Performance Evaluation

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.

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  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.