(A) Personal Particulars (To be filled-in by the Appraisee)

Employee : Swapnil Ramesh Hamand Immediate Superior : Vandan Bibikar

Designation : Associate Consultant
Department : SAP EWM

Department Head : Swapnil Kulkarni

For the Year : 2023

Date : 9/01/2024

Performance Planning,

Appraisal

& Development System

Name: Date :

NOTE FOR THE APPRAISER (HOD) AND THE APPRAISEE (Employee):

Guidelines for complying with the System:

1. A detailed performance planning and setting Targets in the beginning of the year helps later analysis of
performance more objectively and also helps in planning strategies to develop/improve executive
performance.
2. Attributes as part of performance appraisals help in reinforcing the behaviors / qualities / competencies
that are required or are to be developed by the executives.
3. Self-appraisal as a component of performance appraisal aims at promoting review of self-development or
change and sets the stage for development.
4. Performance gaps may be indicative of developmental needs.
5. It is important to ensure that there has been enough discussion, communication and understanding taking
place between the Appraiser and Appraisee.
6. Each Appraiser-Appraisee pair identifies developmental needs and states the same in the appraisal
forms. This information as well as performance ratings could be used for planning development
programs and taking development decisions.
7. It is advisable to record in a separate note, events, actions, and decisions, to ensure credible discussions
during performance appraisal.
8. In addition to the space provided on each page, use the blank space on the reverse, if required.

Process :
1. On the basis of evaluation described, Appraiser will be evaluating Critical Attributes of the Appraisee
jointly and both of them will agree on the same (Section – I). Appraiser will also identify Traning &
Developmental Needs, if any for the Appraisee.
2. Appraisee fills in the “Analysis of factors having impact on his performance (Section – II)” and the
Appraiser will note his remarks.
3. The above steps complete the appraisal. For future growth and potential, Section – III is filled in and
discussed at the management level.
Name: Date :

Basis for analysis of Critical Attributes :

Sr. CRITICAL Far Exceeds Exceed Fully Meets Below Does not Meet
Expectations = 5 Expectations = 4 Expectation = 3 Expectations = 2 Expectations = 1
No. ATTRIBUTES
Job Knowledge -
1. The extent and depth of Good knowledge of Adequate Knowledge. Knowledge adequate Fair knowledge in Knowledge
professional competence. his own job and Keen to learn. Ability in own areas. Does own area. needs Inadequate in own
(Grasping of systems related areas. to Grasp new things. not need updating in updating in related And related areas.
and procedures Updates himself. Related area. areas.
implicit).

2. Planning & Always anticipates Normally systematic Generally Systematic By and large Ability to plan and
Organization - work needs and is and methodical in and methodical. Systematic and Organize is
The ability to anticipate able to prepare a handling work load. Achieves Time bound Methodical. marginal
uncertainities, determine plan of action. Never lacking in Results. Sometimes seen or very low.
strategies, take Good in arranging anticipating incapable arranging
corrective action in time, work load to meet uncertainties. workload to meet
and work out time bound plan. plan.
programmes to achieve
specific targets.

Inter-personal Establishes very Generally has a Adequate rapport with Maintains rapport Lacks the ability to
3. Relationship - Good rapport with Good rapport with superiors, peers and With most of his interact with
Ability to interact with superiors, peers and superiors, peers and subordinates. Able to superiors, peers, superiors, peers
subordinates, peers and subordinate and puts subordinates and put his views across subordinates and and subordinates
Superiors in a friendly forth his views in a has the ability to which are mostly on most occasions and tends to
manner, presents his logical & positive present his views acceptable. manages to put his antagonise others
points of view and manner. without creating any views across which in his inter
questions to others in a antagonism. are sometimes actions with them.
way that does not create acceptable.
antagonism.

4. Quality Does a thorough Normally produces Has the ability to Generally produces Work barely upto
Consciousness - and accurate job. work of acceptable produce work of Work of acceptable The mark. Needs to
Ability to maintain high Work needs quality. acceptable quality. quality. Sometimes be corrected even
Standards and avoid Minimum correction. Very occasionally work needs major On routine issues.
Rework. Makes High quality work needs minor corrections.
Continuous effort for consciousness. corrections.
systematic
improvements. Should
be able to create an
awareness amongst his
subordinates and
workers about the need
for maintaining and
improving quality without
increase in cost.

5. Innovativeness - Always full of Takes initiative in Mostly takes initiative Occasionally takes Rarely displays
The ability to bring about initiative, non-routine matters; in all matters and has initiatives on new initiative and often
changes and bring in creative outlook, has many the ability to offer problems, makes lacks in exercising
fresh ideas for the constantly after constructive innovative solutions. suggestions some his mind for new
better. Must have an improvements in suggestions and times, can exercise things; very routine.
open and critical eye various spheres. ideas on improving imagination on
and should not restrict to things. routine problems.
conventional approach
to problem solving.
Name: Date :

6. Leadership - Good utilisation of Good overall control. Fairly good overall Plays basically a Has little control.
Should be assertive, firm people, is able to Takes keen interest control. Normally control function. Sometimes adds to
and open minded; enforce discipline in motivating people found to take Generally uses problems through
should be able to and obtain high and is able to get a interest in people authority and lack of fair and firm
provide supportive and performances good response. and manages to get enforces discipline, handling.
functional leadership, through his most of the people can obtain good
must have confidence leadership. motivated for performance in
and sense of obtaining fairly patches but lacking
responsibility; should good response. overall commitment
earn respect by his and consistent
action and dealings. performance.

7. Analytical Ability - Good analytical Good analytical Has the potential Moderate analytical Lacks analytical
The ability to separate or abilities. Confident abilities. Takes to analyse problems ability. Handles’ day ability.
divide the data of a and quick decision slow but confident but does not show to day decisions. Occasionally takes
situation or problem and making most decisions. the confidence in Sometimes delays decisions.
to understand the of the time. taking some of the in decision making. Wavering and
inter-relationship of its important decisions. uncertain.
components.

Development of Encourages on Takes good Shows interest Takes some interest Takes no interest in
8. Subordinates the job learning. interest. Identifies in his subordinates in sending people for training &
Should be able to Takes keen interest needs and makes and makes efforts training. Makes development of
identify the strengths in development good use of formal to identify areas of effort and sometimes subordinates beyond
and weaknesses of his of subordinates training facilities weakness needing follows up. routinely forwarding
subordinates and with good follow up available, without a formal training. names for training.
develop them by on training. follow-up. No follow up.
providing additional
responsibilities,
encouraging creative
approaches, offering
training opportunities,
giving guidance /
feedback and thorough
counselling (including
performance
counselling).

9. Initiative Good initiative. Good initiative. Mostly shows good Generally shows Needs Guidance,
A person with an inner Undertakes all Shows confidence in Initiative in related Some initiative. Instructions and
desire to excel. Does tasks and Independent action. areas but at times Occasionally needs follow up.
not lean on others or overcomes relies on superiors Some Follow-up.
wait for orders. obstacles for independent
independently. action.

Sense of High sense of Always committed to Mostly committed Accepts but does Low sense of duty.
10. Responsibility Duty. Accepts the job. Accepts To his job. Accepts not seek Does not identify
Must have moral and seeks responsibility responsibility responsibility. with the job /
accountability for his responsibility. willingly. for his decisions. company.
actions; Should keep up
to his commitment and
be reliable.
Name: Date :

Section – I
Evaluation of Critical Attributes :
CRITICAL ATTRIBUTES Rating on Scale
To be filled by the Appraisee and Self-Rating by an Appraisee Comments by the
then by the Appraiser in different ink. Reviewing Officer –
5 4 3 2 1
Appraiser
4
1. Job Knowledge –
The extent and depth of professional
competence. (Grasping of systems, Technical
details and procedures implicit)

5
2. Planning & Organization –
The ability to anticipate uncertainities,
determine strategies, take corrective action in
time, and work out time bound programmes to
achieve specific targets.

5
3. Inter-personal Relationship –
Ability to interact with sub-ordinates, peers and
Superiors in a friendly manner, presents his
points of view and questions others in a way
that does not create antagonism.

5
4. Quality Consciousness –
Ability to maintain high Standards and avoid
Rework. Makes Continuous effort for
systematic improvements. Should be able to
create awareness amongst his subordinates
and workers about the need for maintaining
and improving quality without increase in cost.

4
5. Innovativeness –
The ability to bring about changes and bring in
fresh ideas for the better. Must have an open
and critical eye and should not restrict to
conventional approach to problem solving.

4
6. Leadership –
Should be assertive, firm and open minded;
should be able to provide supportive and
functional leadership, must have confidence
and sense of responsibility; should earn
respect by his action and dealings.

5
7. Analytical Ability –
The ability to separate or divide the data of a
situation or problem and to understand the
inter-relationship of its components.
Name: Date :

5
8. Development of Subordinates/Colleagues-
Should be able to identify the strengths and
weaknesses and develop them by providing
additional responsibilities / knowledge,
encouraging creative approaches, offering
training opportunities, Giving guidance /
feedback and thorough counseling (including
performance counseling).

4
9. Initiative –
A person with an inner desire to excel. Does
not lean on others or wait for orders.

5
10. Sense of Responsibility –
Must have moral accountability for his
actions. Should keep up to his commitment
and be reliable.

Total Points =
Overall Ratings:
50 Points – Far Exceeds Expectations
40 – 49 Points – Exceeds Expectations
30 – 39 Points – Fully Meets Expectations
20 – 29 Points – Below Expectations
10 – 19 points – Does Not meet Expectations
Training Needs identified with Priority: - Functional / Technical / Individual Developmental

1. Cross functional knowledge regarding the PP cycles to help from EWM end (B)

2. Cross functional knowledge regarding the SD cycles (B)

3.

4.

Priority Rating for Training Needs:

A : Critical areas and must require to do Job effectively, will have effect on the Business
B : Important but not Critical areas, does not required immediate attention
General Comments / Observation if any,
Name: Date :

Section – II

ANALYSIS OF FACTORS HAVING IMPACT ON PERFORMANCE :

To be filed by the Appraisee To be filled by the Appraiser

1) Constraints for performance, if any

There are constaints regarding the SALT team, in

which some projects are completely handled by them.
We as a team are trying to get knowledge on them
By arranging meetings, but the availability of the
counterpart is an issue, we are working on that

2) What personal strengths have

contributed to your achievements?

Problem solving skills, good knowledge of process-

es which are in SAP EWM.
Good communication with the counterparts regarding the
issues raised and the solutioning.
Understanding the issues and delivers the solution
Independenty in most cases.
Accepts the responsibility in any mishaps.

3) What have been your weaknesses

and how do you propose to improve?

Weakness is there with the part of SALT team, in

which there is little communication gap. I am working
on that part but due to lack of availability of the
counterpart the meetings are not happening. I will
make sure the availability and plan it.

4) Mention additional inputs, if any, required

for improved performance and development:
Name: Date :

____________________ ____________________
Signature the Appraisee Signature the Appraiser

Date - Date –
Section – III

POTENTIAL APPRAISAL and RECOMMENDATION (To be filled by Appraiser only)

CONFIDENTAL
(Not to be shared with the Appraisee)

PERFORMANCE APPRAISAL FOR THE YEAR ENDING 31st DECEMBER, 2023

Name : Swapnil Ramesh Hamand Designation : Associate Consultant

Whether the Appraisee has potential to take –

a) Additional responsibility

b) Higher responsibility :
If so, in how many years?

c) If job rotation is made mandatory, which departments you would like recommend
(in order of preference) and why?

1________________________ 2____________________________ 3_______________________

d) Recommendation :
Name: Date :

_____________________ ________________________________
Signature of the Appraiser Signature of the HR Head with Remarks
Date : Date :

_____________________________
Signature of the MD with Remarks
Date :