Zamil Group has established and implements a results-based performance management system called the PEDP (Performance Evaluation and Development Planning). The system ensures Setting and communicating the Company’s expectations to employees regarding their individual job performance. Focusing employee performance on key result areas or areas of on-going accountabilities that add value to the business. Providing timely performance feedback to employees and, as necessary, correcting or improving employee performance.Performance Appraisal
The performance appraisal covers the entire calendar year. Performance appraisal discussions are conducted to:
We recognize the value of enhanced employee motivation and commitment. Hence, the extent to which job performance meets or exceeds performance expectations are linked to Management decisions pertaining to merit increases, variable compensation and employee movements.Job Performance and development
Training needs identification and development planning are integral elements of the performance management process among companies of the Zamil Group.
Appraisal meetings conducted at least once annually are expected to yield specific courses of action that the employee agrees to take during the next appraisal period in order to improve his current level of job performance. Likewise, required competencies are assessed, competency gaps (if any) are identified and a development priority is set.
Based on individual development priorities, recommended training programs and other developmental options are documented through an Individual Development Plan (IDP). This becomes the template for individual employee development both in the immediate and long terms.
The Group recognizes that sustaining a results-driven performance culture requires the involvement of employees at all levels. All Zamil Group managers and supervisors are held accountable for setting and communicating performance expectations that are aligned with company objectives.Setting of Performance Indicators
At the beginning of the appraisal period, managers and employees discuss the Key Results Areas (KRAs) as defined from the employees’ Job Description, and establish Key Performance Indicators (KPIs), or the performance criteria for each KRA. From this process, targets and expected behavior are defined. At each stage of the process, the manager is expected to document his observations and periodically discuss employee performance against the KPIs. In turn, every employee is held responsible for communicating with his manager so that performance management becomes a dynamic process.