FELDA GROUP OF

COMPANIES

PERFORMANCE MANAGEMENT SYSTEM

 Performance Management Cycle
Group, Business
Unit/ Group
Function, Step 3 :
Department &
individual Performance Rewarding
scorecards &
Role Felda Group’s  Performance outcomes are used to determine
Competency Business Plan
Profiles  Annual salary increment
Step 1 :  Bonus/ incentive
Performance Planning  Promotion
ut
 Top management sets business Incentive Pay O
goals, KP Is and targets which
cascade throughout the Group
$ Reward
 Determine desired results and Annual Cycle
set individual goals and targets
 Validate targets
Performance
 Review competencies and set Grading
developmental objectives
Performance Monitoring Step 2 :
 Mandatory mid-year  Manager solicits input from peers Performance
reviews Review / Assessment
subordinates and customer
 Ongoing discussions  Manager completes review of performance
 Coaching  Moderation exercise to rank performance
 Modifications/ revisions to (as target setting becomes more rigorous,
objectives moderation may reduce)
 Performance Management is a shared responsibility between the
organization, staff, reporting managers and reviewing managers…
The Organization (Felda Group)

Staff Who… Reporting Manager Who… Reviewing Manager Who…

Is the appraisee Is the direct superior of the Is the direct or indirect
appraisee and is accountable superior of the reporting
Takes responsibility for for his/her performance manager and is responsible
self in the process evaluation for the overall performance
of the business Unit/ Group
Seeks feedback on
Function and Department
performance
Uses organizational
resources for self-
development
 Performance Management System enables us to achieve the
following ……

• Demonstrate that performance management is a shared responsibility between the employer and staff

• Increase focus on performance

• Align individual staff goals/KPIs with Group, Company and Departmental objectives

• Improve rigor and calibration when setting targets for the KPIs

• Set mutual performance expectations

• Increase focus on ongoing feedback and coaching

• Identify opportunities for staff development

• Increase focus on evaluating actual performance

• Improve the linkage between individual staff performance and rewards

The New Performance Appraisal Form

Section 1A, 1B, 1C

Personal Details – Appraisee, Appraiser & Reviewer

Section 2A
Performance Goals / KPIs & Targets ( The ‘WHAT’ )
To be endorsed by Reviewing Manager

Section 2B
Competencies ( The ‘HOW’ )

Section 3A
Overall Rating

Section 3B
Overall Technical competence

Section 4
Development Plan
- Core Competency
- Specific Technical Competency

Section 5
Review Discussion Record
 Performance Appraisal Form

PERFORMANCE APPRAISAL FORM

(EXECUTIVE)

The appraiser is the direct superior of the employee (appraisee).He/she sets the appraisee's targets and is accountable for his/her
performance evaluation. The reviewer is the person who is responsible for the overall performance of the Group/Company/Department (i.e.
the direct or indirect superior of the appraiser). He/she calibrates/validates and approves the targets. This form is private and confidential
once completed.

To be completed by Appraiser  
  Purpose of Review (Please indicate with 'X')
   
  Mid-Year    
Review
   
  End of Year Review    
   
  Interim Review    
(e.g.Transfers)
             

SECTION 1A : APPRAISEE PERSONAL DETAILS  

   
1Employee Name   5Company            
   
2Staff Number   6Department  
   
3Designation   7Date Joined    
   
4Job Grade   8Current Review Period From     To      
  Month Year Month Year  
                                   

SECTION 1B : APPRAISER PERSONAL DETAILS  

   
1Appraiser's Name         Designation    
                                   

SECTION 1C : REVIEWER'S PERSONAL DETAILS  

   
1Reviewer's Name         Designation    
                                   
 Performance Appraisal Form

SECTION 2A : PERFORMANCE GOALS/KPIs & TARGETS (The "WHAT")

PERFORMANCE PLANNING PERIOD
1) Please complete columns (A) to (E) for the performance planning
cycle.
2) A maximum of 8 goals/KPIs and targets should be set across all perspectives of the Balanced Scorecard (Financial, Customer, Internal Process, Learning &
Innovation),
including project based goals (if applicable).
3) The Threshold, Minimum On-Target, On Target, Maximum On-Target and Stretch performance rating levels will be set upon discussion and agreement
between
appraisee and appraiser.
PERFORMANCE REVIEW PERIOD
1) Please complete column (F) for the performance review and calculate the KPI
score.
KPIs 60%
Weightage %
(W1):
(A) (B) (C) (D) (E) (F) (G) (H)
Scorecard Key Performance Indicators Units To be filled at start of Performance Period Weight% Actual Rating Weighted
Perspective (KPI) (Eg: RM, Threshold Minimum On Target Maximum Stretch Min. 10% Achievement (1-5)
Please circle minutes, %, On-Target On-Target To be filled Score
etc.) at end of (E) x (G)
Performance
Period

F C I L                           0
F C I L                           0
F C I L                           0
F C I L                           0
F C I L                           0
F C I L                           0
F C I L                           0
F C I L                           0
Scorecard Perspective definition: F=Financial C=Customer I=Internal Process L=Learning & Innovation 0% TOTAL (I) 0

COMMENTS ON KPI ACHIEVEMENT   KPIs SCORE 0.0

(I) x (W1)
 Performance Appraisal Form

SECTION 2B : COMPETENCIES (The "HOW")

PERFORMANCE PLANNING PERIOD

1) For each competency, please fill in the required proficiency level for appraisee's position in column (C).

2) Communicate the required proficiency level to the appraisee.

3) Please refer to competency dictionary for proficiency levels and behavioural desriptors.

PERFORMANCE REVIEW PERIOD

1) Please complete columns (D) and (E) during the performance review and calculate the score for COMPETENCIES.

Competencies Weightage (W2) : 40%

(A) (B) (C) (D) (E)

NO. COMPETENCY REQUIRED LEVEL OF COMPETENCY COMMENTS ON COMPETENCY PERFORMANCE BY APPRAISER
PROFICIENCY RATING
(Level SE,AM,Exec, (1-5)
Exec. Asst.)

1 Communication      
2 Teamwork      
3 Innovation & Change      

4 Accountability      
5 Organising, Planning &      
Decision Making

6 Composure      
7 Business Acumen      
8 Service Orientation      
(F) TOTAL 0  
COMPETENCIES RATING SCALE
(G) AVERAGE SCORE (F / 8) 0.0 1 2 3 4 5
Needs Need Some Meets Exceed Exceed All
(H) COMPETENCY SCORE (G) x (W2) 0 Most Improveme Requireme Some Requiremen
Improveme nt nts Requireme ts
nt nts
 Performance Appraisal Form

SECTION 3A : OVERALL RATING SECTION 3B : OVERALL TECHNICAL COMPETENCE

(To be completed at Performance Review) (To be completed at Performance Review)
                             
  Appraiser to fill up the KPIs Score from Section 2A and     Appraiser to rate the current level of overall technical competence of  
  Competency Score from Section 2B and indicate the Overall   appraisee. Refer to the technical competency matrix below.
Rating. Refer to the overall performance matrix below.
       
  KPIs SCORE + COMPETENCIES = OVERALL RATING   REQUIRED OVERALL COMMENTS  
  SCORE   LEVEL OF RATING  
PROFICIENCY
      0.0                                  
                   
                   
                   
                   
                                     
       
  Overall Performance Rating Results     Level of Technical Competence  
  4.6 - 5.0 Exceed All Requirements     SGM + CEO Possess in-depth expertise/professional mastery in technical/  
Gred GM functional competence
  3.6 - 4.5 Exceed Some Requirements     GM Possess specialist technical/ functional competence  

  2.6 - 3.5 Meets Requirements     SM, Manager Able to offer sound advice and demonstrate sufficient  
technical/ functional competence
  1.6 - 2.5 Need Some Improvement     SE, AM Able to practically apply technical/functional competence  

  1.0 - 1.5 Needs Most Improvement     Exec., Possess basic conceptual technical/functional competence  
Exec Asst.
       
      Technical Competency Rating Scale  
      1 2 3 4 5  
      Needs Most Need Some Meets Exceed Some Exceed All  
      Improvement Improvement Requirements Requirements Requirements  
       
                                                           
 Performance Appraisal Form

(To be filled by Company / Department)

           
SECTION 4 : DEVELOPMENT PLAN     Name :        

   
PERFORMANCE REVIEW PERIOD   Staff No. :        
   
Appraiser to identify and discuss with Appraisee 3 areas for development under core competencies.   Company :        
           

NO. CORE COMPETENCY   CORE                    

COMPETENCY
DEVELOPMEN
T PLAN AND
ACTIVITIES

  (To be filled in                    
at year-end
performance
cycle)

1 Communication                          
2 Teamwork                            
3 Innovation & Change                          
4 Accountability                          
5 Organising, Planning & Decision Making                      
6 Composure                            
7 Business Acumen                      
8 Service Orientation                          

PERFORMANCE REVIEW PERIOD

Appraiser to identify and discuss with Appraisee the specific areas for technical competency Please refer to competency definition for detailed
development. description of technical competence.

SPECIFIC TECHNICAL CURRENT LEVEL DEVELOPMENT PLAN AND ACTIVITIES Level of Technical Competence
COMPETENCY OF TECHNICAL (To be filled in 1 2 3 4 5
COMPETENCE at year-end
performance
review)

      Needs Need Meets Exceed Exceed All

                      Most Some Requireme Some Requireme
Improvem Improvem nts Requireme nts
ent ent nts
                     
             
 Performance Appraisal Form

SECTION 5 : REVIEW DISCUSSION RECORD

    Comments to be made on review discussion (To be completed at end of Performance Period)          

APPRAISEE                        
  Yes No  
1. My targets and goals for the year were communicated to me at the start of the performance period    
2. My appraiser and I conducted a mid-year review    
3. I was given feedback and coaching throughout the year    
4. My reporting manager conducted my annual review with me, providing feedback on my performance    
5. My reporting manager has discussed my developmental plans with me    
                           
                           
  Involvement in Internal & External Activities and Level of Achievement/Contribution    
  (i.e Internal - KSRF, Suri etc., External - Industry Association, Standards Organisation etc.)    
   
                           
       
       
                           
                           
   
Appraisee's Comments:    
   
Appraisee's Signature:     Date:      
                          

APPRAISER                        
   
Reporting Manager's Comments:    
   
Reporting Manager's Signature:     Date:      

                           

REVIEWER                        
   
Reviewing Manager's Comments:                      
   
Reviewing Manager's Signature:    Date:      

                           
 What happens during Performance Planning?

 The objective of Performance Planning is to ensure that employees are

well informed on the Group / Company / Departmental goals.

 It provides appraiser and appraisee with an opportunity discuss and

agree on what is expected during the forthcoming performance cycle

 It is critical because it ensures that everyone focuses on the actions

and behaviors needed to achieve business success

 Employees and Reporting Manager discuss and agree on :

 Goals/KPIs and targets for the year

 Competency gaps to derive development plan

 Performance Review / Assessment
Group, Business
Unit/ Group
Function, Step 3 :
Department &
individual Performance Rewarding
scorecards &
Role Felda Group’s  Performance outcomes are used to determine
Competency Business Plan
Profiles  Annual salary increment
Step 1 :  Bonus/ incentive
Performance Planning  Promotion
ut
 Top management sets business Incentive Pay O
goals, KP Is and targets which
cascade throughout the Group
$ Reward
 Determine desired results and Annual Cycle
set individual goals and targets
 Validate targets
Performance
 Review competencies and set Grading
developmental objectives
Performance Monitoring Step 2 :
 Mandatory mid-year  Manager solicits input from peers Performance
reviews Review / Assessment
subordinates and customer
 Ongoing discussions  Manager completes review of performance
 Coaching  Moderation exercise to rank performance
 Modifications/ revisions to (as target setting becomes more rigorous,
objectives moderation may reduce)
 Objectives of Performance Review

Ongoing performance reviews and feedback will ensure ….

 mutual understanding of performance expectations as well as provide opportunities for

coaching and development

 performance expectations are clear and that employees are aware of the criteria that will
be used for their performance assessments as at the end of the performance cycle it will
minimize surprises arising from performance ratings and reward

 performance review should be developmental in approach, providing opportunities for

supervisors to coach staff towards achieving goals & targets and highlighting
weaknesses for development

 useful check points to review employee progress against set goals and targets and
demonstrated behaviors against targeted competency proficiency levels
 Multi-Source Assessment (MSA)
gathers feedback from many sources

 Utilizing multi-source assessment

 Feedback is sought from peers, subordinates and customers
 The availability of additional data increases the objectivity of the assessment

 Involving employees in goal-setting

 Employees are involved in helping to set goals thus, ensuring greater buy-in
 SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goal are set which allow
consistency and quality – control for the goal-setting process
 Employees and managers take mutual responsibility for career planning and personal
development
Supervisor
Internal
Mentor
Customer

Colleague
Self

Subordinate External
Shared Support Customer
Staff
 Objectives of Performance Assessment
 Performance assessment is a formal opportunity for reporting managers to
assess staff performance against pre-determined goals and targets and
targeted competency proficiency levels, using the rating scale

 It also provides a forum to identify opportunities for staff development and

improvement during the next performance management cycle

 The outcomes of performance evaluation will provide a linkage between

individual staff performance and rewards
 Performance Rewarding
Annual
Budgeting
Group, Business
Process Unit/ Group Step 3 :
Function,
Department & Performance Rewarding
individual
scorecards & Felda Group’s  Performance outcomes are used to determine
Role Business Plan
 Annual salary increment
Competency
Step 1 : Profiles  Bonus/ incentive
Performance Planning  Promotion
ut
 Top management sets business Incentive Pay O
goals, KP Is and targets which
cascade throughout the Group Reward
$
 Determine desired results and
set individual goals and targets
 Validate targets
Performance
 Review competencies and set Grading
developmental objectives
Performance Monitoring Step 2 :
 Mandatory mid-year  Manager solicits input from peers Performance
reviews Review / Assessment
subordinates and customer
 Ongoing discussions  Manager completes review of performance
 Coaching  Moderation exercise to rank performance
 Modifications/ revisions to (as target setting becomes more rigorous,
objectives moderation may reduce)
 Linking Performance With Rewards
 The value drivers at business unit level are ‘translated’ into focused performance
objectives, which can be measured and rewarded

REWARD
“WHAT”

Customer Financial
Business KPI 1 KPI 2
Value Driver
Performance
Drivers
Analysis Processes People Bonus
s nal P ec na mr of r e P KPI 3 KPI 4

Increments
+
“HOWS’ Base Salary
 Communication
 Teamwork Benefits
 Innovation & Change
 Accountability
 Organising, Planning & Decision Making
 Composure
 Business Acumen
Measurement  Service Orientation
 Good Assesment Of The Performance
Management

 Increase productivity and income of companies and workers.

 Encourage staff to undertake a more persistent, innovative and strive to improve the
achievement of a better time to time.

 Shows the spirit of a team (team-work) among workers.

 To produce a deep awareness of the aspects of discipline, ethics and safety among workers.

 Cultivate personnel changes to the way in which rewards are related to productivity.
 Summary

Performance Management System

Performance Planning Performance Reviewing Performance Rewarding

Setting SMART KPIs Mid Year Review Performance outcome

- Performance ranges Year End Review used to determine;
- Balance Score Card Performance Rating Annual Increments
Competencies expectations Feedback & Coaching Bonus

Performance Dialogue Promotions