PERFORMANCE
APPRAISAL
RATING GUIDE
PEDP – FORM B
Prepared by Zamil Group Corporate Human Resources
For questions, clarifications or assistance on the use of this Rating Guide,
please contact the HR Staff
QUANTITY OF WORK
In evaluating
QUANTITY OF WORK,
consider all or the
most number of
applicable dimensions
from the list
in this chart.
96-100 % (A)
91-95 % (B)
81-90 % (C)
76-80 % (D)
75 % - below (E)
Actual output
vs. targeted
output
Consistently makes
further contribution
through further
work in addition to
his regular duties
Finishes assigned
work and
occasionally takes
on additional
tasks.
Volume of work
meets target set.
Amount of work
completed is
occasionally less
than expected.
Volume of work
finished is
significantly less
than expected.
Effectively delivers
new, complex and
non-routine
demands for
material,
information or
activity input to a
work process.
Effectively
responds to
occasional
changes in
requirement for
material,
information or
activity input to a
work process.
Gives required
material,
information or
activity input to a
work process
Gives incomplete
material, activity or
information input
resulting to the delay
of a work process
Fails to give the
required material,
information or
activity input
resulting to the
stoppage of a work
process.
Effective use of
materials and
resources resulted
to significant
savings; used as
benchmark the
department.
Effective use of
materials and
resources resulted
to some savings.
Performs his job at
no additional cost
or resource.
Incurs additional cost
for materials and
resources to produce
output.
Has caused
significant loss or
delay due to
wasteful use of
materials and
resources.
In-process
efficiency
Cost
effectiveness
This refers to the employee’s execution and full completion of task given when compared to
established targets.
PERFORMANCE LEVEL RATING
Performance Evaluation Rating Guide
Zamil Group Corporate Human Resources. November 2008
QUALITY OF WORK
In evaluating
QUALITY OF WORK,
consider all or the
most number of
applicable
dimensions
from the list
in this chart.
This refers to the employee’s proficiency to meet required correctness, accuracy, and
completeness of output when compared to established procedures, methods and standards.
PERFORMANCE LEVEL RATING
96-100
91-95
81-90
76-80
General
conformance
to work
standards
Consistently
exceeds standards
of work quality and
is used as
benchmark for
others in the group.
Work quality is
consistent and
occasionally exceeds
standards.
Work meets
standard set for
the job.
Work quality meets
most but
occasionally falls
short of
expectations
Work quality is
way below the
level expected.
Need for
monitoring for
quality
Monitors own work
to ensure quality;
can be entrusted to
check the work of
others
Monitors own work to
ensure quality
Requires
minimal
checking
Requires close
monitoring
occasionally
Requires close
monitoring
constantly
Accuracy;
extent of
errors
Own work is
accurate
throughout; Focus
on accuracy is used
as benchmark for
others in the group.
Accuracy is evident
from the start of the
process until final
output.
Final work
output is
accurate and
useful
Work output has
minor errors ; or
needs minimal
rework
Work output has
serious errors;
requires major
rework.
Performance Evaluation Rating Guide
75 - below
Zamil Group Corporate Human Resources. November 2008
In evaluating USE
OF TIME,
consider all or the
most number of
applicable
dimensions
from the list
in this chart.
Meeting
routine
deadlines or
work
schedules
Task
organization
Handling of
time
constraints
USE OF TIME
This refers to how the employee meets time standards and deadlines established
for the accomplishment of assigned work.
PERFORMANCE LEVEL RATING
96-100
91-95
81-90
76-80
75 - below
Consistently
completes work
ahead of schedule
Occasionally
completes work
ahead of schedule
Finishes work on
schedule
Is occasionally
delayed or late in
work completion;
needs to be
reminded.
Is habitually
delayed in work
completion; needs
frequent verbal and
written reminders.
Excellent priorities
and task
organization result
to early work
completion
frequently leading to
completion of
additional and
challenging tasks
that add value to the
work unit.
Priorities and task
organization result
to work completion
ahead of schedule
occasionally
allowing time for
review or
improvement.
Correct work
priorities result to
timely work
completion.
Occasionally
disorganized
resulting to delays
or rework.
Work is frequently
not based on
priorities resulting
to waste of time
and other
resources
Is consistently relied
upon to deliver
output, complete
additional tasks and
help others finish
the work of the unit
despite time
constraints.
Stays focused and
produces output;
enthusiasm helps
sustain the morale
of other team
members despite
time constraints.
Makes personal
adjustments to,
and delivers
output despite,
time constraints
Gets rattled and
occasionally fails
to complete output
due to time
constraints.
Frequently
complains and
uses time
constraints as
excuse for failure
to deliver output.
Performance Evaluation Rating Guide
Zamil Group Corporate Human Resources. November 2008
In evaluating JOB
KNOWLEDGE &
SKILLS , consider all
or the most number of
applicable dimensions
from the list
in this chart.
JOB KNOWLEDGE & SKILLS
This refers to the employee’s application of the relevant knowledge and skills required to effectively
perform the assigned task.
PERFORMANCE LEVEL RATING
96-100 (A)
91-95 (B)
81-90 (C)
76-80 (D)
75 – below (E)
Able to apply
advanced skills to
carry out assigned,
new, complex, and/or
special tasks.
Competent in
working on nonroutine tasks.
Able to work on the
full range of task
required on the job.
Not knowledgeable
to some of the task
required from the job.
A wide gap of
proficiency in doing
the job is evident.
Not knowledgeable
to almost 50% of the
task required from
the job.
Consistently
prevents/resolves
work related
problems and
recommends
workable
improvements.
Prevents/resolve
work related
problems.
Addresses existing
and routine work
related problems.
Sometimes fails to
resolve routine work
problems.
Consistently fails to
recognize and solve
routine problems.
Application of
technical
knowledge
Diagnose or process
system faults; uses
technical knowledge
rapidly and
accurately
Occasionally
contributes technical
inputs relating to
work improvements.
Applies basic
technical knowledge
required at
work.
Sometimes
demonstrate lack of
technical knowledge
in the job.
Has difficulty
understanding the
technical scope of
work and specific
duties.
Supervisory
attention
required
Can be relied upon to
work independently.
No supervision
required.
Minimal supervisory
attention is required
Routine supervisory
attention is required.
Requires close
supervisory
attention.
Requires frequent
and thorough
supervision.
Exceptionally fast to
learn and adjust to
changing condition
Learns rapidly and
retain instructions.
Readily agreeable to
change
Grasps instructions
after explanation and
opportunity to try
out.
Requires repeated
and detailed
instruction and
explanations.
Slow in learning even
simple procedures,
needs thorough
guidance and
training.
Evidence of
proficiency
Problem
solving at work
Learning
capacity
Performance Evaluation Rating Guide
Zamil Group Corporate Human Resources. November 2008
EMPLOYEE CONDUCT AND DISCIPLINE
In evaluating
EMPLOYEE
CONDUCT AND
DISCIPLINE consider
all or the most
number of applicable
dimensions
from the list
in this chart.
Punctuality
and
Timekeeping
This refers to the adherence of the employee to the general company code of conduct and
discipline, including work unit specific rules and regulations.
PERFORMANCE LEVEL RATING
91-95 (B)
81-90 (C)
76-80 (D)
No tardiness
No under time
Observes break and
prayer timings
strictly
No tardiness
No under time
Rare incidence of
irregular observance
of break and prayer
timings
Has excused tardiness
or under time of up to 5
instances but not more
than 120 minutes in a
month. Verbally
warned about
observance of prayer
and break timings
Issued first written
warning on
tardiness, under time
and observance of
break and prayer
timings.
Issued second
warning on
tardiness and
under time
Is never absent from
work.
Has authorized
absences of a
maximum of 3 days.
No unauthorized
absence.
Has authorized
absences of up to a
maximum of 5 days in
a year. Verbally warned
about unauthorized
absences.
Issued first written
warning on
unauthorized
absences.
Issued second
warning on
unauthorized
absences.
Takes vacation on
approved schedule.
Return from vacation
promptly. Excellent
handover of duties
before and after the
vacation.
Takes only preapproved leaves with
no instance of
authorized leave
extension or unpaid
leaves.
Takes only preapproved leaves but
has instances of
authorized unpaid
leaves or extension of
leaves.
Takes unauthorized
leave extension of
up to five working
days.
Takes
unauthorized
leave extension of
more than five
days.
Can be considered a
role model in the
unit.
No verbal or written
warning.
Verbally warned about
a violation.
Given first written
warning due to a
violation.
Given second
written warning
due to a violation.
Attendance
Taking of
vacations
and leaves
Adherence to
code of
conduct and
discipline.
75 – below (E)
96-100 (A)
Performance Evaluation Rating Guide
Zamil Group Corporate Human Resources. November 2008
In evaluating
TEAMWORK &
COOPERATION
consider all or the
most number of
applicable dimensions
from the list
in this chart.
Assisting
others
Team
orientation
Interpersonal
dealings
TEAMWORK AND COOPERATION
This refers to the employee’s ability to work harmoniously with superiors, co-workers, subordinates
and external customers to achieve unit’s objectives.
PERFORMANCE LEVEL RATING
91-95 (B)
81-90 (C)
Is consistent and
quick in volunteering
information, resources
and effort to all.
Volunteers
information,
resources and effort
most of the time.
Shares information,
resources and effort
when requested to
do.
Is slow and seldom
shares information,
resources and effort.
Fails to
cooperate.
Takes an active role in
encouraging and
instilling the value of
teamwork in his work
unit.
Works
constructively with
others and actively
participates in
group goals.
Accepts assignment
from the work group
willingly and
support group goal
Has difficulty recognizing
when team member is
needing assistance
Not seen as a
team player.
Is liked, respected and
trusted by everyone
and often viewed as a
role model.
Handles conflict
constructively.
Seldom have
problems with
others.
Avoids disruptive
behaviors. Deals
with conflict,
frustration
appropriately.
Requires reminders
regarding needs and
sensitivities of others.
Often has difficulty
getting along with others.
Sometimes has problems
dealing with people.
Inter-personal
relationships are
counterproductive to team
functions. Lacks
tact and
diplomacy. A
source of friction.
Performance Evaluation Rating Guide
76-80 (D)
75 – below (E)
96-100 (A)
Zamil Group Corporate Human Resources. November 2008
In evaluating
TEAMWORK &
COOPERATION
consider all or the
most number of
applicable dimensions
from the list
in this chart.
Customer
service
orientation
Manner of
service
delivery
INTERNAL CUSTOMER SERVICE
This refers to the employee’s ability to serve the needs of internal customers consistent with the
work unit’s objectives
PERFORMANCE LEVEL RATING
96-100 (A)
91-95 (B)
81-90 (C)
76-80 (D)
75 – below (E)
Anticipates the needs
of his internal
customers to exceed
their expectations.
Take extra effort to
meet his internal
customers’ needs.
Respond to his
internal customers’
needs promptly.
Needs follow-up.
Needs persistent
follow-up.
Satisfies internal
customers’ needs
even under extreme
and stressful work
situations.
Frequently goes out
of the way even
when occupied with
work to give
assistance to his
internal customers.
Usually goes out of
his way to assist
others
Exhibits indifference or
discourteousness at
times.
Frequently acts
with indifferent,
discourteous, or
inconsiderate
attitude.
Performance Evaluation Rating Guide
Zamil Group Corporate Human Resources. November 2008
In evaluating
WORK ATTITUDE
consider all or the
most number of
applicable
dimensions
from the list
in this chart.
WORK ATTITUDE
This refers to the mental and emotional disposition of the employee toward his work and the
company.
PERFORMANCE LEVEL RATING
91-95 (B)
81-90 (C)
76-80 (D)
75 – below (E)
Commitment is
consistently evident
even beyond the
regular scope of his
job. Shows
exceptional initiative
to add value to the
work unit.
Commitment is
evident in the
regular performance
of his job. Is
dependable for
unscheduled or
additional
assignments.
Accepts
responsibility; shows
enthusiasm in
performing routine
duties.
Shows occasional
indifference towards
his responsibilities.
Indifference towards
work is usually
evident. Attitude
affects the morale of
other team members.
Attitude
towards
feedback
Knowingly improves
himself based on
critical and positive
feedback
Shows keenness to
improve based on
critical feedback
Welcomes both
critical and positive
feedback
Tends to argue when
given critical
feedback
Rejects feedback
altogether
Openness to
change
Quickly adapts and
helps other cope with
change in process,
technology or
assignment
Adapts to change in
process, technology
or assignment
Shows willingness to
accept change in
process, technology
or assignment
Hesitates to accept
change in process,
technology or
assignment
Resist change in
process, technology
or assignment.
Takes initiative for
own learning and
development that
could enhance work
performance beyond
current job
Seek developmental
experiences to
acquire new skills
that could greatly
enhance current job
performance
Cooperates on
assignment meant to
improve current job
performance and
knowledge
Occasionally
resistant to learning
new knowledge
and/or skill.
Resents the idea of
training for
knowledge and skills
enhancement.
96-100 (A)
Acceptance
of
responsibility
Personal
improvement
orientation
Performance Evaluation Rating Guide
Zamil Group Corporate Human Resources. November 2008