ERA 360 degrees score card

360 DEGREES APPRAISAL

Semester I / 2015

Scoring Guide1= Below expect , 2= Needs improvement , 3=Fulfilled expectations , 4= very good , 5= Extra-

ordinary

Rater• Initials:

• Department Code:

• Work Level code

Appraised Employee

• Initials:

• Department Code:

• Work Level code:

Employee’s Info


ordinary

1-Organizational Achievement (Global)

A- COMMITMENT TO ACHIEVE

Department and Title Overall Organizational Score

FOR HR USE ONLY


ordinary

2- Achieving KPIsAction / Plan KPIs Score

Achievement on Time

Quality of doing the job

Horizontal growth ( New accounts ,

New scope, New process , etc…)

Vertical growth (Growing and

expanding an existing client,

process or scope)

Total Score

A- COMMITMENT TO ACHIEVE

FOR HR USE ONLY


ordinary

Sits weekly with his/her team to coach them on specific goals, challenges, and/or skills development.

Ability of continuous follow up on the core skills and techniques needed.

As a coach, aware of different coaching styles and mentoring that is proven to be effective.

Manager is fair and not biased in feeding knowledge and in nurturing talented employees.

Able to see and identify talents and position them to add value to the team and the organization.

B- Leadership 1- Coach & Nurture

Score

Total

Score

FOR HR USE ONLY


ordinary

Understanding the concept of proactive change management and transformation

Ability to handle oneself change resistance, flexible with different opinions of doing things.

Ability to communicate change to subordinates aiming commitment and motivation.

Ability to handle resistance of his/her team and redirect them .

Flexible to changes in process or direction according to the global organizational change.

B- Leadership 2- Change Management Score

Total

ScoreFOR HR USE ONLY


ordinary

Aware and able to move between different leadership styles according to the situations facing him/her .

Ability to bring all the team to a one big objective. His/her team can tell what are the team’s objectives if

asked.

My manager is there, supportive with continuous FOLLOW UP on my daily and weekly tasks.

collaborates with others to solve problems using a variety of problem solving tools and techniques.

Flexible to changes in process or direction according to the global organizational change.

When assigning tasks, I consider people’s skills and interests.

B- Leadership 3- People Management

Score


ordinary

Expect nothing less than top results from his/her team. And can highly control his/her team.

Thinks that personal feelings shouldn't be allowed to get in the way of performance and efficiency.

When working with a team, encourages everyone to work toward the same overall objectives.

Considers and always discuss planning for the future .

Fair in action and ethics is red line for all his team with no bias to some team members over others.

B- Leadership 3- People Management

Score

Total Score

FOR HR USE

ONLY


ordinary

Understands very well that every person within the organization is a customer and his/her job is to help and support him.

Minimum conflict raising and high level of communication within the department and with other transversal departments.

People trust him/her and will always like to help him/her and his team because of the support he/she does the same to

everyone.

Effective communicator with high ability to listen and understand. Do not try to play a win-lose discussion on every

issue.

His/her team knows that he/she is a person who will easily solve all the issues within the team or with other teams which

facilitates there job.

B- Leadership 4- Stakeholders Management

Score


ordinary

Considers Development of himself and his team a very important aspect of the team success.

Aware of his weakness / areas of development (personally & professionally) , easily mentions them and works on fixing them.

Always keen to let his team learn something new when there is a branch meeting or when shadowing.

Follows up on every training done to his team and make sure his team applies the knowledge they learned.

Supports new ideas by his team and develop it and try to make use of it for the benefit of the business.

C- Learning & Development Score

Total Score

FOR HR USE ONLY


ordinary

Planning: Ability to set a plan of action with solid KPIs toward clear (SMART objectives) for the whole team as well

as each individual.

Analysis: Ability to provide a detailed examination of the process, performance and results.

Problem Solving: Ability to find and execute solutions within ethical and professional frame, using different problem solving

techniques.

Organizational Adherence: Understands the vision and the strategy of the organization. Adhered to the CORE VALUES . His

team are parallel to the global strategy.

Cares about the standards he/she and the team perform,thatleads to a high quality output .

D- STRATEGYScore

Total Score

FOR HR USE ONLY


ordinary

Task Focus: Able to work in a team with a complete focus on the tasks assigned, can compromise time and effort to help other members to achieve the main goal.

Communication: Ability without showing resistance to superiors or any act that would delay the process

success at his/her point.

Follows and communicates task instructions with no resistance to superiors or any act that would delay the

process success at his/her point.

Coordination & conflict resolution: Able to coordinate with other departments which result in less conflict or

miscommunication with team members.

Encourage others to contribute, her/his presence in the task execution makes it easier.

E- TEAMWORK Score

Total Score

FOR HR USE

ONLY


ordinary

References• Gardner, J., R. Rachlin, and H. Sweeny, 1986, Handbook of Strategic Planning, John Wiley.

• Ostroff, Frank, 2006, "Change Management in Government," Harvard Business Review, 84(5), 141-147.

• Maister, D., C. Green, and R. Galford, 2000, The Trusted Advisor, Simon & Schuster, New York, NY.

• Kassinis, G., and N. Vafeas, 2006, "Stakeholder Pressures and Environmental Performance," Academy of Management Journal, 49(1), 145-159.

• Mitchell, R., B. Agle, and D. Wood, 1997, "Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts," Academy of Management Review, 22, 853-886.

• Lucia, A., & Lepsinger, R. (1999). The Art and Science of Competency Models: Pinpointing Critical Success Factors in Organizations. Pfeiffer

• Bracken & Rose, 2011; Maylett 2009

• Nooravi, S. Sherry (2010) Transforming high-silo, low-feedback organizational cultures: Using 360-degree feedback and coaching to maximize potential in individuals, groups, and cultures. "Dissertation Abstracts International" 70(12-B).

• Yammarino, F. J., & Atwater, L. E. (1993). Self-perception accuracy: Implications for human resource management. Human Resource Management, 32(2&3), 231–235.

• Smither, J.W., London, M., and Reilly, R.R. (2005). Does performance improve following multisource feedback? A theoretical model, meta-analysis and review of empirical findings.

Real Estate

ERA 360 degrees score card