: Memorandum Circular for Implementation of Performance Evaluation System

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RRURAC:    Read, Respond, Understand, Reflect, Apply and Check

BIDDA:    BELIEVE INSPIRE DREAM DO ACHIEVE

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---------- Forwarded message ----------
From: Holy GardensGroup <holygardens.group@gmail.com>
Date: Fri, Jul 22, 2016 at 11:54 AM
Subject: Draft Memorandum Circular for Implementation of Performance Evaluation System
To: Helen Naval <bpi.hr2016@gmail.com>

Here is the explanation on the execution of the Performance Evaluation System:

Memorandum Circular No  2016 00x

Title:    Guidelines for the Performance Evaluation System

I   Objectives:

    1.  To encourage performance and serve as a leg for strategy and corporate planning;

    2. To reward the doers in an objective manner and remove/minimize politics through SMART  criteria

    3.  To help employees get promoted:  avail of salary increases and allowances which are substantial

   4.  To weed out misfits early on, and reduce expenses

   5.  To encourage:

       1.  leaving old mindsets and adopt corporate and new ones

       2.  embracing beliefs and principles of Holy Gardens group

II   Reality  Background

  1.  Some SBUS (there are at least two who are brave enough) who complained and narrated that their staff are demotivated and it shows in mediocre sales performance.  They are content with receiving the salaries despite the fact that our current salary scale is  above the industry, the wage orders and some received substantial incentives for last years sales performance.

    While we managed to sell more than 3,000 plots last year, we only managed to get 1/10 of that:  about 425 (?)   plots

2.   The conformance of many sbus on routine behavior sucks:

     1. Phone calls are not answered nor acknowledged.  Same thing with text messages.   Emails are unacknowledged or unread.

         Routine reports :   text reports are neglected

                                       kaizen reports and best pictures are not sent

                                       email reports

     2.  Most staff fail when given routine exams;

     3.  Tasks are pending undone, if at all submission are incomplete and very much delayed.  This is up and down the organization even at 3ffb

     4.  Beliefs as excellence, customer service, learning seem to be a strange thing to many of the staff.  

WTDN:   REINSTATEMENT AND IMPLEMENTATION OF THE PERFORMANCE EVALUATION SYSTEM;

Who :      HR  -   the coordinating office 

                           1. will send out form

                           2.  collect and check the form

                           3.  verify HR related data:

                                 1.  attendance

                                 2.  punctuality

                                 3.  communication:  emails, text

                                 4.  book reports/journals

                           3.  have the PE noted approved by the GM SMD

                           4.  file the PE

                           5.  submit memo for increase in salary and allowance

               CMO in charge -   the one who will fill up the PE form

                                             sign the PE and the recommendation

              Accounting Audit:   will verify the sales and collection report;  will initial                    PE form

When:   1 Frequency  .  Every 6 months for regular employees to be done within                   30 days after end of reference semester

                For trainees:  

For RI to be R2 to be started at the 70th day after hiring for RI and to be completed on the  80th day.  On the 80th day, we should know if the employee shall continue to the Prob 2 period or will be dismissed

For R2 to be R3 to be started on the 160th day after start of employment  to be completed on the 170th day.  By then we should know if the trainee will be dismissed or allowed to be a regular employee.

  HOW -  The system

 1.   Purpose  -   The objectives mentioned above: 

          .  1.  To encourage performance and serve as a leg for strategy and corporate planning;

    2. To reward the doers in an objective manner and remove/minimize politics through SMART  criteria

    3.  To help employees get promoted:  avail of salary increases and allowances which are substantial

   4.  To weed out misfits early on, and reduce expenses

   5.  To encourage:

       1.  leaving old mindsets and adopt corporate and new ones

       2.  embracing beliefs and principles of Holy Gardens group

2.  Inputs:

    1.  The performance evaluation form

    2.  Performance data from accounting marketing coordinators

    3. Data from HR:

        attendance and punctuality reports

        communication response:   text, emails, blogs, blog comments

        book reports, ppt, journals

  4.  Observation and recommendation by superiors:   CMO, Group Region Heads, Senior Managers and Directors

Process

1.  The corporate plan is made at end of the year for the forthcoming year.  The over all targets are farmed out to the sbus and the staff and re communicated for the outcome section of the PE form

2.  This is marked in the PE form and are sent out to the SBUS,  There are 3 types of PE form:

     1.  For 3ffb  staff

     2.  For the SBU  staff

     3.  For the officers/supervisors these are more qualitative and tend to border on general management skills and leadership

 The other elements of the PE are default targets and are defined here.

3.  Definition of terms, rating guidelines and how to accomplish the PE

    1.   Number of copies:   4

          1.  hr copy

          1   sbu copy

          1   employee copy

          1   201 file

2. Filling up the blanks:

COVERING STAFF  (RANK and FILE)

Box 1 at the top:  employees/officer data

      1.  Employee name:  All Caps:  Name, Middle Name                  Surname  

      2.  Position:   All caps;  write position as per Admin Plan

      3.  SBU/Office all caps

      4.  Add Current Rank

      5.  Employed since:

      6. Review period:   H1 or H2 for regular employees

                                     the time frame for employees on probation/training in                                               conformance to the when stated above

      7.  Number of years in service:   years      months       days

Box 2  (PE body)

Outcomes:     Sales Collection

Outputs:    products or services/reports not resulting in outcomes but are required of the employees

Inputs    are the things we arm/capacitate employees/officers to be better and to perform better

      Items for rating, and how they are computed:

Outcomes

     1.  Sales performance for CSS I is vs targets, individual that the employee is assigned.  Let us say he was assigned 30 for the semester and he was able to sell only 10.  Thus if it 30 points his rating is 10/30 x 30 points   =  9 points

 Outputs:

    1.  DPMS  10  points   -  Daily Prospect Monitoring Sheet.  The CSS1 is required to submit at least 20 prospects:    A B and C in the prescribed format.  More prospects result in more sales.  No sales oriented company can survive prospects.  No prospects, no closing, no sales.  No sales no cash flow.  No cash flow, no cash to pay salaries

   2.  Blog posts: 10 points    within 24 hours.  .  If beyond 24 hours. The employee (CSS 1) gets a 1/4 of 1 point deduction.  It is possible that when an element is zero, the staff loses the PE privilege

   3.   Complaint ticket  10 points  -   There are customer complaints and there is prescribed form for customer complaints.  The staff concerned gets the ticket and submit these to HR indicating the problem and the solution taken.   The staff gets 1 point for every complaint ticket and max is 10 points    If 0, 0 privilege

   4. Attendance and punctuality/promptness 5 points

       Companies succeed because of high speed innovation.   Staff is encouraged to come early, submit work on time and on prescribed deadline.  It is either we are quick or we are dead. Only the early bird catches the worm.  Speed is being the first to the market is a competitive advantage not superior products or staff not  high IQ.  This requires several Ds:   determination, dedication and discipline

     The staff can only be graded here in a negative manner.  Minus 1/4 of 1% for every offense ie of being late.

   5.  Journal   5 points

   This is in accordance with our belief of learning.  An employee must learn one new thing day which he can apply to his job.  He is invited encouraged to  post in his hard copy record book all his learnings:  

      1. on the job

      2. from peers

      3.  from experts

      4.  from blog posts/internet

      To get 5 points, the staff must have posted at least 60 new ideas/learning for the period covered.

6.  Communication: 10 points

    email and text response   2 points

    Non  or delayed.  response is a 1/4 of 1% deduction. Thus erase messages from your cp, use it only for business purposes.  Answer the calls promptly.  If you have a missed call, do not text.  Return the call

    blog post:  kaizen, best pictures, best pictures

    Non posting or delayed posting  -  1/4 of 1% deduction.  Post regularly and every Saturday for kaizen and best pictures.

    blog comments  4 points  -   every staff must make at least 5 comments per month at any or all of our social media:   communications blog, facebook Holy Gardeners, facebook groups -  Holy Gardens Activities. This is to encourage engagement with the company and awareness of what other SBUs are doing

  Book reports:   10 points.

        At least 3 book reports per every semester.   3 book reports for the employees on probation (for 3 month period)No PE.  All or nothing.

      A power point presentation of 20 pages or less is 1/2 book report, a ppt  report of 30 pages or more is one book report.

      A book report is one page report front and back on a yellow pad that contains the following:

     1. Write one up to 3 new things you learned from the book

     2.  What is the relation to what you all ready know?

     3.  How do you apply this in your job:

7.  IF/IA submission 5 points   CSS 2

   To be processed and submitted within 7 days after the reference day.  1/4 of 1%  for every IF that is delayed

8.  PPA  sending  to 3ffb

    To be submitted within 7 days after reference day.  1/4 of 1% for every docs that is delayed.

TS

    Outputs

1.  Dalaw paburol.  At least 5 dalaw paburol visit  per month   20 points. 

     Many prospects A and B can be found in paburol.   Dalaw paburol involves          both our customers and non customers.  Visit to non customers result in              FOFF publication

2.  Dent reports with pictures 10 points

    Each TS is required to submit a hard copy of the vehicle paint, dent and interior conditions.  He must submit  6 during the month.  The TS is encouraged to polish the vehicle every week.

3.  Tripping 10 points

    At least 10 trippings per month.  The TS is encouraged to make himself available for tripping He gets 1/10 of 1% for failing to meet the required number

4.  Reduction in gasoline/diesel expenses.10 points

     The TS is encourage to batch the trips.  Tripping of customers is  a must with complete works:   refreshment, fragrant and good smelling vehicle.  We give collection  allowance to sellers so that they will collect for us:  P25.00 for amounts below P1,000 and P50 for amounts above  P1,000.     An amount lower than previous month expenses entitles the  TS 10 points

5.  Reduction in  repair costs. 10 points

    The TS must be in charge of all vehicles and running motors in the SBU:  lawn mowers, brush cutters, jeeps and trailers, lowering device interment equipment a the site.   The repair costs must be kept to a minimum or level for the TS to get 10 pts.   He is encouraged to:

    1.  Regularly clean and oil the equipment

    2.  Apply primer, paint the metal parts subject to rust

    3.  Inspect Check Adjust Replace parts of the equipment  on periodic basis using the TPM cards charts.

6.  TRT (blog send)  trip tickets 10 points

   The driver can only be authorized to make a trip if he has a duly noted trip ticket/TRT.  No ticket no TRT no trip, no approval for gasoline payments.   1/4 of 1% deduction for every non submission TRT

COVERING STAFF AND OFFICERS

The attached form (annex B) will be used for officers.  It prescribes 60% for inputs and 40% for outcomes

1 Outcomes 40%

    Sales        25%

    Collection  15%

     The performance shall be vs a corporate plan/3ffb target. A stretch target.  The target set by the officer which is feather bedding a low ball) shall be evaluated and shall not earn any points.

2.  Inputs Outputs:   60 points  <from 50 points>

Inputs

   1 People knowledge    5 points

   This involves:

    .  Ability to analyze the strength and weakness of staff and do a performance evaluation within the prescribed time.   Non submission on time merits 0 grade

Outputs

    2.  Work scheduling:   15 points

        This involves the submission of work schedules of staff weekly plus the evaluation at the end of the day.  The goal is to get things done on a regular basis. Concern are park maintenance and beautification.   Minus 2 for every missing weekly work schedules.

   3.  Time management and execution  20 points  <corrected from  10 pts,>

        This is intended to solve many pending projects and red tape.

        PDCA and completion of projects on time is encouraged.  Red tape ay papatayin  Kill.

       All pending projects must be completed ASAP.

      Some rules:

     1.  PDCA must be submitted within 7 days after it was ordered to be done.

         Corrections must be resubmitted during the day.

     2.  PDCA once approved must be executed within 24 hours after approval

     3. WS, Kaizen reports  Best pictures  weekly email reports are to be submitted every Saturday after noon.     Daily text reports are to be sent not later than 7 pm daily

    4,  Pending assignments projects orders are to be deducted 1/2 of 1% daily

4. Conformance to orders, process plan flow, policy, handbook  10

    This is our first line of defense vs poor quality and insubordination.   The heads leads the tail.  Sometimes the CMO the supervisor is the source of non conformance and deviation. And the root of problems and obstacles to completion of projects.    Every deviation is minus 2 points

5.  Submission of reports  10%

    What do you treasure?  The outcomes, outputs especially (and the inputs 4 ms) are to be treasured.  You measure what you treasure

   While the rest of the team have responsibility for the submission of docs/reports, it is command responsibility of the CMO or in charge to submit them completely and on time.

   The following are the reports and due dates/times

   daily text reports   -        7 pm daily

   abstracts               -        7 pm daily

   interments   within 24 hours after IA

   griefshare posting     within 24 hours after IA

  weekly:

      email  reports

      kaizen

      best pictures

monthly:

      dent reports

      inventory:

              materials

              equipment and materials

      lot inventory (unsold, remaining)

       sales report

       collection report

  4. Human aid

      HR   Will have to .  understand this system very well and ABE this to CMO first and the CMO to the subordinates.  This will be posted at our blog.

      CMO

      SMD

      The board of directors to motivate and encourage the staff to be more professional and achievement oriented, discourage personal treatment for promotions which later on backfires. and encourage impartiality and objectivity.

 5. Information aid:

    1. This MC

    2.  Posting at the community blog

    3.  Conferences and telecon

    4.  Mentoring

6.  Environment:

     This is part of the total corporate strategic management system that involves:      

1.  Corporate plan, targets farmed out to the individuals and TIMELINES

     2.  Key Activities and Key Resources

     3.  Admin plan.

7.   CATALYSTS:

     This is a carrot and stick motivation.   If you conform you are rewarded;  if you don't you are not promoted and even subject to CCD

    Descriptive rating:

    90 - 100 for promotion

    85 to 90  for R2 and R3

    Below 85.

    Now that we have raised our pay, it is time to suggest careers for others who are unhappy with our system and compensation system

    The employee is analyzed for his strength and weakness and is mentored on how to further enhance his strength and capacity and do something, de emphasize his weakness.

    Rewards/catalyst
   

   If the employee becomes R2 

   1. In addition to P500 meal allowance to be paid upon presentation of receipt (and when he:  1. completes the 201 file/pre employment requirements, 2.  completion of the orientation -  passing the exams, submission of the outputs projects)

    he/she gets:

    1. Salary increase of P650.00  to his basic salary subject to WT, Philhealth and  SSS deduction 

    2.  Grocery allowance of P1,000.00 to be paid as reimbursement for grocery supermarket receipts(which ever is lower) (to be xeroxed if printed on thermal paper)   within 10 days after the end of he reference month

    + P1,650

If the employee is promoted to R3, he she gets:

   P500 electricity bill reimbursement

  P 650 salary increase

+  P1.150

These are not subject to any conditions once this is awarded.  

Standards for employees under probation (R1, R2 subject to permanency:

1.  Must not be absent nor late  for 90 days prior to the performance evaluation

2.  Submission of at least 3 book reports for the period covered

3.  At least 60 entries to the learning journal (which they are required to keep.  

4. Must have and maintain a diary.

It is time to :

KNOW AND UNDERSTAND THESE (RRURAC)

WORK HARD

BIDDA

Be determined and disciplined to reach the grade of 85 and above if you are a trainee and 90 if you are all ready R3.

Annexes       Performance evaluation forms:

                     1.  3ffb staff

                     2.  SBU staff

                     3.  Officers 

FYI and for compliance

For print out, send as hard copy to SBU and have them receive in writing.

    

Jorge  U. Saguinsin

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