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Performance Evaluation System (Team Appraisals)

E-Appraisal Note to read before Complete
(1) Section A- Performance goals
Goal Setting has to set at the beginning of the year and monitor and evaluate at end of the year. Eg: Professional Goal to pass the ACCA Exam and we will evaluate if the manager has passed the exam.
(2) Appraiser - Marking system
You may notice that an appraisee may be appraised by 2 persons, eg: Mr A - manager appraised by Partner and Director, but there is only one column (Appraiser Level) to be ticked. The procedure is that Director will appraise the manager first and Partner does the second appraisal and will override Director's, if Partner does not agree to the Director's marking. And if the marking gap between Director and Partner is too big, there is necessary for the Partner and Director to discuss about the marking.
(3) Special Functional Competencies
In the event that the special function that you perform is not within the table set (eg, in charge of firm event, training / Seminar / webinar development etc), please fill in the blank tables set.
(4) Summary Assessment on the Team Members
Together with the (a) KPIs appraisal such as recovery, non-chargeable hours, portfolio fee by individual and by team, debtors Aging, fee increment, new client fee and timesheet submission on time and etc (Quantitative), this (b) summary of assessment (Qualitative) will be the total Appraisal for the candidate.
(5) Approval of Appraisal
Please bear in mind that no amendments can be made subsequent to the appraisal has been submitted approval. And kindly ensure that all scores are being filled up before approval.
(6) Reject of Appraisal
If the 1st appraiser rejects, it goes back to the appraisee. If the 2nd appraiser rejects, it goes back to the 1st appraiser. At final approval, rejection is not permitted.
(7) Fill in / Edit
Only fields highlighted with a red underline or border are available for input or editing.
EXECUTIVE LEVELS (Manager to Director)
Appraisee Particulars
PES ?

ScoreCard

Grade Performance Points
A Excellence 91 - 100
B Good 81 - 90
C Above Expectation 71 - 80
D Meet Expectation 61 - 70
E Below Expection ≤ 60
Staff Name
ID No.
Branch Division
Joined Date Current Position
Last Promotion Date Last Promotion Position
The number of years of relevant experience prior to joining the time ：
Professional Experiences : Years, Please specific the expertise areas (e.g. Audit) : Commercial Experiences : Years
Most Recent Professional Qualification (e.g. ACCA) : , Completed (Yes/No) : , if No, how many papers do you have remaining to complete your professional qualification : .
Most higher level education Completed (Year) :
Appraisal Period From : To
1st Appraiser Name :
name
Position :
position
Appraisal Date :
dd-mm-YYYY
2nd Appraiser Name :
name
Position :
position
Appraisal Date :
dd-mm-YYYY
HR-9.1
SECTION A - PERFORMANCE GOALS
Professional Goals (Max 5 Goals)
Interim Review:(Comments)
Personal Development Goals (could include goals set for social/sporting events related to the firm)
Interim Review:(Comments)
Assessment Scores Guidance on Assessment of Goals
9-10
- All goals set are successfully achieved according to criteria set. All reports/supporting documentation are completed.
7-8
- Most goals are achieved and/or goals achieved meet most of the criteria set
5-6
- Some of goals are achieved and/or goals achieved meet some of the criteria set
3-4
- Most goals are not achieved or mostly do not meet criteria set
1-2
- Almost all goals are not achieved
Score / 10
SECTION B - CORE COMPETENCIES
Please tick only one level of performance for each critical factor.
CORE COMPETENCIES - EXECUTIVES
Areas/Factors Description of Levels Appraisee Level Appraiser Level
Critical Area:

INTERPERSONAL

Critical Factor:
MANAGING CLIENT RELATIONSHIP
Is not clear about client's/people's expectations and own role in the department
Knows client's/people's expectations and understands how our work contributes to that expectation
Is familiar with steps involved in analyzing client's/people's needs
Identifies client's/people's perception of values
Interprets accurately clients'/people's perception of values
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

INTERPERSONAL

Critical Factor:
MANAGING OWN
PEOPLE /
SUBORDINATES
Aware of most of own tasks but is unaware how these form part of the total departmental achievement
Knows own role and role of team members
Is aware of factors which influence role accomplishment and team performance
Knows how to improve team performance by channeling and aligning individual efforts into achieving team goals
Able to balance the need for individual development and achieving team goals
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

INTERPERSONAL

Critical Factor:
DIVERSITY
AWARENESS
Has little ability in getting on well with clients and colleagues
Treats clients and colleagues respectfully
Knows own strengths and weaknesses and encourages team members to learn from each other
Able to manage conflict and bring out the best in an individual and the team
Acts as a role model and uses diversity for benefit of department and client
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

INTERPERSONAL

Critical Factor:
INTERVIEW & MEETING
SKILLS
Unable to make reasonable contribution about assignment at meetings/discussions
Ensures that work required for assignment is clearly understood
Is an active listener and asks open-ended questions and is able to express ideas clearly
Meets all levels of clients/people on aspects of work/engagement and arranges meeting, participants agenda
Accepts full responsibility for outcome of meetings and is able to conduct effective interview (including recruitment interview)
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

INTERPERSONAL

Critical Factor:
NEGOTIATION
Often allows personal priorities and feelings to override issues
Identifies issues and is able to resolve them on a one-to-one basis
Contributes as a member of the team in resolution of complex issues
Advises less experienced staff on effective negotiation
Being a role model for staff in achieving effective outcome and resolution of problems
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

SELF-MANAGEMENT

Critical Factor:
TIME
Finds difficulty in handling single assignments
Manages time to deliver work as assigned
Manages a work plan and meets deadlines
Manages multiple assignments and optimizes delegation
Able to control situation and take corrective action to meet expectations
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

SELF-MANAGEMENT

Critical Factor:
CAREER DEVELOPMENT
Has very little idea on how to develop own career
Aware of the knowledge, skills and abilities ( KSA ) for career development
Has developed a career plan that matches needs of the firm
Has a high sense of commitment to achieving the Firm's goals
Practices continuous learning and establishes targets for achievement for each year
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

LEADERSHIP

Critical Factor:
PROBLEM SOLVING &
DECISION MAKING
Is often confused over issues and emotions colour analysis
Able to identify- and analyze problems carefully
Provides valuable input in problem solving and decision making process
Provides clear and concise recommendations to team on solutions to client's /internal problems
Anticipates problems and develops creative approaches in dealing with complex matters
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

LEADERSHIP

Critical Factor:
DELEGATION
Unable to map out a course of action and wants to do things by himself
Has clear understanding of work and priorities assigned
Assigns tasks and allocates resources fairly
Able to control work delegated to achieve goals set
Able to motivate and develop others through effective delegation
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

LEADERSHIP

Critical Factor:
COACHING & MENTORTNG
Is not interested in helping colleagues
Takes responsibility for self-development ( including discussing personal performance with senior staff)
Identifies and provides guidance for less experienced staff
Encourages others to think for themselves and deals constructively with individual's short falls and provides honest feedback
Regarded as excellent people developer and role model and solicits feedback on own performance
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

LEADERSHIP

Critical Factor:
HR MATTERS & POLICIES
Has very little idea what HR is all about
Knows how to access HR information
Can apply HR policies in management of staff
Provides guidance on HR matters to less experienced staff
Exemplifies and promotes firm's best HR practices
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

KNOWLEDGE

Critical Factor:
QUALITY
Produces work which is below the standard expected
Has an awareness and understanding of the basic concepts and principles of Firm's quality management
Able to identify problems and opportunities relating to quality within performance areas and able to participate in quality issues
Able to lead internal Quality Assurance Review teams and recognize deficiencies and recommend process/system improvements
Has thorough knowledge of firm's quality standards and procedures and promotes specific process/system improvement
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

KNOWLEDGE

Critical Factor:
RISK MANAGEMENT
Has a very casual attitude on completeness of own work
Performs in a manner which will minimize firm's exposure to risk
Consistently applies risk management policies and procedures
Able to coach less experienced staff on firm's risk management policies and procedures
Manages oversight of risk for the Firm
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

KNOWLEDGE

Critical Factor:
FIRM SERVICES
Is not able to explain what are the other services of the Firm
Knows the range of services offered by the Firm
Identifies opportunities to extend existing client services
Demonstrates ability and helps others to do cross-selling and to network expertise to clients
Demonstrates commitment to develop a breadth of skills in client service teams and is able to position firm
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

KNOWLEDGE

Critical Factor:
KNOWLEDGE GATHERING & SHARING
Basically unwilling to learn and seldom reads
Effectively uses existing knowledge base to gather information and solve problems
Actively finds ways to bring knowledge and best practices from other areas/ markets into area of practice. Able to share knowledge
Participates actively in generating good ideas and recognized by colleagues as being aware of latest development
A leader in idea generation/sharing and has ability to think through and "outside the box". Regarded by others as a knowledge source
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

TECHNICAL SKILLS

Critical Factor:
RESEARCH SKILLS, GATHERING AND SHARING
Aware of changes in the current law practice for tax / GST/ FRS/ IA etc.
Has and uses the required functional and technical knowledge and skills necessary to do his or her job
Demonstrates an active interest in enhancing current skills and learning new ones; applies advanced functional or technical knowledge to do his or her job
Has the capability and knowledge base to share technical skills with others
Provides opportunities for others to learn technical skills and concepts
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Critical Area:

COMPLIANCE

FIRM'S POLICIES
Has very little knowledge about the Firm’s Policies
Understands the Firm's policies and know how/where to access firm procedure policy
Consistently comply the Firm’s policies and procedures
Provide guidance on Firm’s policies to less experienced staff
Able to suggest a good idea to Management in order to improve company policy
1
1.5
2
2.5
3
3.5
4
4.5
5
1
1.5
2
2.5
3
3.5
4
4.5
5
Total
Score
SECTION C - SPECIAL FUNCTIONAL COMPETENCIES
SPECIAL FUNCTIONAL COMPETENCIES
(Perform a specific function to company eg: Sport club chairman)
Areas/Factors Description of Level Level
Critical Area:
Score
SPECIAL FUNCTIONAL COMPETENCIES
(Perform a specific function to company eg: Sport club committee, charter committee, training head, digital transformation, firm policy initiation)
Areas/Factors Description of Levels Appraiser Level
Digital Transformation and Firm Policy: Development & Implementation Initiate the idea, involved in the planning and development of the system/policy, delegate the work and monitor the progress of the project (project leader) and successfully implemented 8
Assist in expanding the idea during the planning stage, work with developer/team member during development process and assist in setting up or update the procedure, where required. 6
Monitoring the whole Firm to ensure full implementation of the new system/policy. 4
Actively provide value-added feedback after testing the system/policy.
Guide own team to implement the new system/policy		 2
Training / Seminar / webinar development Takes initiative to negotiate with Bank, Association and etc to organise seminar/webinar and to do follow-up sales after the training or webinar/seminar, approach non-exisiting client. 8
Set the training objective, approve the training program, ensure the training programme align with Firm goals (e.g: sales, professional staff development), prepare budget for all programs. 6
Design and schedule training programs/modules, select trainer or speakers, monitor staff progress and feedback from the participants 4
Conduct workshops, online or physical training.
Prepare training materials, create brochure and promote webinars		 2
Departmental Charter Identify, assess, and manage the risk areas arising from the current operations and procedures of the Department; 8
Develop/modify SOPs and standard documents and ensure uniformity across all branches and to ensure all SOPS and standard documents are implemented by all branches 6
To conduct a peer review of other branches based on Firm policy 4
Prepare tax / audit / any other related articles and posted to the Firm's social media.
Update and to circularise technical updates of latest tax / FRS/ others authorities developments and legislations to all branches		 2
Other 8
6
4
2
Other 8
6
4
2
SECTION D - ASSESSMENT OF BEHAVIOUR ON VALUES
10 VALUES OF THE STRATEGIC PLAN Always Very frequently Minimum Expectation Occasionally Seldom
5 4 3 2 1
1 Visible Leadership
Sets a visible example of driving and participating in the Strategic Plan
2 Commitment to Our Vision
Fully aware of implications of our vision and deeply committed to achieve our future state in all dealings with clients and staff
3 Integrity
Delivers services to clients with objectivity and independence, interactions with clients and staff is honest at all times
4 Proactive Approach
Is responsive and does not wait for things to happen, constantly monitors work / assignments and deals with anticipated problems
5 Teamwork and Trust
Develops trust among ourselves and works in teams in the best interest of our clients and Firm
6 Caring
Demonstrates concern and compassion for others
7 Openness
Is honest and open in communication and dealings with others, embraces change as a way of life
8 Mutual Respect
Demonstrates mutual respect with our staff and clients
9 Self Confidence
Portrays self confidence through having a positive mindset and attaining high levels of expertise
10 Knowledge Sharing
Learns continuously and shares best practices and knowledge within the Firm and with clients
Score
SUMMARY ASSESSMENT ON TEAM MEMBERS
Full Score Score Weighted Points
A PERFORMANCE GOALS 10
B CORE COMPETENCIES 85
C SPECIAL FUNCTIONAL COMPETENCIES 40
D ASSESSMENT OF BEHAVIOUR ON VALUES 50
E SUBJECTIVE ASSESSMENT ON TEAM MEMBER 20
SUB-TOTAL ( Maximum Points 20 )
PENALTIES
TOTAL
TEAM MEMBER FEEDBACK
1. Team member rewards
2. Works and technical knowledge
3. Colleagues
4. Expectation from firm
5. Others
28-12-2025
Signature Date
COMPANY PERFORMANCE
No. Division Jobs Individual Time Cost And Recovery Total Budget Cost Total Actual Cost Total Fee Actual Recovery Budget Recovery
Actual Hours Actual Cost Budget Hours Budget Cost Fee Shared Recovery
Summary
Total 0 Jobs as Leader 0 0.00 0 0.00 0.00 0.00 % 0.00 0.00 0.00 0.00 % 0.00 %
Total 0 Jobs as Assistant 0 0.00 0 0.00 0.00 0.00 % 0.00 0.00 0.00 0.00 % 0.00 %
Total 0 0.00 0 0.00 0.00 0.00 % 0.00 0.00 0.00 0.00 % 0.00 %