Employee Performance Appraisal of Otobi Limited

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Employee Performance Appraisal of Otobi Limited

1.1 Background of the Report:

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs an organization have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring personnel and management practices conform to various regulations of the organization. Activities also include managing the approach to employee benefits and compensation, employee records and personnel policies. These policies are often in the form of employee manuals, which all employees have.

The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the “HR Department” as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.

1.2 Objectives of the Study:

Broad objective of this report is to performance Appraisal of employees which is a manufacturing organization Like Otobi Ltd.

1. To know about Otobi Ltd, Company.

2. To analyze the existing performance Appraisal of Otobi Ltd.

3. To evaluate the performance Appraisal of Otobi Limited.

4. To identify the problems in performance Appraisal in Otobi Limited, analyze it and obtaining its solutions.

5. To give some suggestions of overcomes from the Problems.

1.3 Scope of the Study:

The study is limited to review of specification, literature and data that were available pertaining to performance management practices as well as implementation & maintenance processes of Furniture manufacture Company. This report on performance management system of a manufacturing organization aims at studying the performance management views of the concerned organization on the employees, customers, distributors/retailers, competitors and in a sense on the regional leading national companies. The management of huge development activities refers to a comprehensive plan and implementation stating how the organization would achieve its mission and objectives delivering the organization image and utmost performance management through it. The Otobi Limited’s vision is to become a major global brand and its current mission is to dominate Asia-Pacific by 2020.Objectives are the end results of planned activities. This scenario sets the scope of the internship report that led to study the followings of Otobi Limited.

· <href=”#anchor1972621>Establishing Performance Goals

· <href=”#anchor1973781>Performance Plans

· <href=”#anchor1974022>Observation and Feedback

· <href=”#anchor1974259>Evaluating Performance

· <href=”#anchor1974638>Rewarding Performance

· <href=”#anchor1975677>Recognizing Performance Problems (“Performance Gaps”)

· <href=”#anchor1976062>Performance Improvement / Development Plans

· <href=”#anchor1224513>Firing Employees

Also the study has the scope of determining the strengths, weaknesses, opportunities and threats of Otobi Limited as well as the action plans taken.

1.4 Methodology of the study:

To prepare the report, data and information are collected from two major sources;

1.4.1 Primary source and information:

The primary source and information relating to this report was collected through informal discussions. Strategic Human Department was also organized with different department to get the information relating to performance management of employees and department wise.

1.4.2 Secondary source and information:

The Secondary information is collected from HR Department. Human Resource Management Policy, contract documents, annual report, monthly report, weekly report, daily report, Web-site and from different meeting minutes about Otobi Limited.

2. Profiles of Otobi Limited.

2.1 Historical Background of Otobi Limited.

OTOBI Limited is world class furniture manufacturing company and established in 1975. OTOBI at first brought a revolutionary change in the furniture world in our country. In this field it is the pioneer in Bangladesh. Till now OTOBI is the industry leader in all kind of furniture and decorative items. With the touch of OTOBI furniture gets a new look, a nice combination of artistic view and superb structural model. Late Nitun kundu was the founder chairman of OTOBI Limited and now his son Mr. Animesh Kundu is the key person of OTOBI Limited.

In 1975 Late Nitun Kundu founded a small workshop, OTOBI Limited, which started to supply steel furniture in a small scale. In the same year he designed the National File Award. OTOBI started to grow gradually with dedication and whole-hearted efforts of its people. Today OTOBI is fully equipped with latest machines and technologies. Near about 2051 workers and employees are engaged in OTOBI including about forty architects and designers

The consumers of Bangladesh traditionally use wooden furniture. But forest resources being extremely limited, Late Nitun Kundu anticipated the market for Metal furniture. With the view of marketing his products in 1978 he opened a showroom at 230 New Elephant Road, Dhaka and gradually stared marketing all kinds of metal furniture.

Now 33 years after the artist turned entrepreneur has more than 1500 items on his product line with an annual sale figure of around Tk.120.00 crore with 35 percent growth rate. Now OTOBI Limited also doing Interior Decoration business.

In 1984 of gaining sufficient experience and confidence he stared commercial production under the Brand name OTOBI. A great deal of emphases was given to meet the need for customers and OTOBI products started gaining popularity. As a result OTOBI gain many awards in several times.

2.2 Organization’s Vision, Mission and Objectives

2.2.1 Otobi’s Vision

OTOBI will be Globalization within 2020

2.2.2 Otobi’s Mission

OTOBI sell all kind of World Class Furniture

2.2.3 Otobi’s Objectives

Size- alone- that is being the largest by some quantitative measure does not define leadership. OTOBI aspire to be a larger company only to the extent the size and scale contribute to achieving more important measures of preeminence.

First and above all, the leading company must be an outstanding financial performer for its stockholders. OTOBI try to produce dependable and consistent financial returns, which rank high in absolute terms as well as relative to our peer competitors.

Secondly, OTOBI want to establish product position must be very high quality, compete in significant product-market segments, and command exceptionally strong market shares.

Thirdly OTOBI’s People and processes must be of the highest caliber and appropriate to the times.

And fourth, OTOBI must be recognized corporation with an especially high sense of responsibility to our employees and public constituencies i.e. their stakeholders.

2.2.4 Company Strategy

Invest to accelerate internal growth. Direct and focus investment spending in strategic opportunities to build share and to accelerate unit volume growth in key product positioning.

Develop the lowest cost position in strategic product categories. Emphasize and measure operating efficiencies and cost structures in all areas of the company to reduce coast consistently and to increases return in sales without sacrificing quality.

OTOBI Limited has the mission to have an effective participation in economic and social development and activities. Actually, to attain its goal,

2.2.5 Business Objectives

1. Participating to solve Unemployment Problems.

2. Business diversification.

3. Motivating customer to buy quality products.

4. Increasing profit to have greater business strength.

5. Considering each and every unit of company as a family.

6. Maintain open effective communication system under participation condition.

2.2.6 Marketing Objectives

1. Increasing sales to increase the market share perhaps globally.

2. Providing maximum services and after sales services to the customer.

3. Keeping up to date information on competitor’s activities.

4. Reducing the expenses.

5. Cultivating new customer.

6. Identifying and motivating competitor’s permanent customer for brand switching to wooden furniture.

With above set of predetermined objectives, the company is continuously striving and monitoring the actual performance to avoid any deviation. OTOBI believes in quality and view that Bangladeshi companies should strive to manufacture quality products.

2.3 Companies Major Function

OTOBI Limited is a world class furniture manufacturing Company. The main function of this company is producing all kinds of furniture for trading in Bangladesh. Such as wooden, metal, laminated board and plastic furniture.

2.3.1 Description of its business


OTOBI Limited sells its products in all over the Bangladesh. The overall intensity of market competition is favorable for OTOBI. OTOBI satisfied the all level of customers such as upper level, mid lever and lower level. At present we cover 25% – 30% of total market and many potential segments are uncultivated. This is our market opportunity to satisfy them. OTOBI Limited to export its products in India, Mayanmer, Nepal and ongoing process in Malaysia, Singapore.


OTOBI Limited is an ISO certified Company. This company follows the quality policy very strictly in every step of their production by quality assurance department. More than 40 Engineers & 1577 skilled workers are working for top quality products. The workers of OTOBI Limited are fully satisfied. OTOBI Limited also is a Moody International certified company.


OTOBI Limited has been designed and developed keeping all the compliance issues in mind. Compliance issues are very closely checked, monitored and followed by the management. It has various facilities such as separate dining for the employees, well decorated working place, fire alarm system, fire extinguisher, emergency medical aid facility etc. OTOBI Limited has two factories and 1577 worker are working there. They are maintaining a Trade Union.


The performance of the company is excellent. It is a well established company and its sales are moving upward randomly as year passing.

2.4 Management of Otobi Limited

The strength of an organization depends on the strength of its management team. Otobi Limited is proud to have a team of highly motivated, well-educated, and experienced executives who have been contributing substantially to the continued progress of the organization. The management is supported and assisted by well motivated, high skilled, experienced officers and managers dividing different divisions and departments to carry out regular activities to reach its goal.

2.5 The Strategies, the People, the Technology

2.5.1 The Strategies

While pursuing the Mission and being guided by its values, Otobi Limited follows the following approaches gathered and tested from its development practices in Company. Together with the Vision, Mission and Values, the approaches constitute of Otobi Limited, determine its analysis of the development context and help devise its Goals, Objectives, Outputs and Strategies:

Participation, Empowerment and Reflect

Otobi Limited firmly believes that people’s participation in their own development is essential for sustainability and effectiveness. Reflect[1] is a key tool for effective participation of people, which can lead to Organization. Otobi Limited facilitates the participation of the manufacturing and marginalized communities in planning, implementing, monitoring and evaluation of selling activities. For that, it constantly develops new approaches ensuring greater voice and assertion of their rights from duty-bearers. Reflectpromotes collective analysis and action to change what is possible. It also delineates the changes needed in policy and practice to ensure equality and justice.

Rights-based Approach

Invest to accelerate internal growth. Direct and focus investment spending in strategic opportunities to build share and to accelerate unit volume growth in key product positioning.

Develop the lowest cost position in strategic product categories. Emphasize and measure operating efficiencies and cost structures in all areas of the company to reduce coast consistently and to increases return in sales without sacrificing quality. Otobi Limited has the mission to have an effective participation in economic and social development and activities. Actually, to attain its goal,


Otobi Limited believes that in order to assert influence at the policy level, it is important to remain at the cutting edge of development thought and practice. For that, Otobi Limited will continue to support innovation in development practice and communication.

2.5.2 The People

The people who are making it happen- the employees are young, dedicated and energetic. All of them are well educated at home or abroad, with both sexes (gender) and minority groups in Bangladesh being well represented.

2.5.3 The Technology

Otobi Limited has a web based data management system called Enterprise Resources Program (ERP). In this system all the information about 2000 staffs are kept. The system is updated in regular basis and keeps abreast with updated information. Through this process Otobi Limited try to ensure effective

Communication, production, distribution, accounts and total operations.

3.1 Employee Performance Management

Performance management includes activities to ensure that goals are consistently being met in an effective and efficient manner. Performance management can focus on performance of the organization, a department, processes to build a product or service, employees, etc. In this report we will try to have a sense of the overall activities involved in employee performance management including basics concepts in performance management, organization performance management and group performance management.

3.2 Performance Appraisal

3.2.1 Statements of Policy

Performance Appraisals are means to encourage communications between staff and his/her line manager(s) and also to enable each of them to understand the expectations of the other. Better communications between staff and their Line Manager(s) leads to a better understanding, more effective management and stronger performance. Further, Performance Appraisal is the procedure to formally evaluate the performance of staff, so that good performance is recognized and weaknesses are identified with a view to assisting and guiding the employee in improving their performance.

In Otobi Limited, every Manager has the responsibility to ensure the development of his/her staff’s capabilities required to perform their jobs effectively. Generally, the Line Manager(s) conduct individual meetings with their staff to discuss the employee’s performance, achievements, and strengths, weak areas, difficulties in job performance, explore the ways to improve performance, staff development and jointly set objectives or goals to be achieved by the next Appraisal (or next Appraisal period).

The purpose of the performance appraisal is to:

a) Give the employee an opportunity for self-assessment of his/her performance and propose means of self improvement and development

b) Give the employee feedback on his/her status to meet the objectives which were agreed between the employee and Line Manager

c) Enable the employee to understand how the Organization perceives his/her performance so that it will consequently help the employee to perform accordingly

d) Document the employee’s performance for current and future reference

E) use as a basis for salary increments, promotions, career developments or disciplinary actions

f) Identify need for training or skill development and provide input for management planning.

3.2.2 Time for Performance Appraisal

A complete and written Performance Appraisal shall be prepared annually in December for regular and long-term Contract employees of Otobi Limited. Below are other occasions for Performance Appraisal:

i) At the end of employee’s probation period

ii) Before proposing promotion for an employee

iii) Before proposing any change in employee’s employment status from temporary/contract to regular or from regular to contract status, and for change in roles and responsibilities.

iv) Before preparing staff development plan.

v) On transfer

Since Otobi Limited recognizes HRD as the continuous process, therefore, if required, a Performance Appraisal meeting may be conducted at any time during the year to review and feedback of the performance of the employee. The continuous feedback enables the employee to recognize and keep up his/her strengths and improve any weak areas. Such performance appraisal does not necessarily require documentation. However, if deemed necessary due to special circumstances a concise written document on the performance appraisal should be prepared, signed by both employee and line manager(s) and provide a copy to the concerned employee after retaining a copy for his/her personal file.

3.2.3 Directives for Line Manager

i) It is the responsibility of all Line Managers to ensure that staff is evaluated in a timely manner on each occasion. The Head of HRD/Admin is responsible for circulating guidelines to each Unit, Department and Project offices prior to the Annual Performance Appraisal of Otobi’s staff.

ii) All assessment must be fair, honest, impartial and meticulous in grading the employees. For any kind of misinformation and deliberate disgracing or falsifying the information, which may go against or in favor of any employee unduly, and if it is proved with evidence then the evaluator will have to explain to the Otobi’s Management for such unprofessional and unethical acts. The concerned personnel will be subject to disciplinary actions for such misconduct.

iii) Performance Appraisal does not mean that the employee shall be promoted or his/her salary shall be increased.

iv) The Annual appraisal shall be carried out in relation to the employee’s’ performance throughout the entire appraisal period and not just on recent performance.

v) Supervisors should discuss the employee’s work in a positive manner to help each employee to be more effective in his/her job.

vi) Areas for improvement should be reviewed and management should take every possible measure to overcome the weakness.

vii) Recommendation/Approval for Increment or Promotions must be consistent with the content of the Employee’s Performance Appraisal and within the approved budgetary provisions. It is important that an employee should not be deprived from salary increase if he/she has performed accordingly and eligible for the Increase. Again, a budget provision does not mean that the salary increase of an employee is automatic.

Viii) The Performance Appraisal shall include an objective assessment (qualitative and quantitative) of employee’s performance level in relation with his/her current duties and responsibilities, according to the Job Description.

ix) The performance appraisal will look at the employee’s job related personal characteristics such as attitude, promptness, initiative, appearance, commitment and team work.

x) The Performance Appraisal will also look at the employee’s job related skills and knowledge such as, communication skills, management skills, training skills, reporting skills.

3.2.4 Performance Appraisal Format

Performance Appraisal of all regular and long-term contract employees shall be done using the Otobi Limited designed Performance Appraisal Form. The Annex 11 will be used for all employees. However for senior management staff (grade-I & J) additional attachment can be used along with the standard format. Performance Appraisal Format includes a number of parts which shall be filled in appropriately by the Line Manager(s) who evaluates their staff, employee.

It is expected that Otobi Offices will use this standard Performance Appraisal form also at the time of promotions, at the end of probation period and for staff development plan for their employees. For other cases, such as, on transfer, change of employment status of the employee’s, the line manager will prepare a narrative Performance Appraisal (in brief).

3.2.5 Guidelines for Evaluators

To ensure the effectiveness of evaluation procedure evaluator’s fair judgment is essential. The rating for assessment represents the line manager’s evaluation of the employee’s actual performance in his/her present job. The following points should be important for the evaluators when carrying out evaluations:

i) Line managers, before making Performance Appraisal of staff, must have read the Performance Appraisal policy as described in HRP Manual, Performance Appraisal Format and the issued Guidelines on Performance Appraisal procedure.

ii) Supervisor(s) shall make his/her judgments on the job requirements, the job description and the employee’s performance in the job.

iii) Line managers should consider only one factor at a time. Rating in one trait should not influence the rating of another.

iv) Line managers should conduct the Performance Appraisal with each staff in a one to one discussion.

v) Supervisors will consider the factors those might have affected results, especially those beyond control of the employee and comment appropriately.

vi) In cases where an employee has secondary evaluators, the Line Manager should collect input from these secondary sources prior to completing the appraisal format. Secondary sources will be most helpful if they know at the beginning of the year exactly what type of comments will be required at the end of the year. The Primary Evaluator should communicate with all secondary evaluators early in the year to clarify these expectations.

Responsibility of Secondary Evaluators: Many staff has secondary evaluators listed on their job descriptions, Secondary evaluators time to time should share comments on the performance of employees with the concerned Primary Evaluator. At the time of preparing the Annual Performance Appraisal, Secondary Evaluators should be asked to submit their comments to the Primary Evaluator to assist in preparing a fair appraisal. In some instances if required, the Secondary Evaluator may be asked to discuss their comments in person with the Primary Evaluator or with the concerned employee.

3.2.6 Performance Appraisal Procedures

As a fundamental part of the Performance Appraisal procedures every Line Manager shall conduct an individual appraisal review meeting with his/her staff. The purpose of this meeting is to discuss the employee’s performance with him/her ensuring the opportunity for participatory review. It is important to recognize good performance so that the employee is aware that he/she is making a positive contribution and encouraged to continue. The meeting also enables the Line manager to provide advice or guideline to the employee in the event there is any weakness or shortcoming in the performance. In this meeting, targets and objectives that have been agreed upon are reviewed and again will be set for the next appraisal period.

During this review, the Line Manager attempts to understand the difficulties of his/her staff and to identify his or her developmental needs. Before each review, the employee prepares for the discussion through self-assessment, identifying factors that have contributed to his or her performance and factors that hinder it, as well as the types of support that he or she needs from the supervisor or others in order to do better in the next period. The Line Manager also prepares for the meeting by listing achievements, observations, problems, suggestions, and expectations. During the appraisal meeting, the Line Manager and his/her staff share their observations and concerns. Each responds to the subjects raised by the other. Such discussions help to develop mutual understanding, and the data generated is reported to higher management and is used in making decisions about individual staff development as well as developmental needs of the work group or the entire organization.

The following points are important for success of the Performance Appraisal meeting:

Before the meeting:

i) Give the employee adequate notice of the meeting and brief him/her on the purpose of the meeting (Employee should be provided with a blank Performance Appraisal Form Annex 11 for his/her reference and self – assessment).

ii) Prior to the discussion all evaluators must have read and reviewed the following documents:

¨ Staff personal file with special focus on notes of the last appraisal conducted.

¨ Job Description.

iii) Consider the points the Line manager wishes to make and the targets or priorities and expectations which will need to be agreed for the following appraisal period.

During the meeting:

i) Start off by stating the purpose of the meeting and invite the employee to comment on how he/she sees his/her performance (Refer the employee’s self assessment).

ii) First of all pointing out examples of good performance and then outline areas where improvements are needed.

iii) Explore reasons for the strong and weak points. Identify training needs if necessary.

iv) Goals, objectives and action for improvement in the following period should be discussed and agreed.

v) Employees should be encouraged to seek and receive guidance in improving performance.

After the meeting:

On completion of appraisal, evaluators must immediately put down all salient points on paper and share these with the staff member. Subsequently, if possible within the next day, based on the outcome of the Appraisal meeting, the Line managers (1st and 2nd supervisor in consultation with each other) will fill in the Performance Appraisal form with appropriate rating of the traits and other descriptive areas and sign on it. Staff concerned shall be provided with filled in Performance Appraisal (in duplicate) for his/her study and comments. Staff members must be encouraged to put down their comments on the Form itself before signing on it.

After return of the Performance Appraisal from the staff, Unit/ Department Head, in consultation with the line manager will fill up the confidential part of the form and thereafter will send all staff Performance Appraisals to HRD/Admin for review, action and record.

3.2.7 Steps for Otobi Limited Annual Performance Appraisal Procedure

· At the beginning, HRD/Admin sends guidelines of Performance Appraisal to Projects/Units/Departments for Performance Appraisal.

· The Unit/Department Heads hold meetings with their Line managers on the guidelines and their special concern over Performance Appraisal of their staff for the given year.

· The individual Line Managers notify their staff of the Performance Appraisal meeting. (Probationary staff unless the probation ends within 15 January of the following year and the staff recently evaluated will not require the Annual Performance Appraisal for the given year)

· Conduct the Performance Appraisal meeting between the respective Line Manager and staff; the feature and the outcome of the meeting is noted.

· Performance Appraisal and signed by both the Line Manager(s) and the concerned staff; a copy of the document is given to the staff concerned.

· The Unit/Department Head in consultation with Line Manager will fill in the confidential part of the Appraisal form.

· The respective Department Head will also prepare a summary of recommendations/approvals for Increments, Promotions, No Increment, Separations, Transfers of their staff of each region/sector supported by a narrative (but short) rationale of individual special cases.

· Each Project Unit/Department send copy (s) of all staff’s Performance Appraisal to HRD/Admin.

· Otobi Limited Accounts Department will provide HRD/Admin. With the following year’s approved salary level of each office as per the budget so as to reconcile with the recommended/approved Increments/Promotions.

· HRD/Admin. will review the submitted Performance Appraisals and will act:

a) Submit Performance Appraisal of higher management and Performance Appraisals with exceptional recommendation such as Disallow Increment, Two step Increment, Promotion, Disciplinary action etc. to the head of HR and CEO along with summary of recommendation / approvals for his/her review and final approval.

b) HRD Head will write short notes on the Performance Appraisal form in the event the recommendation is not according to the policy and not approved by CEO and MD.

c) Prepare relevant letters as finally approved by CEO.

· HRD/Admin. Will issue letter as per the outcome of their Performance Appraisal to individual staff in the corporate office.

· HRD/Admin. will keep a copy of Performance Appraisal along with letters of all branch office employees in the Personal file kept at the Corporate office

· HRD/Admin. Will record and update Human Resources Information, staff list, data base file.

Performance Appraisal Form

(Staff / Officer) GG/HR/PA-03.2

  1. Personal record:
Name: Supervisor/ Dept Head Name:
Designation: Designation:
Joining Date: Department:
Evaluation Period: Length of service: ————years ————months
Education at the time of Joining: Current Education:
Last Increment Amount: Last Increment Date: Current Salary:


È Read the entire sheet thoroughly before rating any employee.

È Base your judgment upon the entire period covered and not upon isolated incidents only. Be objective.

È Use your independent Judgment.

È Your ratings must not be influenced by personal feelings.

È Don’t be influenced by general impression, but concentrate on one factor at a time.

È Rate on each factor separately. Do not allow judgments of one factor to influence judgment on other factors.

  1. Evaluation by Departmental Head / Immediate Supervisor:
2.1 Job Knowledge 2.5








Demonstrates and applied understanding of the technical, procedural any policy aspects of the job. Inadequate Knowledge: requires considerable assistance. Adequate Knowledge of essentials: requires some assistance. Through knowledge of the job: may perform duty without any assistance. Sound knowledge on all aspects of work. Capable of performing the job independently.
2.2 Motivation 2.5

Antagonistic (opposed)






Loyal & Enthusiastic

Is Responsible and willing to take the initiative committed of the organization? Annoyance: Organization’s policies and practices openly critical. Accepts the policies of the organization reluctantly. Supports the policies of the organization, keeps abreast of policy changes. Advocates the organizational policies: takes pride in its success.
2.3 Speed of work 2.5







Loyal & Exceptional

Is productively energetic, even on routine task, and sees things through towards prompt completion. Procedures less than s/he can or should; need continuous assistance. Produces enough to get by: rarely exceed standards. Frequently turns out more than normal volume. Outstanding high in volume of good work.
2.4 Quality of work 2.5








Work is always of a high standard, demonstrating precision and accuracy and a concern for quality. Frequent errors/ careless. Occasional errors, usually orderly & complete Infrequent errors, usually orderly & complete Exceptionally accurate neat & through.
2.5 Speed of Learning 2.5

Learn Slowly


Average Learner




Loyal & Exceptional

Is adaptable to new situations and quick instructions, enthusiastic about learning new skill. Have considerable difficulties in adjusting to new situation Adjusts slowly to changes performs work fairly well. Rapidly absorbs new skill: adjusts reasonably fast to changes. Outstanding quick to learn new skills and adjust quickly to changes.
2.6 Team Building Capacity 2.5

Extremely disorganized


Occasionally disorganized




Exceptionally Organized

Effective plans time: is personally well organized and able to keep schedule / deadlines. Work is always haphazard, cannot meet deadlines, tasks get perfect after a few revisions. Sometimes become disorganized and fails to meet schedules; otherwise alright to work with. Able to meet deadlines on time with accurate work. Always submit work well in advance of deadlines and helps to take corrective actions if anything goes wrong.
2.7 Dependability 2.5

Extremely disorganized


Occasionally disorganized




Exceptionally Organized

Can work without supervisor. Cannot be relied upon. Has to be closely checked. Usually reliable, can be entrusted to do a job with routine check. Applied knowledge and abilities well, requires little supervision. Inspire utmost confidence. Need no supervision.
2.8 Supervisory Skill 2.5







Exceptional Leader

Sets an examples to staff and can be posted where necessary; but also make efforts to coach others and develop their performance. Lack of qualities, necessary to be a successful supervisor. Uses poor judgment. Have some leadership abilities but at times unable to get group support… Has most of the qualities required to be a supervisor; respected by subordinates. Achieves consistently high performance. Able to obtain cooperation without demanding it…
2.9 Attendance: 2.5







Loyal & Exceptional

Attends duties timely and regularly. Frequently late & absent… Occasionally late & absent. Seldom absent & late Exceptional attendance i.e. no absent & no late.
2.10 Relationships with others: 2.5

Extremely disorganized


Occasionally disorganized




Exceptionally Organized

Is a cooperative team worker and can readily build relationship, developing suitable relationships with colleagues / beneficiaries. Refuses to help others, difficult to work with. Helps fellow workers when asked; accepted by others. Has a friendly relationship with co-workers; Good team worker. Offers to help others on own initiatives; respected by co-workers.

Total Score:

Dept. Head Evaluation <50%

Bellow Standard







  1. Recommendation by the Departmental Head: I hereby recommended that the above mentioned employee:


i. Area of strength of the employee:______________________________________________

ii. Area of weakness of the employee:_____________________________________________

iii. Area of development of the employee:_________________________________________


i. May be considered for increment of _________________ Tk

ii. Is suitable for promotion.

iii. May be considered for incentive.

iv. Is not suitable for promotion at present.

v. Needs on the job / off training / counseling.

vi. Others ————————————————————————————————–.


a Week potential / poor The person concerned has little to contribute, unless improve his / her service to be considered for termination, annual increment to be held up.
b Average potential Average progress, but presently not qualified for promotion.
c Good Potential The candidate is able to contribute sufficiently within the current position. Qualified for limited advancement above present level.
d Exceptional / Strong Potential The candidate has excellent prospect for promotion to be considered for award of special increments.


Signature of the Department Head


To be filled up by concerned HR Dept.

Name: ————————————- Designation: ——————————————————Section/ Dept: ———————–Unit Code ——————–Date of Joining:———————–

01. Total score:

02. Recommended for increment / enhancement @ TK. _________________ per month

w.e.f. _______________________ and his gross salary will stand Tk. ___________________per month

Existing position.

03. Recommended for promotion to the position of _____________________________________ without increment / enhancement.

04. Recommended for promotion to the position of _______________________________________ with increment / enhancement @ TK. ___________________ per Month w.e.f.___________________ and his gross salary will stand TK.___________________ per month.


Human Resource Department


02. Recommended for increment / enhancement @ TK. _________________ per month

w.e.f. _______________________ and his gross salary will stand Tk. ___________________per month

Existing position.

03. Recommended for promotion to the position of _______________________________ without increment / enhancement.

04. Recommended for promotion to the position of _______________________________________with increment / enhancement @ TK. ___________________ per Month w.e.f.___________________ and his gross salary will stand TK.___________________ per month.


3.3 <href=”#anchor1974638>Rewarding Performance

3.3.1 Annual Increments

§ Annual Increments are awarded once a year effective 1st July based on employee’s performance appraisal.

§ Under very special circumstances a two step Increment may be recommended for an employee’s extra – ordinary performance and must be supported by the rationale.

§ Annual Increments are subject to satisfactory performance of staff throughout the year, and are not automatic. Therefore, if the Performance Appraisal of a staff is not satisfactory, he/she will not receive any increase.

§ The receipt of a warning letter usually results in the loss of annual increment depending on the reason for the letter and amount of improvement in the employee is observed after issuance of the letter. Supervisors will give importance to this point while making comment in the Performance Appraisal Form.

§ Supervisor(s) must state the reasons in the confidential section of the performance appraisal form if an employee is not recommended for an increment for that year.

3.3.2 Promotions

§ Promotions are only given for employees who will undertake/demonstrated higher responsibilities and possess the qualifications and skills required for the proposed position.

§ All promotions are subject to an existing vacancy in the organization if within budgetary levels.

§ All promotions must be supported by a performance appraisal with rationale either in annual review or in other time. An interview or examination may also be arranged if deemed necessary.

§ While recommending/granting promotion, Otobi’s Position, Grade and Salary chart must be referred to so as to ensure that the appropriate job title and salary is given in the new position.

§ In the event a staff needs trial to perform in a higher position a provisional promotion (in written) may be given. Such Provisional period should be usually for six or twelve months. At the end of Provisional period the employee’s performance should be evaluated so as to determine his/her competency for the new position. If the evaluation proves favourable, the employee’s promotion will be confirmed by giving the position and the higher salary. In case the employee fails to meet the requirements for the new position, he/she will revert in his/her previous position.

§ Upon promotion a new job description will be provided to the employee.

Other benefits

Allowance Chart

Overtime For Support Staff: Tk.20 per hour for overtime hours worked before 8:00 am and 6:00 pm and during the weekend and holidays.
For the Drivers Tk.25 per hour for overtime hours worked before 8:00 am and 6:00 pm and during the weekend and holidays.
Relocation Allowance Transfer and national secondment from one geographic location to another in a different part of Bangladesh 10,000/- taka.
Transfer within district/city leads to changing of residence, the actual cost of shifting of households and immediate family members (not exceeding taka 3000/-)
Acting/Additional Responsibility Allowance Taka 3000/- per month
Car Pooling Allowance a. Monthly 800/- taka per group of staff with a minimum travelling distance of 24 Km (approx.) from office to home and vice versa.

Monthly 500/- taka per group of staff with a minimum travelling distance of 16 km (approx) from office to home and vice versa.

Monthly 300/- taka per group of staff with a minimum travelling distance of 10 km form office to home and vice versa.

Monthly 300/- taka to all support staff only in the event he/she fails to form any team and do not fit into any of the above category.

The group will submit a monthly bill according to the given claim form to HR. Upon receiving authorization from HR, Finance will arrange payment accordingly.

This allowance will get invalidated once Otobi Limited will be able to provide pick and drop off service to its staff members.

In Country Travel & Per-diem Chart

Travel (In Country)

Accommodation expense entitlement Per-diem for all category of staff
City/ Town For Assistant to HOD level For support staff and drivers For divisional cities For district towns and other place

Room Tariff


Room Tariff

Single Room Tariff Double Room Tariff Half day Full day Half day Full day
Dhaka, ChittagongSylhet & Khulna 1,000 1,200 400 600 200 400 150 300
Barisal & Bogra 600 800 350 500
Other districts 450 600 300 450

3.4 Separation from the organization

If a staff member’s performance is found to be poor then he/she may be subject to any change of assignment, transfer, demotion, termination or any disciplinary actions if decided so. However, the required procedures must be followed if disciplinary action like dismissal is recommended. All recommendations of disposition must be supported with rationale and should be consistent with the employee’s Performance evaluation.

3.4.1 Policy

Otobi Limited recognises that no organisation can provide long term security of employment, least of all a development organisation. Staff may leave Otobi Limited due to their own reasons; similarly Otobi Limited may let go staff for a variety of reasons. Otobi Limited would like to ensure for the departing staff a smooth and hassle-free exit procedure.

3.4.2 Categories of separation

a. Resignation

Staff willing to resign from the service will give written resignation (hard copy) stating the reasons for leaving and intended date of the resignation to be effective according to the following guideline:

Regular confirmed staff Contract staff (short term and long term) Staff on probation
Notice period 1 month As per contract terms and condition 15 days
Resignation letter addressed to/acceptance letter issued by Head-HR

(Resignation acceptance letter in consultation/consent from the line manager and approval from the CEO and MD


In consultation/consent from the line manager and approval from the Head HR


In consultation/consent from the line manager and approval from the Head HR

Copy to Line manager Line manager Line manager

The resignation acceptance letter from HR should include request to handover the charges with a handover note, materials, equipments or outstanding obligations and to take clearance / release certificate from the respective departments before final payment is made.

· When a confirmed employee resigns, s/he shall be entitled to the following benefits:

i. Unpaid salary and allowance up to the last day of work. (A proportionate deduction of salary and allowances will be made if the required notice is not given by the employee as per policy of the Otobi Limited HRP Manual)

ii. Employees own contribution to Provident Fund, if any.

iii. Organization’s contribution to Provident Fund, if any, as per policy.

iv. Gratuity at the rate of one month’s gross salary for each completed year’s service plus a proportionate amount for any fractional part of the year, provided that the employee has completed one year service with Otobi Limited.

· A probationary employee, if resigns, shall be entitled to (i) his/her unpaid salary and allowance up to the last day of work

Exit Interview

Head-HR will ensure the filled in Exit Interview from the departing staff as well as an interview with him/her before final clearance is made. The interview will focus on staff’s reason of leaving Otobi Limited and any suggestion the staff wished to give the organisation for its betterment.

HR will ensure proper documentation and filing up of interview and exit form for future reference.

b. Redundancy

In the event of any staff being made redundant due to planned phase-out of the project/position they will be notified with 3 months written notice. In such case the staff concerned will be entitled to the following benefits:

· 3 months gross salary. In case a redundant staff decides to resign immediately upon receiving the redundancy notice, staff will be entitled to full redundancy benefit. But it must be ensured that a proper handover has taken place between the staff and line authority.

· Unpaid salary and allowance up to the last day of work.

· Employees own contribution to Provident Fund, if any.

· Organisation’s contribution to Provident Fund, if any.

· Gratuity at the rate of one month’s gross salary for the completed year’s service plus a proportionate amount for any fractional part of the year provided the employee is confirmed in service.

In general, before make a position redundant, Otobi Limited will, to a limited extent, try to transfer/appoint qualified and well performing staff to corporate office when the need arises. Staff being phased out may also be given some short term training especially skill oriented to enhance re-employment opportunities after their separation from Otobi Limited.

c. Termination

· Termination is used when removal of a staff member by other means is not deemed appropriate. This is the prerogative of the Employer and this action can be taken even without any disciplinary reasons.

· A terminated employee, depending on his/her employment status shall be entitled to the following benefits

Confirmed staff

A confirmed employee’s service may be terminated with 3 months’ notice or three months’ gross salary in lieu of notice with the following other benefits:

I. Three months’ gross salary in lieu of notice.

II. Unpaid salary and allowance up to the last day of work.

III. Employees own contribution to Provident Fund, if any.

IV. Organization’s contribution to Provident Fund, if any.


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