Annual Performance Appraisal Process FY 18 -19 Principle ...

A n n u a l P e r f o r m a n c e A p p r a i s a l P r o c e s s F Y 1 8 - 1 9

P r i n c i p l e & W o r k f l o w

Understand the importance of annual appraisal process

Build know how on automated Performance Appraisal System

Understand the process of goal setting, self & manager assessment

Goal setting using SMART technique

Identify roles & responsibilities

O b j e c t i v e s

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Plan Performance

(Goal Setting- KPIs/Measures/

Weightage/Targets)

Manage Performance

(Act, Monitor & Coach)

Review Performance

(Appraise, Reward, Grow)

P e r f o r m a n c e M a n a g e m e n t P r o c e s s C y c l e

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K e y S t a k e h o l d e r s a n d R o l e s

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Employee

• Active participation in the Performance Management Process.

• Setting SMART Goals corresponding to functional / organizational goals in discussion with the Appraiser.

• Participate in performance assessment process in discussion/agreement with the appraiser and reviewer

• Adhere to timelines

• Be open and proactive.

Supervisor

• Guide the team member to set SMART goals.

• Provide inputs where ever required.

• Ensure team/individual goals are aligned to the function / organizational goals.

• Communicating & agreeing on the expectations and outcomes.

• 1st level review of goals and outcomes of team members.

• Ensure all the process steps are closed within the set timelines.

Reviewer

• Reviewing the goals and outcomes of the team members.

• Check alignment to functional / organizational goals.

• Ensure that fair and transparent feedback session was conducted by the appraiser with the employee.

• Ensuring that the entire process is in agreement and consensus of the employee , appraiser and self before final sign off.

HR

• Clear communication on the timelines for the process

• Provide formats and process guidelines.

• Set up platforms for employee queries like SPOCs / help lines / HR Business Partners / awareness sessions to ensure addressal of queries

• Perform rating normalization exercise in conjunction with line managers/HODs

• Present analysis and performance assessment to the management.

• Conclude the process by appropriate documentation for annual increment /promotion

A p p r a i s a l P r o c e s s w o r k f l o w

KPI – Key Performance Indicators

Measurement Criteria / Success Criteria – appropriate unit to measure the goals, qualitative or quantitative

Weightage - Relative importance associated to a particular KPI against all others to determine its absolute contribution in the over all achievement

Target – How much needs to be achieved

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G e n e r a l G u i d e l i n e s

• For E1 & all M- Grades:

Fill up your Key performance Indicators (KPI) – Goals / Targets

Get the KPIs approved by your respective Line Manager

Do the self-assessment and submit it to your Line Manager

• For E2, E3 & E4 Grades:

The assessment will be done by your respective Line managers on 9 personal effectiveness attributes.

PMS Login will be available to only those eligible employees (E1 & all M Grade) who joined on or before 30th September 2018.

Login to https://hcft.hcm.em2.oraclecloud.com using your user ID (Emp Code) and password.

Please refer to enclosed PMS user manual to understand the step by step process on the above points.

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G e n e r a l G u i d e l i n e s c o n t i n u e d …

• It is mandatory for all employees to discuss & agree their goals with their respective Line managers and get the same uploaded and approved in e-PMS as per timelines given in the communication.

• It is a mandate for RMs/RGMs ( of support function) to take feedback of respective cinema head for support function staff.

• All Managers are requested to ensure qualitative and comprehensive comments on e-PMS tool wherever required.

• We urge all employees & managers to actively participate in the Annual Appraisal Process.

• It is extremely critical for both employees and managers to stick to the timelines as given in email.

• An employee needs to be active in the system at the time of effecting the revised/incremented salary.

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P r o m o t i o n s G u i d e l i n e s

• Principle of Objectivity

– Reviewer and head of department need to ensure the promotion

recommendation are given on the basis of past performance and

potential evaluation.

• Principle of Growth

– Promotion has to be a clear growth indicator for exceptional

performance and its reward as recognized by the company.

– A promotion should have an employee’s role expanding with greater

responsibility and span of control to ensure there is a clear business

case for the promotion.

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P r o m o t i o n G u i d e l i n e s c o n t i n u e d …

• Employee should not be involved in any proven/ current case / internal investigations for any alleged violation of company’s code of conduct.

• Employee’s manager’s performance rating should be 4 and above.

• Employee can be promoted to the next designation only.

• Promotion in consecutive appraisal cycles are not recommended.

• Maximum no. of promotions recommendation should not exceed 20% of the total employees (who are eligible for increment) in specific department.

• Refer below Table for further details.

**Employee should have got ‘4 & above rating’ in last 2 appraisal cycles.

Note: All promotion recommendation or any exception will be discussed by cross functional committee before final go ahead .

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Current Year Rating

Last Year Rating Eligibility Period (From last date of promotion or DOJ)

4 & above 4 & above 18 Months

3** 4 & above At least completed 2 appraisal cycles

2 & 1 Not Eligible

L I S T O F C R O S S F U N C T I O N A L C O M M I T T E E M E M B E R S

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BUSINESS UNIT/DEPARTMENT COMMITTEE MEMBERS

Business Operations & Support*

CEO, CFO, CHRO Finance, Accounts & Commercial

Legal & Secretarial

MD ED

Projects

CGDO, CHRO Business Development

Design & Renovation

Info Tech/Digital

Chief Business Planning & Strategy, CFO, CHRO

Business Strategy & Programming

Pictures Distribution

* except IT & Digital

Note: above matrix is applicable for employees in Grade 'M' only

• Specific – Your goal should be clear and well defined. S

• Measurable – measurable goals, so that you can track your progress and stay motivated.

M

• Attainable – Your goal also needs to be realistic and attainable to be successful.

A

• Relevant – Ensure that your goal matters to you, and that it also aligns with other relevant goals.

R

• Time Bound – Every goal needs a target date, so that you have a deadline to focus on.

T

M a k e E f f e c t i v e K P I s - S M A R T T e c h n i q u e ( R e f e r S M A R T T e c h n i q u e o f G o a l S e t t i n g )

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P o i n t s t o R e m e m b e r

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KPIs are necessarily similar for same role irrespective of the location. E.g. Cinema Heads across India will have similar KPIs

Ensure you have defined at least 3 KRA/KPIs

Each KPI is assigned a weightage in % which determines the priority and alignment of resources

The weightage to each KPI must be minimum 5% and maximum 40%

The sum total of the weightage for all KPIs for an employee should be 100%

We will use 5 point Rating Scale.

R a t i n g S c a l e

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Rating Contribution Level Descriptive Behaviours

5

Significantly Exceeds Expectations

More than 120%

Achievement of Targets

Constantly exceeds established KPIs with noteworthy

distinction

Achieves incomparable outcomes which have a high

impact on overall performance of the team/organization

4

Exceeds Expectations

101% to 120%

Achievement of Targets

Exceeds established KPIs most of the time.

Consistently completes key outputs required, positively

impacting the overall performance of the team/organization

3

Meets Expectations

81% to 100%

Achievement of Targets

Delivers on all expected standards of performance

Is able to achieve the outputs required from the job

assigned, delivering the team performance

2

Occasionally Meets Expectations

50% to 80%

Achievement of Targets

Meets partial standards of performance

Scope for improvement in several output areas

1

Does Not Meet Expectations

Less than 50%

Achievement of Targets

Meets minimal standards of performance

Does not meet expected threshold level of performance

Please note: Achievement targets % in different rating scale may vary for different roles.

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Thank You