This document is a performance evaluation form for a branch manager at RPMI. It assesses performance across two main parts - accomplishments and responsibilities. For accomplishments, it evaluates metrics like repayment and collection rates, outreach activities, and staff performance. For responsibilities, it evaluates the manager's knowledge of RPMI's mission and products, implementation of operational targets, supervision of staff, ensuring compliance, and monitoring various processes. The manager is rated on a scale of 1 to 5 for each item, with 5 being the highest rating.
This document is a performance evaluation form for a branch manager at RPMI. It assesses performance across two main parts - accomplishments and responsibilities. For accomplishments, it evaluates metrics like repayment and collection rates, outreach activities, and staff performance. For responsibilities, it evaluates the manager's knowledge of RPMI's mission and products, implementation of operational targets, supervision of staff, ensuring compliance, and monitoring various processes. The manager is rated on a scale of 1 to 5 for each item, with 5 being the highest rating.
This document is a performance evaluation form for a branch manager at RPMI. It assesses performance across two main parts - accomplishments and responsibilities. For accomplishments, it evaluates metrics like repayment and collection rates, outreach activities, and staff performance. For responsibilities, it evaluates the manager's knowledge of RPMI's mission and products, implementation of operational targets, supervision of staff, ensuring compliance, and monitoring various processes. The manager is rated on a scale of 1 to 5 for each item, with 5 being the highest rating.
This document is a performance evaluation form for a branch manager at RPMI. It assesses performance across two main parts - accomplishments and responsibilities. For accomplishments, it evaluates metrics like repayment and collection rates, outreach activities, and staff performance. For responsibilities, it evaluates the manager's knowledge of RPMI's mission and products, implementation of operational targets, supervision of staff, ensuring compliance, and monitoring various processes. The manager is rated on a scale of 1 to 5 for each item, with 5 being the highest rating.
We aim to create a humane organization for peak performance
Page I of7 RPMI PERFORMANCE EVALUATION. BRANCH MANAGER
PART 2: RESPONSIBILITIES
1. Displays knowledge of RPMI's mission and goals
!r E3 E4 E5 2. Displays knowledge of RPMI's products and services [r lz E3 E4 -El5 3. lmplementation of the work program of the branch a. lmplements operational/tactical targets for branches. tr1 a2 E3 E4 -E]5 b. lmplementscnd monitoffr",t, plans, and chgf as discussell with management Et;,"r 4. Stewarding of spirituality at branch levels a. Ensures that staff participates in devotions and other transformational activities !r lz E3 E4 Es b. lntegrates the mission and vision when communicating operational op plans !rlzE3tr -El5 5. Monitoring of branch targets a. Monito6 area and PA progress: MF standards and targets !r lz E3 E4 E5 b. Monitors financialdata: sustainability, efficiency and impact !r lz n3 E4 F5 c. Conducts center visits. - lnteruiews clients
d. Ir lz E3 E4 P e. Conducts regular meeting with branch staff !r lz E3 !+ Conducts audlt functions: non-compliance and erosion of standards. w trl lz E3 E4 ffi f. Ensures that someone takes over the areas bf staff on leave !r lz E3 E4 "w 6. Supervision and coaching of branch staff a. Conducts pre-orientation to all new branch fr lz staff Er- I - first -t--'-. on their "ffi day of reporting
O Mentors the.,branch stafSarticutarU tnfls
E4 c. Ensures that all branch staff participate in company activities []r lz E3 E4 ,ffs
We aim to create a humane organEaiion-foi peakfierf,offiance
d. Ensures that all of his or her staff clearly understands what is expected of each of them in relation to targets !r lz E3 E4 .w e Evaluates, motivates, gives advice or recommends sanction tr1 Z2 E3 E4 z6 f. Recommends for training and improvanents !r lz E3 E4 f,s g. Ensures_that staff conflicts are resolved at its earliest stage !r lz E3 fl+ z5 7. Sirperuisoryfunctions a. Ensures compliance to memoranda a d other recommendations !r lz Es E4 fis b. Makes sure thd branch work flow is efficient: punctuality and responsiveness to client needs [r lz Es E4 )Zs c. Ensures that reporting systerhs are effective through compliance of PAs with the use of ORs, CGRs, etc !r lz E3 E4 _w d. Checks MF processes: - application forms requirements, - prequalification visits, - 4-day client orientation, -CCR's, receipts, ledgers, -client passbooks, -integrity of centers: attendance, meetings, minutes of meetings, election of center leaders ,ErlzE3E4 fru e . the Ensures that general well-being of -!+ personnel are given attention !r lz Es W f. Ensures that the office, staff house, branch properties and vehicles are well maintained !r lz E3 [+ .w g. Monitors the implementation of center activities. trt A2 E3 [+ g's 8. Courtesy calls a. Conductstunicipal courtesy calls prior to the opening of the branch -E4 !r lz E3 b. Conducts courtesy !r calls -E3 to in all barangays lz be opened E4 ,W c. lz - Accompanies the PA in barangay courtesy calls or visits when necessary [r E3 !+ []5 9. Arrears management a. Mentors all new PAs on arrears management -E3 !r lz E4 -w We aim to create a humane organization for peak performance Page 3 of 7 RPMI PERFORMANCE EVALUATION - BRANCH MANAGER Rev.04 1106/2018
b. Ensures that all PAs have 10Oo/o rcpalment rates; ensure that mutualguarantee is practiced in allcenters !r lz E3 E4 10. Loan approval a. Conducts group recognition test. [r lz' E3 E4 B5 b. Defers loan releases if requirements are incomplete. tr1 A2 E3 E4 "25 11. Branch meetings a. Presents and transfers learning from one branch to another Ir lz E3 E4
lz - E3 b. Conducts regular branch meetings. Ei E4 W c. Facilitates branch activities. !r lz E3 E4 "W 12. Contingency plans a. Addresses short-falls of PAs and under performance "!r lz E3 E4 W b. Evaluates the organization's programs vs. area competitors and make recommendations to the AM !r lz E3 E4 ,W c. Preserves. existing policies; btrt if the need arises may implement innovations upon approval of the AM !rlzE3E4W d. Ensures immediate action to calamities and other industry-specific !r lz E3 E4 e' Get approvalfrom the AM on all modifications [r lz E3 E4 13. Petty cash management a. Handles petty cash when there is no branch Cashier !r lz E3 !+ b. Makes sure that the petty cash fund is available and replenished [r lz E3 !+ c. Disburses petty cash advances and reimbursements !r lz E3 E4 d. Conducts petty cash count from time to time if it is the Bookkeeper handling petty cash (when there is a branch Cashier) !r lz E3 E4
We aim to create a humane organization for peak performance
1 4. Administrative work a. ASsists the AM in preparing the annual program and financial plans of the branch !r lz EB E4 .W Prepares accomplishment reports to the AM []r lz E3 E4 PreparesAarrites fonnal wriften requests for procurement of furniture and fixtures in the branch and staff house !r lz E3 E4 d. Writes and issues memorandum !r lz E3 !+ Es e Facilitates the filing of court cases against delinquent clientS !r lz E3 E4 E5 f. Ensures that documentary requirements for opening the branch, bank account, etc. are given timely attention and resources by concerned officers [r lz E3 E4 .w - Attends allrequired heagloffice management g. lz E3 meetings z5 "!r E4 1 5. Financial administration a. Prepares the annual financial plans of his or her branch. - Branch budget !r lz E3 E4 .W b. Maximizes the financial benefit and use of budget allocations. !r lz E3 E4 c. Ensures that expenditure is contained within budget allocations and takes corrective actions where circumstances arise that may prevent this !r lz Eo E4 d. Ensures that major variances from the budgel are reported and apprt n1 lz na E4 16. Occupational health and safety a. Greates and inaintains a safe work environment at alltimes Ir lz E3 E4 fls b. Ensures that staff follows safe work practices and rules at alltimes !r lz E3 n4 c. Regularly inspects department's work environment and report all incidents that can cause harm or threaten staff or client safety !r lz E3 E4 d. Follows-up hazard corrective actions []r lz E3 !+ We aim to create a humane organization for peak p'erformance Page 5 of 7 RPMI PERFORMANCE EVALUATION - BRANCH MANAGER Rev. 041'106/2018
17. Risk management
lz- 'trs a. ldentifies risks in relation to agreed upon duties and responsibilities !r trt---,W b. Comes up with preventive actions for risks that were identified !r lz trq a4 c. Monitors the implementation and improvement of standard procedures in relation to agreed upon durties and responsibilities []r lz E3 E4 tr' PART 3: GONDUCT
Attendance: No. of absences (by HR)
[r 1. m' E4 E5 2 '[r tardiness Punctuality: No. of m'- (by HR) Z4 Is 3. w Complies with company working aftire !t lz E3 E4 4. ffi Shows resdect for co-workers !r lz Es Z4 5. -[]r 'lz Shows courtesy and sensitivity to clients
6. E3 E4 w Cooperates and supports managelnent team in tfre implementation of policies and procedures [r lz E3 E4 Zo PART 4: GROWTH AND POTENTIAL
1. Plans his work/activities and sets prriorities (time management)
[r !z [s- E4 W 2. Ability to adjust and learn new ideas !r lz E3 E4 fis 3. '[]r Exhibits sound iudoment lz E3 fl+ fls 4. Asks help when necessary tr1 a2 E3 E4 -w 5. Gives suggestions for work improvement !r lz !s !+ r{ We aim to create a humane organization for peak performance Page 6 of 7 RPMI PERFORMANCE EVALUATION - BRANCH MANAGER
PART 5: FOR DISCUSSION WITH RATEE
1. Areas for improvement
2. Training/development needs
3. Adjustments/goals for next rating
4.
Name/Date
Rater's Signature over Printed Name /Date
We aim to create a humane organization for peak'performance
Military Manual of High Efficiency Training: Principles of Training, The Role of Leaders, Developing the Unit Training Plan, The Army Operations Process
Military Manual of High Efficiency Training: Principles of Training, The Role of Leaders, Developing the Unit Training Plan, The Army Operations Process
