and consultants charged not lowered
respectively. but increased lately.
CUSTOMER
1. To increase number of proposal
submitted to corporate clients.
2. To network and increase IPD-
SOLL presence in private and
government sectors.
3. To provide great customer
service and support to
customers with customer
satisfaction.
4. To establish strong working
relationship with partners and
consultants
5. To build student and corporate
client data base
6. To build and strengthen further
the relationship with OUM
Faculty and other METEOR
subsidiaries.
7. To provide graduation ceremony
for IPD-SOLL students.
>to submit proposal to corporate
clients and government agencies.
>to contact and make corporate
presentations and discussions.
>to respond to customers, students
and consultants without any delay
in response time.
>to strengthen relationship with
existing clients.
>to have zero complaints from
clients / customers.
>to maintain proper students and
consultants data base
>to work closely with all the
faculties, departments and OUM
Learning Centres.
>to organise and manage a
graduation ceremony
>to submit 35 proposal to corporate >submission of proposals
clients and government agencies. to clients on regular basis
>to follow up with a minimum of 20 >discussed with new
presentations and discussions per clients for new
quarter with corporate clients and programmes on weekly
government agencies. basis
>to respond to emails,sms and >daily follow up of all
phone calls within 12 hours. email and sms from
clients and students.
>to maintain strong communications >to set up one meeting
and periodical meetings with with all consultants.
students and consultants
>to prepare quarterly report on the >TMS has been revised
status of students and consultants to merge students’ entry
by programme coordinators neatly.
>to get faculties to assist and >discussion and
support IPD activities. meetings with faculty
>to get faculties to agree on giving members are held
new modules for IPD programmes regularly.
>Must organise it once every year >work closely with all
programme coordinators
and consultants and
OUM
>more than 80
proposals have been
send to clients both
local and
international.
>An average of 5
clients per quarter
has been identified
as possible
partnership.
>Two meetings a
year have been
organised amongst
the consultants
>students and
consultants can
accesses directly in
the event they are
unable to contact
their programme
coordinators.
.> Approval from
Vice President to use
faculty modules
>successfully held
the IPD-SOLL, OUM
Award Ceremony at
PWTC>
PERFORMANCE PLANNING PERFORMANCE ASSESSMENT
To be filled at the beginning of the Assessment Period To be filled at the end of the
Assessment Period

BSC OBJECTIVES KPIs TARGETS INITIATIVES ACTUAL RATING

AC
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INTERNAL PROCESS

1. To upgrade workflow processes >To review and provide continuous >To improve and revise TMS >provide regular >TMS recovered

for programme management. assistance to improve workflow system and organise an ISO 9000 assistance in guiding the and data restored by

Introduce ISO 9000 to IPD and processes. system awareness by year end. build-up of TMS external source

SOLL. infrastructure >Successfully

.seminar on importance completed first
of ISO 9000. phase of ISO
implementation

2. To ensure proper documentation >To improve our procedures in >To prepare SOPs for the selection >SOPs have been processes in

of contracts, students registration contracts, selection of facilitators of facilitators/lecturers and partners prepared for several work December2010

and payment collection. and partners. and also on corporate trainings. processes.
>SOPs submitted to
>To ensure staff undergo training >To trains at least all staff in >Drafted SOPs for ISO consultant.
3. To train and Coach staff
and coaching. handling ED as well as Training certification too.
members in handling
programmes. >Payments from
public/corporate clients and as
training programmes
well as trainings.
100% collection
>To ensure payment from clients >.To receive payment from clients > Ensure details are within 14 days.
4. To ensure payments to
and to facilitators are received and with 14 days upon completion of the passed to account
facilitators and students refund
payment dur to clients is also done training programme. Department and invoicing >Payment from ED
plus payments due from clients
on timely. >To monitor and collect payments is done within 24 hours programme is
and students are timely.
from students and consultants at upon receipt. improving but need
least 50% of payment for ED to go beyond 80%
programmes
 LEARNING & GROWTH

1. To increase and improve
competencies and management
skills of IPD staff.
>to coach and guide staff
continuously in management and
work requirements
>To attend at least two training >.Staff are attending >All staff have
programmes per staff per year training programmes attended at least two
organised by HRD trainings from HRD
and some internal
sessions too.

2. To increase pool of skill based >To built database of facilitators >to increase the pool of facilitators >seeking from industrial >We have almost 60

certified trainers . for general management and practitioners good experienced

technical skill based training and industrial pra in
prpogrammes our data base now.

Employee: Designation: Reporting Manager : Designation :

Associate Prof Dr Selvaraj Oyyan Director IPD En Repin Ibrahim COO / Vice President

Signature : Date : Signature : Date :

PART B : COMPETENCY ASSESSMENT

Functional Competence (Include Technical or Professional Competences)

Competency Definition Descriptor Rating

Relate to the technical competencies. It is Demonstrates strong functional expertise; a good breadth and depth of experience; deals competently with routine
specific to the job. and non-routine problems or issues; keeps abreast of new functional, technical, or professional development
relevant to field(s) of specialization; rapidly absorbs, integrates and applies new functional or technical information
into his/her or area(s) of specialism.

Competencies

Competency Definition Descriptor Rating

 1. Achievement Orientation
A concern for working well, bias towards
action competing against order passing a
standard of excellence. The standard can
be one’s own performance, challenging
goals set by the individual and comparing
with the performance of others i.e. a keen
sense of competitiveness, always striving
to improve.
2. Concern For Quality And Order
Reflects a deep concern or drive to deal
with quality in the work or business
environment. Also a concern with the need
to maintain or increase order for example,
the need for clarity in the roles or strategies
of the department, the need to maintain
accurate information and quality of date
etc.
Initiative
Bias for action and a preference for taking
action. For example, a employee may do
more than is required or expected in the
job or look for new opportunities to improve
performance or results.
4. Information Seeking
A desire to know more about things people
or issues. The desire implies making an
effort to get more information and not just
accepting it “at face value” and also going
beyond asking routine questions.
Sets challenging goals and objectives for oneself and others for example to increase high revenue or to achieve
challenging work targets by certain deadline or standards, trying better ways of doing things to improve results.
Challenging indicates stretched targets or goals but are realistic and achievable.
Makes decisions and set priorities or using fact-based analysis or tools such as cost-benefits analysis and
investment techniques.
Using various tools for making scientific and sound decisions or recommendations.
Engages in improving performance and results for the organization by introducing or using innovative ideas and
techniques which are something new in your part of the organization.
Keeps track and monitors progress of assignments or project(s) against targets such as costs, timeliness, quality
standards.
Undertakes corrective actions to overcome shortfalls or weaknesses in the system relating to quality, data or
information system and their standards of quality and accuracy.
Has a proactive behaviour in anticipating and preparing for a specific organizational or business opportunity or
emerging problem not very obvious to others.
Able to anticipate situations or future scenario well ahead to seize upon the business opportunity and to avoid or
minimize crisis.
Asking a series of probing and in-depth questions to get to the root of the situation, problem or issue.
Call on others to get their perspectives, experiences sharing and expertise.
Does research and information intelligence work to obtain needed data or information and feedback using various
media, does not take things at face value.
5. Customer Services Orientation

A desire to help or serve others to meet Primarily acts to make things better by making attempts to create better value to the customer(s).
their needs. It means focusing one’s efforts Seeks information about the real, underlying needs of the customer(s) beyond those initial information or needs and
and discovering and meeting the customer takes steps to address these requirements to meet customer’s expectations.
or client’s needs. The customer may be an
“actual customer” or “end-user” within the
same unit or organization.
6. Impact And Influence

Reflects the individual’s concern with his or
her effect on others. It expresses an
intention to persuade, convince, influence
or impress others in order to get them to
support his or her intentions or agenda.
Takes a well-thought out action to create a dramatic impact. His/Her influencing strategies and actions are planned
to adapt to specific audience for impact.
His/her sphere of influence or impact will generally be at the Departmental or Divisional level of the organization.

Relationship Building

Working to build or maintain friendly, warm Frequently initiates informal contact at or outside workplace with colleagues, associates or customers and outside of
relationships or networks of contacts with work. Makes a conscious effort to build rapport or to create a common ground and mutuality.
people who are or might in the future, be
useful in achieving work-related goals.
Relationship building may concern one’s
own organization or with people from other
organizations or community.

Developing Others

The primary intent is to teach and foster
the learning and development of one or
several other persons.
9. Teamwork and Cooperation
Arranging relevant job assignments, project(s) formal and informal learning experiences including on-the-job training
and creating job challenges for the purpose of encouraging the other person’s learning and development to support
his/her career and succession management.
Creates a conducive work climate for people to grow and develop in order to enhance their present and future
performance and build their confidence.

A genuine intention to work cooperatively Builds team and encourages good team climate, high morale and cooperation amongst staff.
with others, to be part of a team, to work Publicly credits others who have performed very well. Promotes team harmony.
together as opposed to working separately Encourages and empowers others to act, making them feel confident and important or valued. Facilitates team
or competitively. progress towards goals.
 10. Analytical Thinking

Understanding a situation by breaking it
apart or tracing the implications of a
situation in a step-by-step manner. It also
includes organizing a situation in a
systematic way, setting priorities and
identifying time sequences.
11. Conceptual Thinking
Diagnoses problem(s) by systematically breaking down a complex problem, process or situation into parts, using
various problem solving techniques to reach solutions; differentiates by elements from the irrelevant or trivial
data/information.
Sees problem or situation from a systemic perspective and draws sound inference from information/data available to
provide effective solutions.

Seeing and understanding a situation or Simplifies complexity of problem or situation by integrating ideas, clustering issues into clear concepts for effective
problem as a bigger picture which includes solution.
identifying patterns, trends or connections Identifies problems, situations or key issues not obvious to others and create new concepts and ways to solve them,
between the problems or situations. develop creative solutions to problems.

Identifying and addressing key structural or

underlying issues/elements in complex
situations using creative or conceptual
reasoning/ critical thinking.
12. Flexibilty

Ability to adapt to and work effectively with Develops or adapts own goals, strategies to deal with changing situations or relationships.
a variety of situations, individuals or Able to make organizational adaptations to response to changing needs of the situation or environment.
groups. Ability to understand and
appreciate different perspectives and to
cope with rapid changes.
13. Organizational Commitment

The ability and willingness to align his or
her own behaviour with the needs,
priorities and goals of the organization and
act in ways that promote organizational
goals.
Able and willing to make personal or professional sacrifices to meet the organization’s needs and priorities over
personal or professional preferences.
Alert to changing requirements, dynamics of the organization and able to establish links with other
departments/units in the organization to develop useful supportive networks or relationships, encourages
cooperation between departments, develop synergy between groups or departments.

Other Contributions
List the staff contribution(s) during the review
period which is not his/her core responsibilities.
Definitions for Assessing Performance Results and Competencies:

Performance Results Explanation Rating

Outstanding  All results achieved exceed planned or agreed targets. 4.50 - 5.00
 Consistently demonstrates competencies at a higher level than required by the job.
 Willing to perform additional responsibilities.
 Minimal set back in performing tasks and when occur, it is due to circumstances beyond the
control of the staff.

Commendable A  Fulfilled all targets; with most results exceed the planned or agreed targets. 4.00 - 4.49
 Highly competent in fulfilling all the competencies.

Commendable B  Fulfilled all agreed targets; with some results exceeding the planned or agreed targets. 3.50 - 3.99
 Usually demonstrates most competencies required for the job.
 Sometimes shows initiatives to improve job results.

Meeting Requirements  All results achieved meet the planned or agreed targets. 2.50 - 3.49
 Demonstrates most of the required competencies.

Unsatisfactory  Repeatedly shown very unsatisfactory performance. 0.00 - 2.49

 Repeatedly failed to meet the stipulated objectives.
 Seldom shown the necessary competency.
 Required a high level of supervision and often needed to be corrected by the Head.
 Failed to show expected change despite admonitions.
Overall Performance Rating

Ratings

Overall rating
(i) Part A : Key Performance Indicators Results
4.50-5.00 – Outstanding

(ii) Part B : Competencies 4.00-4.49 – Commendable A

3.50-3.99 – Commendable B
(iii) Overall Performance Rating**
2.50-3.49 – Meeting Requirement

0.00-2.49 – Unsatisfactory

Notes :

1 - The Staff Performance Appraisal should be done through discussions to develop mutual understanding, open communication and
transparency between appraiser and appraisee.

2 - To calculate the Overall Performance Rating**;

(i) The weightage of Part A : Key Performance Indicators Results is 60%

(ii) The weightage of Part B : Competencies is 40%
(iii) Overall Performance Rating = Part A + Part B

3 - Performance rating will be finalised and affirmed by the PMS Committee.

PART C : DEVELOPMENT PLANS VE

To be filled at the end of Performance Period by Reporting Manager Only

Functional / Core Competency Area Developmental Plan and Activities for next review period

Assessment & Development Plans Discussed

Employee Comments : Reporting Manager’s comments:

Signature : Date : Signature : Date :

Inputs by Reviewing Manager

Signature : _______________ Date : _______________