Annual Performance Management Process - Overview for Employees

Copyright © 2008 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

Annual Performance Management Process: Overview for IDC Employees (Solutions and Services Workforces)

2Copyright © 2008 Accenture All Rights Reserved.

The Performance Year began in June

AUG SEP OCT NOV DEC JAN FEB MAR APR MAYJUN JUL

Set Objectives:Set / Review objectives

for the individuals at the beginning of the

performance year

Assess Outcomes (mid year):- Review of objectives- Discussion and documentation of six monthly feedback for employees

Rating/ promotioncommunication to

employees

Assess Outcomes (final):Self Input: March - April

Feedback discussion and documentation: April

Relative Performance Assessment: Laddering

& Moderation (May - mid June)

Performance Year : 01 June to 31 May

ARD: Creation of CDP Midyear review of CDP

Compensation letter release (01

Sep)

Relative Performance Assessment: Laddering

& Moderation (May – mid June)


Objectives of this session

• In this session, we will –

– Discuss the important steps in the Annual process

– Understand expectations from the key players – employees, supervisors and counselors

– Take note of the timelines

– Become aware of the resources and enablers


•Feedback should be documented in ‘Detailed Feedback & Rating’ ONLY. •Ratings against Leadership Contribution Areas and Behavioral Competencies (Performance Factors) will form an important input for relative assessment process

Employee Project Supervisor*

*For employees moderated on GCP, the Final Supervisor/ Final Moderation Rep identified will represent the employee in the final moderation meetings

•Review Self Input, all other feedback documented on myP, connect with previous/ current project supervisors and document preliminary recommendation on myP•Discuss performance feedback with the employee•Represent assignee in GCP final moderations for final rating and promotion recommendations, based on performance and promotion readiness by analyzing information available on myP•Communicate final rating and promotion decision

Counselor

• Provide feedback to the employee, post reviewing the self input

• Post discussion with the Employee, make changes, if any, to the assessment and submit it on myP

• Represent the employee during the laddering and moderation meetings

• Provide input, if any, on counselee’s performance and discuss the feedback with counselee and his/ her supervisor

• Enable counselees develop action plans as per the feedback received as a part of Annual Review Discussion

• Document self input and include when requesting for assessment

• Have a feedback discussion with the Supervisor

• Review feedback received from the Supervisor and discuss changes with him/ her, if any

Who are the key players ?


Step 1:

Employee evaluates his/ her performance and documents self input against the current Performance Year Objectives

6Copyright © 2008 Accenture All Rights Reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

Means of ensuring that employee has a voice in the process

Helps assessor to review employee’s assessment of his/her contribution

Strong foundation for assessor address potential gaps between

his/her and employee’s perception of the employee's performance

•Describe the context

•Use numbers/ percentages

•State impact of results

•Avoid repetition

•Highlight outcome

How to document self input effectively?


How to document self input effectively? Job Aids for documenting self input

Business Operator Poor self input document Appropriate self input document

Meet deliverable requirements or service level metrics

I have been delivering quality deliverables well ahead of the time always even if I had to work on multiple projects at a time and had dependencies on multiple teams.

Coding delivered as per the clients' requirement and adhering to quality standards. a) Slippage not more than 1 per 10 requests handled

95% of the testing is done independently and most of it rectified during peer reviews without any unacceptable delays. Able to perform 97% percent of the test till date

Value Creator Poor self input document Appropriate self input document

Establish self as expert or key contributor

Took initiative to be a subject matter expert for X campaigns and documented the campaign learnings in detail. Independently managed all the communication and process updates with the client.

- Worked as SME for 3 key X segments

- Key contribution for 2 modules

a. Key contribution provided for Scheduling - Custom reports migration. Played important role in resolving scheduler issues and save time by reduction of manual work. Received award points for this effort.

b. Key contribution provided for Y module, to bring the project on track and minimize delay and in the end deliver it with 0 UAT and post-release defects.


People Developer Poor self input document Appropriate self input document

Build skills of team Helped 6 junior team members to build their technical skills as well as guided them to put structured efforts. As 2 junior members started their first project, got opportunity to groom them.

1. Took training sessions for 2 new resources - X and Y. Trained the new Y resources on packages, SQL Server and functional aspects for ABC campaigns.

2. Helped team members (A and B) in optimizing their SQL queries, modifying/designing packages, answering questions from the client/onshore liaison.

3. Help ABC team maintain up to date campaign status.

4. Learnt the process of running ABC campaigns in project and helped team members create a draft version of the run books.

5. Conducted two trainings on Z for the team members to enhance technical skills and smooth running of the project

How to document self input effectively? Job Aids for documenting self input


Step 2:

The Supervisor provides feedback and absolute ratings to the employee for his/ her performance in Performance Year on the three Leadership Contribution Areas and Performance Factors


Understanding Leadership Contribution Areas and Behavioral Competencies (Performance Factors)

Leadership Contribution Areas

•Business Operator•Value Creator•People Developer

Behavioral Competencies (Performance Factors)*Services

•Drives to Add Value

•Organizes and Directs Complex Work Efforts

•Analyzes and Solves Poorly Defined Problems

•Builds and Applies Skills and Capabilities

•Establishes Personal Credibility with Clients and

Others

•Maximizes Team's Performance

•Anticipates and Handles Critical Situations

•Builds and Sustains Client Ownership and

Commitment

•Negotiates Solutions and Resolves Conflicts

•Creates and Seizes Business Opportunities

Solutions

•Organizes and Directs Complex Work Efforts

•Drives for Value Added Results

•Anticipates and Handles Critical Situations

•Builds Technical Capabilities

•Demonstrates Professionalism and Confidence

•Maximizes Team's Performance

•Communicates and Influences Effectively

•Creates and Seizes Business Opportunities

*Vary as per career level


What should you expect from your feedback discussion/ documentation?

Outcomes are assessed in two dimensions: results and behaviors. Your supervisor will document and rate:

• WHAT you have achieved, the results, in the context of the three Leadership Contribution Areas.(LCAs)

• HOW you went about achieving results – Behavioral Competencies - are assessed using Performance

Factors

A detailed performance assessment includes:

Description and contribution within each Leadership Contribution Area – Value Creator, People Developer, and Business Operator

A rating for each of the three LCAs

A rating for each Behavioral Competency (Performance Factor)

Note: The absolute ratings are a key input into the relative assessment during the annual process

Description of strengths and areas for development


What should you expect from your feedback discussion/ documentation?Understanding Rating scale for LCAs

If Rating Definition

You produced results, on multiple occasions that clearly surpassed expectations for this career level and on no occasions did the results clearly fail to meet expectations

Exceeded

Expectations

Delivered results significantly beyond those typical of the career level.

You produced results that sometimes surpassed expectations but generally were in line with expectations for this career level

Met Expectations Delivered results in line with career level and available opportunities

There were one or two occasions when better results could have been achieved with more skills, effort or focus

Partially MetExpectations

Results could have been more substantial, given career level and available opportunities.

There were assignments or tasks that needed to be redone, handed to others or where guidance was repeatedly necessary

Did Not MeetExpectations

Results were deficient or clearly below expectations, given career level and available opportunities.


If Rating Definition

You have been consistently handling situations where most others at your level struggled

Exceeded Expectations

Effectively demonstrated the Factor consistently above and beyond expectations (i.e., all of the time and in all situations)

You effectively handled typical situations when they arose

Met Expectations Effectively demonstrated the Factor in line with expectations (i.e., most of the time and in many situations)

There were some typical situations you could have handled more effectively

Partially Met Expectations

Effectively demonstrated the Factor in some, but not all situations; some improvement is required

You frequently needed help or support with handling situations

Did Not Meet Expectations

Had difficulty demonstrating the Factor; significant improvement required

What should you expect from your feedback?Understanding Rating scale for Behavioral Competencies (Performance Factors)


Step 3:

Supervisor represents the employee in moderations for relative assessment against the peer group


Relative Assessment: Approach to Ratings

In detailed feedback and rating form, reviewer needs to rate results achieved and behavioral competencies (performance factors) against the above rating scale.

Outcome of moderation would be final rating

per the above rating scale

Exceeded expectations

Met expectations

Partially met expectations

Did not meet expectations

No basis

Contribution at the Very Top of Peer Group (5% of peer group)

Contribution Significantly Above Peer Group (25% of peer group)

Contribution Above Peer Group (20% of peer group)

Contribution Consistent with Peer Group (40% of peer group)

Contribution Below Peer Group (10% of peer group)

Requires Improvement (Need basis)

Individual performance is…Employee’s results

(Leadership Contribution Areas) and Behavioral

Competencies (performance factor) ratings

Relative contribution is…Employee’s final rating

based on performance when compared to the

peer group


Relative Assessment: Promotion Criteria

There are broadly the following criteria for assessing promotion readiness for Solutions Workforce employees :

The Promotion Eligibility Guidelines will be made available on IDC Home portal

Services Workforce: All employees in Services Workforce will be promoted through the quarterly Real Time Promotion process based on availability of positions.

Growth plans and business

affordability for the next FY

Time spent at levelConsistent

performance

Potential to perform at the

next level


IDC ModerationIG Moderation DU/DG ModerationProject Laddering

By mid June

Key Steps • Ranking, Ratings &

Promotion

recommendations

made for all

employees

• Ratings &

Promotion finalized

for levels upto TL/

Level D.

• Ratings &

Promotion

recommendations

for AM & M / Levels

C to B.

• Ratings &

Promotion finalized

for levels AM & M/

Levels C to B

• Rating for SM/

Level A

• Ratings finalized for

SM

• Sign off on M to SM

Promotions

• *Review & sign off

on Rating of top

30% M

Relative Assessment process: Key Steps for offshore moderations

May – early June


Relative Assessment process: Key Steps for GCP moderations

Final Sign Off

Offshore IG &

Host country GCP

sponsor sign off

IG Moderation

Project

Calibration/Laddering

• Project ranking,

preliminary ratings

and promotion

recommendations

made for all

employees

• Project Supervisors

to represent the

employee during

the project

calibration /

laddering

• Final ratings & final

promotion

recommendations for

levels upto M / Level

B.

• Final Supervisors to

represent employees

in these sessions.

• Moderator to sign off

on the final rating &

promotion decision

• Final ratings &

promotion decisions

to be reviewed and

signed off by IG HR

& Business SPOC

• The host country

GCP sponsors to

sign off on the GCP

ratings &

promotions for their

respective

geography

• The IDC GCP

sponsor to sign off

on the GCP ratings

& promotions for

their respective

geography

• Ratings & promotion

decisions to be

signed off by the

IDC leadership team

By mid JuneMay – early June


Employees Supervisors Counselors

Complete all Annual Process Trainings to understand process and expectations



•Update supervisor details on AST (by mid March)•Provide self input and request for assessment (by early April)•Meet with counselor to discuss self input and provide context on performance during the year (mid March to early April)

Encourage your team members to document self input (mid March to early April)

Meet with counselee to obtain necessary context on performance during the year (mid March to early April)

Meet with supervisor to discuss performance assessment

Ensure that supervisor receives feedback for all work done including additional contributions and make all necessary information available to supervisor to enable him/ her to represent you in laddering and moderations

(April)

•Supervisor to review Self Input, all other feedback documented on myP, connect with previous/ project supervisors and document feedback for entire performance year in detailed feedback and rating form.•Additional feedback provider to document assessment in general feedback form•Meet with employee for feedback discussion

(April)

Provide general feedback to the Counselee on his responsibilities under the Career Counseling framework

(April)

Responsibilities and Next Steps


Responsibilities and Next Steps

Employees Supervisors Counselors

Participate in laddering and moderation discussions

(May to mid June)

Provide inputs and additional context to the supervisors, if any, prior to moderations

Participate in rating and promotion communication discussion

(August end)

Anchor rating and promotion communication discussion

(August end)

Participate in rating and promotion communication discussion

(August end)

Meet with counselor for ARD and document CDP (Sep-Oct)

Meet with counselees for ARD and document CDP (Sep – Oct)


What resources will enable you?

Source Information

myPerformance tool (click here to access)

myPerformance website from where you can access and review objectives, review self input, and document feedback. Tool Support - In case of any technical issues faced with the tool, call to be logged with CIO support via BizInquiry

Assess Outcomes Training is available on myLearning:

A self-paced, computer-based training to teach you how to initiate a request for an assessment, effectively document self input on results, and describe and document performance.

Query Resolution (myRequests)If you have questions about the Performance Management process, please reach out to Employee Connect Services team - by dialing 2222 or logging a request on myRequests

Tips for Creating Self Input Refer to useful tips for Documenting and Reviewing Self Input Results

Tips for Providing Feedback A variety of help content is available to assist you in documenting feedback

Job Aid - Self Input and Request Feedback


Are you familiar with myPerformance?

Click How to Create Self Input for step-by-step system instructions

Click How to Request Feedback for step-by-step system instructions

Click How to Provide Feedback for step-by-step system instructions

You need to access and review objectives, review self input, and document feedback on https://myperformance.accenture.com

Annual Performance Management Process - Overview for Employees

Documents

high performance

annual process

leadership

promotion

promotion

key contribution

understanding

partially