تقييم الأداء و الترقيات

Performance Evaluation and Promotions

First: Performance Evaluation

Article (44): The institution adopts a policy of evaluating the performance of all its employees once a year, prior to approving the institution’s financial statements.

Article (45): The objective of the employee performance evaluation process is to provide the employee with a clear picture of the management’s view of them, offering them the opportunity to understand their strengths and weaknesses, thereby enabling them to improve their abilities and overall performance in the coming years. The evaluation process also provides information for making decisions regarding promotions, annual raises, and contract renewals.

Article (46): Branch managers distribute approved evaluation forms to all institution employees at the beginning of the evaluation period each year. All employees who have served for six months or more are subject to evaluation, and only those who have served for a full year or performed exceptional work, as determined by their direct supervisor, are eligible for raises.

Article (47): Each employee in the institution undergoes a performance evaluation conducted by their direct supervisor in consultation with the branch manager, the executive director, or the general manager, after reviewing the employee’s file.

Article (48): Direct supervisors who have conducted the evaluation must meet with their employees to review the work they have accomplished, their performance during the previous period, the difficulties and problems they faced, and discuss steps to improve performance in future stages.

Article (49): Employee evaluations are conducted quarterly. Direct supervisors must return the completed evaluation forms to the branch manager and the executive director for approval, and then send them to the general manager to be filed in the employee’s personal file. The department manager must ensure that the completed evaluation form is returned within no more than one month.

Article (50): Annual performance reports are approved by the general manager and become effective immediately after approval.

Article (51): Any employee who receives a poor evaluation for a year may be dismissed from service, but the general manager has the right to grant them an additional year to improve their performance.

Article (52): Employee performance evaluation grades are classified as follows:

Performance of Work and Objectives:	Ratings	Grade
Execution of work and objectives with excellence, exceeding the defined work strategy.	Excellent *****	5
Execution of work and objectives at a good level, with some tasks performed excellently.	Very Good ****	4
Execution of work and objectives generally satisfactorily but with occasional variation.	Good ***	3
Execution of work and objectives at a level below satisfactory and below the required performance standard.	Poor **	2

Performance Grade Table

Grade	Performance
3	Punctuality and general appearance
2	Completion of work on time
4	Behavior and communication with the team and clients
2	Execution of orders and acceptance of advice and guidance
3	Initiative, assisting others, and reliability
3	Innovation and work development
2	Self-denial
2	Cost reduction
2	Preservation of entrusted items
2	Honesty and transparency regarding work-related problems

Second: Promotions

Article (53): The general manager has the authority to promote employees for all job grades within the institution and to modify the organizational structure of the institution.

Article (54): An employee cannot be promoted from their current position to a higher position unless the following conditions are met:

They have received an “Excellent” rating for their performance in the last year or a “Very Good” rating for the last two years.
There is an approved vacant position in the budget and organizational structure that matches the employee’s qualifications and skills.
Their direct supervisor and branch manager recommend their promotion, with the executive director’s approval.
No disciplinary action has been taken against them in the year they are nominated for promotion.

Article (55): Promotions are based on competence. If more than one candidate has the same level of competence, the one with the longest service in the position is chosen.

Article (56): The employee is entitled to the promotion salary from the date specified in the promotion decision, and its implementation is overseen by the financial manager.

Article (57): If the employee’s current salary is less than the minimum salary of the new position, they are granted the minimum salary of the promoted position from the date specified in the promotion decision.

Article (58): If the employee’s current salary equals or exceeds the minimum salary of the new position, they are granted an increment from the increments of the promoted position.

Article (59): An employee who has received a warning cannot be considered for promotion until six months after the date of the warning. An employee who has been subject to a salary deduction or suspension cannot be considered for promotion until one year after the date of the penalty. The general manager has the authority to make exceptions in such cases.