Employee Name Employee ID Position title Position level Division Department Division Output Activities Target Values Target achieved specified by individual Employee Remark Final Rating by supervisor (Excellent=3) (Good=2) (Need Improvement=1) Annual HR plans formulate Conduct HR requirements Assessment July 2015 August 2015 September 2015 October 2015 Rainfall 1 Develop human resource development strategy July 2015 August 2015 September 2015 August 2015 2 Develop human resource deployment strategy July 2015 August 2015 September 2015 June 2015 3 IWP Score (Total / No. of activities) 6/3= 2 Evaluating Core Competencies The rating of IWP will be an average of the total rating received on individual work plan. This will form only 70% of the total evaluation. The next 30% will be generated from the evaluation of core competencies, which will be done as follows. The ratings of the core competencies will be based on the target that has been agreed between the supervisor and supervisee. For e.g. Core Competency Definition Supervisor to explain the behavior displayed by individual Final Score by Supervisor Outstanding Good Need Improvement Teamwork: Puts agency’s success ahead of department or division’s success. Help and support others to solve customer problems and accomplishes Help direct team members but do not cooperate with other teams or Mr. X helped other customers but needs to improve in PR 2.5
3.Dzongkhags Employees Internal Audit Services, Kidu services, Environment services category Staff function/HR Services, IT Services, Finance and Admin. Services Rank them according to dzongkhag’s performance to different performer category Dzongrab Sectors/Health Sector, Education Sector, RNR Livestock & Forests, Census, Culture, land record etc Rank them according to dzongkhag’s performance to different performer category Sector Head: Note: A sector should have at least three staffs to be ranked by sector head including himself/herself. If the sector has less than 3 staffs, Dzongdag will represent them. However, the sector head shall provide written feedback on his/her staff to Dzongdag. DunkhgagStaff Administrative Staff, including GAO and Gewog Accountants Rank them according to dzongkhag’s performance to different performer category Drungpa: Note: Drungpa shall receive written feedback from Gup, HR and Planning Services on GAO’s Performance. Drungpa shall receive written feedback from Dzongkhag Accounts Officer on Gewog’sAccountant’s performance. Sector/Education, Agriculture, Rank them according to dzongkhag’s Sector Head and Drunpa:
Health and RNR- Livestock & Forest performance to different performer category IWPs will be evaluated by sector head but force ranking will be done by Sector head inconsultation with drungpa Gewog Staff GAO, Gewog Accountants Rank them according to dzongkhag’s performance to different performer category Dzongrab: Note:Dzongrab shall receive written feedback from Gup, HR and Planning on GAO’s performance Sector/Education, Health and RNR- Agriculture, Livestock & Forest Rank them according to dzongkhag’s performance to different performer category Sector Head: Note: Sector heads to get written feedback on individuals from Gup for the purpose of ranking. 4.Authority, 5.National Centre, 6.National Institute, 7.Thromde& 8.Others Head of Authority/National Centre/National Institute/Thromde/ Director/Director General/Specialist/Executive Secretary Agency’s performance NA Head of Division/Chief Ratio between Agency’s score and Division’s score (70:30) NA Employees Secretariat Services/Staff Function Rank them according to Agency’s performance to different performer category Head of Secretariat Services Secretariat Services/Staff Function Rank them according to Division’s performance to different performer category Chief of Divisions
Performance linked HR Actions Position Level Profile HR Actions Outstanding Good Need Improvement Rankers EX/ES 3- EX/ES 1 Head of Agency, Head of Dzongdag 1. Nominate for the Civil Servants Award for Excellent Service - 8 years(Bronze), 12 years (Silver), 15 years(Gold) of consecutive performance 2. Recognition with Certificate by the RCSC for outstanding performance of 4 consecutive year 3. Consider/recommend for next level promotion. Other conditions as per Promotion rules apply 1. Targeted Leadership Trainings 1. Will be on Waiting list. (Clauses from BCSR on waiting list apply). P1 Chief of Division, Dzongrab, Dungpa, Sector Heads 1. Nominate for the Civil Servants Award for Excellent Service for Bronze - if 6 years of consecutive performance 2. Recognition with Certificate by the RCSC for outstanding performance of 4 consecutive year 3. Award full mark for PE rating during open competitions 4. Assign as mentor/guide in the Agency to co-work with the NI category 1. Award 50% marks for PE rating during open competitions 2. Provide Targeted Leadership Trainings 1. Not Eligible for executive Positions for next 2 years 2. Refer him/ her to relevant authority 3. Targeted capacity development program (in-country) Others Offtgs Chief of Divisions, 1. Meritorious promotion based on recommendation from the MHRC with 3 years of consecutive performance. Other conditions apply. 1. Award 50% marks for PE rating during open competition 2. Targeted 1. Not Eligible for promotion if the recent performace is NI. However, if candidate has 3 good and above performance rating in the past 4 years, he/she shall be eligible for next promotion.
Sector Heads 2. Nominate for the Civil Servants Award for Excellent Service for Bronze - if 6 years of consecutive performance 2. Recognition with Certificate by the RCSC for outstanding performance of 4 consecutive year 3. Award full mark for PE rating during open competitions Leadership Trainings 2. Debar from participating in any open competition for next one year. 3. Not allow to head the agency/sector. 4. Provide in-country targeted capacity development program. 5. Refer him/her to relevant authority Specialist ES3 - ES1 (Non rankers who are in pooled employee for forced ranking) 1. Nominate for the Civil Servants Award for Excellent Service - if 8 years(Bronze), 12 years (Silver), 15 years(Gold) of consecutive performance 2. Recognition with Certificate by the RCSC for outstanding performance of 4 consecutive year 3. Consider/recommend for next level promotion. Other conditions as per Promotion rules apply 1. Targeted specialized Trainings 1. Will be on Waiting list. (Clauses from BCSR on waiting list apply). 2. Refer him/ her to relevant authority Forced Ranked Pooled Employees (S5 - P1) P1 specialist position not heading division, Others 1. Meritorious Promotion if 3 years of outstanding performance. 2. Nominate for the Civil Servants Award for Excellent Service (Bronze) if 6 years of consecutive performance 3. Award full mark for PE rating during open competitions 4. Recognition with Certificate 1. Award 75% marks for PE rating during open competitions 2. Normal Promotion if 4 years of consecutive performance** 1. Not Eligible for promotion if the recent performace is NI. However, if candidate has 3 good and above performance rating in the past 4 years, he/she shall be eligible for next promotion. 2. Debar from participating in any open competition for next one year. 5. Provide basic capability development opportunities for improvement in performance, 6. Prohibit to avail any long term training study leave upto six months in the succeeding year ,
Annexures Annexure 1: Core Competencies Sample: Core Competencies and Definition Indicators of Effective Behaviour Indicators of Satisfactory Behaviour Indicators of Ineffective Behaviour 1. Teamwork: Puts agency’s success ahead of department or business unit success. Help and support others to solve customer problems and accomplishes agency’s goals. Help direct team members but do not cooperate with other teams or departments. Put team's success ahead of personal success. Willingly accept accountability for team success. Work only to serve and meet personal goals Help to keep team performance and morale high even during periods of intense pressure or heavy workload. Give credit and recognition to others who have contributed to the team. Criticize or disregard other team members' opinions, strengths or contributions. Work to resolve conflict among team members by showing respect for others' opinions and working toward mutually agreeable solutions. Communicate openly and respectfully when addressing problems with other team members. Blame others for mistakes and/or setbacks that negatively affect team results. Coach less experienced team members and motivate others to achieve common goals. Share information and expertise with others to help them achieve team goals. Do not share information or expertise with others when needed. 2. Service Delivery/orientation Maintain helpful and courteous manner, even when faced with hostility from customers and/or other stressful conditions. Treat all customers with dignity, respect and a welcoming attitude. Respond to customers defensively or in an unfriendly or uncaring way. Regularly update understanding of customers' needs and quickly adapt solutions, as needed, to changing Work to gain a clear understanding of the problems and situations faced by customers. Fail to consider effect of personal actions on customers
customer demands. Anticipate customers' needs and respond appropriately before the situation requires action. Listen for and respond to customer requests or problems in a timely manner. "Pass the buck" to others or is not accessible to respond to customers' needs. Take extraordinary actions to meet customers' needs when required. Follow through on commitments to customers despite time pressures or obstacles. Fail to follow through on commitments to customers Regularly exceed established customer service standards. Meet established customer standards most of the time. Do not meet established customer standards. 3. Cost Efficiency: Achieves all targets set within the allocated resources without compromising on the quality Achieves results within set budget but with some compromise on quality Do not meet results within allocated resources Delivers more than the set target within same allocated resources Delivers as per the targets set and budget allocated Do not deliver as per the set targets and budget allocated Handles and uses office resources optimally Handles and uses office resources carefully Handles and uses office resources carelessly Minimizes waste of his Agency and nation’s resources Make efforts to minimizes waste of his Agency and nation’s resources Wastes his Agency and nation’s resources 4. Ethics and integrity Always loyal and faithful to the Conscientious at all times Breach the norms and values of the society. Upholds both explicit and implicit terms and understandings he has with the Royal Government, public, family, agency, superiors, peers, subordinates and clients Fulfill his duties and responsibilities reliably Dispute the Royal Government, Agencies, superiors, peers and subordinates
Demonstrates exemplary behavior and actions at all times Act in a way that is ethical and that deserves and retains confidence of all those with whom he deals; Speak and act in a way that is not in conformity to the civil service values of integrity, professionalism, honesty, impartiality, accountability, loyalty, and leadership. Deal with the public and their affairs fairly, efficiently, promptly, effectively and sensitively Intend all his thoughts and actions at benefiting the system, society and country; Harbour personal propaganda while discharging official duty; Maintain and at all times Displays self-discipline and self-respect when necessary Intentionally delay a service or ignore a client 5. Above and beyond the call of duty (Additional task): Excellent service delivered in addition to normal assigned responsibility Shows initiatives to participants in services/assignment beyond normal assigned responsibility Do not participate n any extra assignments Ready and willing to take additional responsibility by one’s own initiatives Performs additional responsibility when assigned Do not perform/participate when additional responsibilities are assigned Involves in different learning activities Shows willingness to learn and take additional learning Complain about his job, and remain apathetic and unproductive Volunteers to serve the nation in times of need Willingness to volunteer to serve the nation in times of need Do not volunteer to serve the nation in times of need
availability for the new FY Coordinate & prepare AWPs with clear targets & indicators, & update the PlaMS Coordinate, discuss & synergize objectives, actions, indicators & targets& finalize APA Implementation of AWP/ APAs monitored and evaluated Collect & review reports/data on the delivery of targets & fund utilization Hold meetings, resolve issues hampering AWPs/APAs delivery Update progress in the PLaMS& maintain APA appraisal reports
Employee Name Employee ID Position title: Internal Auditor Position level Division Department Division Output Activities Target Values (Excellent) (Good) (Need Improvement) Annual internal Audit plan formulated Assess Organization Annual AWP/APA and identify target areas January 30 Feb 28/29 March 30 Undertake consultative Meeting Feb 30 March 30 Later than March 30 Draft and seek endorsement of Annual Audit Work Plan May 30 June 30 July 30 Annual internal Audit plan implemented Undertake Internal Audit as per the Annual Audit Plan 90-100% 80-90% Less than 80% Conduct system wide Risk assessment and awareness 2 1 0 Report on the Audit Follow-up Action with necessary notes submitted to the Senior of Agency Review and prepare report on Follow-up action by the concerned divisions/individuals 2 1 0 4. Procurement Officer
Employee Name Employee ID Position title Position level Division Department Division Output Activities Target Values (Excellent=3) (Good=2) (Need Improvement=1) Quality goods and services procured Annual procurement plan prepared 1st mth of financial yr 2nd Month beyond Market assessment and Bidding documents prepares Procurement of goods and services in Compliance to procurement rules & regulations Materials/properties effectively Managed Economized and adequate supply of materials ensured Proper inventory management and record maintained 5.Finance/Accounts Officer Employee Name Employee ID Position title: Accounts/Finance Officer Position level Division Department Division Output Activities Target Values (Excellent=3) (Good=2) (Need Improvement=1) Annual Budget Prepared and Submitted as per Agency AWP/APA Coordinate the preparation of budget proposal as per budget call notification February 28 March 31 Later Prepare budget proposal for the
Admin support services provided efficiently and effectively Provide office amenities when required by employees [based on agency’s TAT/SOPs Two days 1 week More than 1 week Maintain Office working environment conducive Office infrastructure and property maintained and managed Conduct Customer survey Annually July August Later