Performance Management Training 2014-2015

Performance Management

2020-2021

Module Objectives

After completing this module, you will understand:

▪ Our performance management process

▪ Individual roles and responsibilities in the process

▪ The Goal sheet parameters & competencies

▪ The performance ratings and their descriptions

▪ How to conduct a review meeting and give feedback

07-04-2021 CONFIDENTIAL 2

Strategic Planning to Performance Management


Fact: The performance of individuals clearly impacts organizational performance.

PMS

Process

Our 5 Step Performance Management Process

1

Goal Setting

2

Periodic Performance

Reviews

3

Annual Performance

Review and Discussion

4

Moderation and Normalization

Process

5

Rating

07-04-2021

4

Note:

We are currently at Step 3 for year 20-21.

We will start Step 1 for year 21-22shortly

Fact: A robust performance management process is critical for organizations success. April - May

Goal Setting

•Establish Key Responsibilities

•Create Smart Objectives

•Set Expectations

Sep-OctMid Year Appraisal

•Provide Resources and Support

•Provide Ongoing Feedback

•Record Performance Events in Mid Year Appraisal

March-AprilAnnual

Appraisal

•Prepare Appraisal Document

•Annual Performance Review Discussion

•Communication of Ratings and closure of review process

Goal Setting

Mid-Year Review

Performance Review

Performance Reward

2020-21 Performance Management Cycle

3. Manager Evaluation & Self-Assessment

1. Complete self-assessment

2. Managers recommend initial ratings

3. Ongoing feedback and coaching

1. Goal Setting

1. Establish specific, measurable and time-targeted objectives aligned to organizational and Business Unit goals

2. Identify resources / development required for success

2. Mid-Year Review

1. Monitoring and tracking progress against goals

2. Ongoing feedback and coaching on individual performance and development

4. Performance Assessment (Roundtables) for eligible* employees

1. One-to-one discussions on performance ratings and pay implications

*Employees eligible for Appraisals include all TALIC employees EXCEPT those who participate in sales incentive plans and staff employed after 1st October,2020

Ongoing

Performance

Management

Cycle

Individual Roles and Responsibilities


Supervisor

▪ Understand the overall business goals and how they apply at the team

and individual level

▪ Align personal objectives with enterprise and business unit strategy

▪ Agree to team objectives that are aligned to the strategy

▪ Understand the Performance Management process

▪ Be clear about how progress towards goals will be measured

▪ Instruct and ask for self-assessment from individuals

▪ Give meaningful feedback

Human Resources supports the process by:

▪ Clarifying performance management process

▪ Managing employee and manager expectations

▪ Sharing information and available resources

▪ Checking in: observations and feedback

▪ Tracking completion of Performance Reviews

▪ Facilitating roundtable discussions and management reporting

Employees

▪ Understand the overall business goals and how they apply at the

individual level

▪ Align personal objectives with enterprise and business unit strategy

▪ Keep a ‘log’ of achievements that relate to objectives set

▪ Complete self-evaluation that relates to agreed objectives

▪ Keep a personal development plan

▪ Receive and give meaningful feedback

Reviewer (Supervisor’s Supervisor)

▪ Communicate TALIC and Business Unit goals

▪ Endorse and participate in the performance management process

▪ Ensure priority, time and resources to support the process

▪ Reward participation discussions and management reporting

▪ Participate in roundtable discussions and take accountability for PR

ratings and distribution

The Performance Management Process is a partnership between

Employee, Supervisor and Reviewer (Supervisor’s Supervisor).

2020-21 Performance Appraisal

The Review and Rating Process

5

Final Rating

4

Reviewer Assessment & rating

submission in Empower

3

Supervisor Assessment & rating

submission in Empower

2

Review & discussion with supervisor

1

Submit self assessment in

Empower

8*2020-21 appraisals will be done on “EMPOWER” & not on EMPOWER +

KRA’s + Competency = Performance Score

Your Business Delivery (Measured

by KRA’s/KPI’s)

Knowledge, Skills, Ability

(Assessed based on Competency)

Your Performance

Score

9

Category Career Level Business Delivery Competency Total

Junior Management Executives to Assistant Manager 90% 10% 100%

Middle ManagementManagers / Senior Managers

/ AVP Band 285% 15% 100%

Senior Management AVP Band 1 to SVP 80% 20% 100%

KRA - Key Result Area(Agreed and

Finalized)

KRA Weight(Agreed and

Finalized)

Goal / KPI Objective – Key Performance Indicator

(The KPI for each role should be already updated)

Key Measures Against Deliverables (Parameters and goals that need to be used to measure the success of

achievement)

Self Rating(Your self rating from

1-5 on the agreed KPI / KRA)

Finance 40%

KPI 1

Insert your self assessment comments with supporting

details, numbers etc. for each KPI

1-5

KPI 2

Customer 20%

KPI 1

KPI 2

Internal Process 35%

KPI 1

KPI 2

Learning & Growth 5%

KPI 1

KPI 2

Self Assessment of KRA’s in Empower

Competency Assessment


Along with KRA’s, our appraisals also have a behavioral evaluation by the supervisors based on identified competencies. This will also influence the final rating.

The competency framework is the bedrock of all the people processes at Tata AIA and our competency dictionary “Career Shapers” gives detailed descriptions of the competency used by us.

It contains detailed explanations of function based competencies (behavioral) keeping the proficiency levels and roles in mind.

Based on their function, employees rate themselves on the competencies applicable to their role.

The supervisor will also rate the employee on the specific competencies applicable.

Self Assessment of Competencies in Empower

5

Self assess your proficiency (1-5) and select your rating for each

competency

4

Select the level of proficiency (1-5) expected for

your role

3

Populate the text boxes with one

competency each

2

Identify the level of proficiency (1-5) expected for your role from

the competency dictionary

1

Identify the competencies

mapped for your function /

department from the competency

dictionary

Step 1 & 2 : Refer to the TATA AIA Competency Dictionary (\\otlp3r5cfis06\Competency Dictionary) . The section

“Reading the Competency Dictionary” at Page 3 of Competency Dictionary – Introduction PDF provides more

information on how to read the dictionary.

Get in touch with the HR team if you are in doubt.

Example - Direct Sales Force – Area Sales Manager

13

Step 1 & 3

Identify & Insert the competencies mapped for your department & role

from the competency dictionary

Step 2 & 4

Identify & Insert the level of proficiency (1-5) expected for your

role

Step 5

Select your Self rating

Alphabets denoting

Competencies

Performance Rating DescriptionsCategory Description

Top Performance (Rating 1)

Significantly exceeded standards and expectations; consistently attained superior results with major contributions to achieving business unit, function, group, and company objectives; mastery of all job-related skills; demonstrated highest level of initiative in recommending projects/process improvements.

Excellent Performance

(Rating 2)

Exceeded performance standards and expectations; attained strong results with contributions to achieving business unit, function, group and company objectives; skilled in all aspects of the job; demonstrated initiative in recommending projects/process improvements.

Solid Performance (Rating 3)

Fully and consistently met performance standards and expectations; delivered results; capably performed all aspects of the job; Not average performance.

Coaching Plan

(Rating 4)

Inconsistently met performance standards and expectations, delivering satisfactory results at times; showcases potential to move towards Solid Performance (3) with the help of a formal coaching plan within a stipulated time frame. (Some individuals may be in this category because they are relatively new to the position and will be expected to receive a higher performance rating over time).

Unsatisfactory performance

(Ratings 5)

Did not meet performance standards and expectations and warrant (or are already on) a performance warning; Not new to role.

Combination of innate characteristics and

learned Skills

The employee’s emotional and rational

commitment, discretionary effort and intent to stay

Desire for responsibility,

challenges and rewards entailed by more senior

roles

Talent Nomination – Excellence Club

15

Employees can be nominated for the Excellence Club through the online PMS system on EMPOWER

Eligibility Details

Tenure with TALIC Employees completing at least 1.5 years (18 months) as of 1st April 2021

Eligible Band / Grade Asst. Manager to Asst. Vice President

Performance Rating

1. For Top Raters (Rating 1 and or Rating 2) – ratings of the current PMScycle will be considered

2. For R3 Raters of the current PMS cycle – performance ratings of currentand previous years will be considered, wherein, one of the ratings has tobe R1 or R2

Additional Eligibility Criteria

Employees who were invited to participate in the ADC but did not attemptthe initiative for 2019-2020 will not be considered even if they are eligibleas per the above criteria

Employees who have not cleared the process for the past 2 years (2018and 2019) will not be considered even if they are eligible as per the abovecriteria

Compliance CheckEmployees should not be under any Legal & Compliance or GIAinvestigation

Hipot

Employees who are already part of Excellence Club, need not be nominated again by their Managers

Aspiration

Ability

Engagement

Moderation & Normalization

Goal Setting

Periodic Performance

Reviews

Annual Performance Review and Discussion

Moderation and

Normalization Process

Rating


Purpose of Moderation:-

✓ Reducing rater bias and thereby increasing objectivity.

✓ Establishing RPR (relativity of performance) levels across the company.

✓ Determining different categories of performers.

Moderation will be conducted at various levels:-

✓ Functional.✓ Organizational.

Relative Performance Rating (RPR) Distribution


Distribution

Below is an illustration of the optimal distribution of ratings across a comparable group of

employees (peer performance group) eligible* for RPR

Coaching Plan (4)

Solid Performance

(3)

Excellent Performance (2)

Top Performance

(1)

Unsatisfactory

Performance (5)

Rating

* Employees eligible for RPR include all TATA AIA employees EXCEPT those who participate in sales incentive plans and staff employed after 1st October,2020

5%

15%

65%

10%

5%

Conducting Effective Performance Reviews


Conducting an effective appraisal

Steps to follow

1 Schedule the appraisal meeting.

2Ask the employee to prepare for the review by doing a self-assessment covering performance, skills and any challenges faced which needs discussion.

3Prepare yourself by reviewing your notes made at the time of Goal setting, Midyear appraisal and the employee's performance since then.

4Identify your main concerns and what you want the appraisal to achieve; think about potential work and training opportunities for the employee.

5 Start the appraisal meeting by explaining its purpose and agenda; try to put the employee at ease and set a positive tone.

6 Ask the employee to talk you through his/her self-assessment; listen, and encourage the employee to talk.

7 Make your own comments; ensure that all previously agreed objectives, and any areas which concern you, have been covered.


Conducting an effective appraisal

Steps to follow

8 Acknowledge achievements and hard work.

9 Discuss poor performance where necessary, but avoid personal criticisms.

10 Encourage the employee to identify the causes of any problems and to suggest potential solutions.

11 Discuss the employee's long-term career plans and aspirations.

12 Identify any training needs.

13 Come to an agreement and arrive at action plans for the next year.

14 Document the discussion and comments in Empower.


Feedback Techniques

While delivering…

• Avoid giving feedback based on opinion

• Be specific by including examples of performance

• Focus on improving behavior that is performance related

• Keep the feedback relevant to performance and developmental goals

• Watch out for over-kill

• Never follow the feedback with the word “but”

While receiving…

• Listen with an open mind

• Respond by asking questions and for specific

examples

• Ask for suggestions on how to improve

• Agree on actions / development plans

21

2021-22 Goal Setting

Balanced Score Card (BSC)

4/7/2021 23

We use the Balanced Score Card for measuringorganizational activities through 4 keyparameters such as Financial, Customer,Internal Process and Learning and Growthaligned with the Vision and strategy of thecompany.

Benefits Of The BSC System Include:

❖ Alignment of individual and organizational objectives

❖ Accountability throughout the organization

❖ Culture driven by performance

Goals

▪ All our goal sheets are based on the “Balanced Score Card System (BSC)”

▪ Performance gets measured across KRA’s aligned to the 4 pillars of BSC

▪ The competencies required for each role is also defined and measured.

▪ Achievement of individual KRA’s results in organization achieving its Vision

CONFIDENTIAL 24

How do we arrive at KRA’s?

Finance CustomerInternal Process

Learning &

Growth

Goal sheet


KRA’s are based on 4 BSC Parameters

KRA’s

III. Internal Process – z%

1. Sub Goal 1 – 70%

2. Sub Goal 2 – 20%

3. Sub Goal 3 – 10%

IV. Learning & Growth – a%

1. Sub Goal 1 – 55%

2. Sub Goal 2 – 45%

Key Result Areas (KRAs)


x + y + z + a = 100%. All KRA’s add up to 100%

Sub goals also add up to100%

Note: Weightage as above of x, y, z, a etc. will be as agreed by you & your supervisor in the Goal Setting process.

▪ Key Result Areas (KRAs) : Goals Sheets list down the Key Result Areas. For the organization this is broadly under 4 categories

I. Finance – x%

II. Customer – y%

III. Internal Process – z%

IV. Learning & Growth – a%

▪ Under each of the above 4 KRA’s – there are pre-decided KPI’s, each of which carry a Weightage decided by the Department/Supervisor.

I. Finance – x%

1. Sub Goal 1 – 70%

2. Sub Goal 2 – 20%

3. Sub Goal 3 – 10%

II. Customer – y%

1. Sub Goal 1 – 55%

2. Sub Goal 2 – 45%

KRA - Key Result Area(Agreed and Finalized)

KRA Weight(Agreed and Finalized)

Goal / KPI Objective – Key Performance Indicator

(Example given below. The KPI for each role has to be finalized by the

department)

KPI Weight (Example given below. The KPI weight for each role has to be finalized by the

department)

Key Measures Against Deliverables (Parameters and goals that need to be used to

measure the success of achievement)

Finance 40%

KPI 1 30%

Aligned with supervisors goal sheetKPI 2 30%

KPI 3 20%

KPI 4 20%

Customer 20%

KPI 1 50%


KPI 3 25%

Internal Process 35%

KPI 1 30%


KPI 3 40%

Learning & Growth 5%

KPI 165%

Aligned with supervisors goal sheet

KPI 235%

Example: Goal Sheet for Support

Thank You


Performance Management Training 2014-2015

Documents

Transcript of Performance Management Training 2014-2015