H2/Annual Review 2019 - i N I I T i a n . c o m H2... · function/ business, depending upon your...

CONFIDENTIAL | NIIT LIMITED | FOR INTERNAL CIRCULATION ONLY | FY 2019-20

THE NEXT WOW

H2/Annual Review 2019

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Managing your Team

Performance through AGILER


The Performance Management Model at NIIT

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Initiatives

Continuous Performance Conversation

Pre-populated performance data

through Aggregator

Biannual Review with

BSC score

Potential Assessment – 9 Box grid

for CLC & Plan S


Key steps in Performance Management

1.Goal Setting: BSC

2.Quarterly Performance Conversation (QPC)

3.AGILER H1 review

4.AGILER H2/Annual Review

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July Oct

Jan

May

QPC Q1 H1 Review

QPC Q3

H2 Review


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AGILER H2/ANNUAL

REVIEW 2019


Content

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• AGILER H2/Annual Review• Objectives

• Process

• How to fill up the review form

• Understanding score

• Important Timelines

• DO’s and DON’Ts of Review


Objectives of AGILER H2/Annual Review

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Final assessment of H2

parameters with actual

achievement data

H2 & Annual BSC

achievement score

Performance

ConversationCareer discussion &

Training Plan

TIME FOR PERFORMANCE ASSESSMENT

iNIITian Human Resources Performance Management AGILER


Eligibility

• Regular NIITians who have joined till 31st Dec 2018

• Excluding NIITians who have resigned on or before 31st March 2018

• H1 is mandatory for NIITian who have joined on or before 30th June 2018

• For NIITians who have joined between 1st July 2018 to 31st Dec 2018, they are not required to fill H1 review form.

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AGILER REVIEW STRUCTURE

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H1 Standalone

Review

H1 BSC Score

H2/Annual Review

H2 BSC Score

Annual BSC Score

Everyone will have Annual BSC Score as required for CRP

In Oct

In May

Quarterly Performance Conversation

Q1 & Q3


Case – BSC View

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BSC

H1 H2 Annual

measure UOM Periodicity Target Wtg Target Wtg Target Wtg

Revenue Mn Biannual 80 13% 110 17% 190 30%

EBITDA Mn Biannual 26 16% 38 24% 64 40%

ESS Score Annual 82 5% 82 5%

Project % Biannual 30 7.5% 70 17.5% 100 25%

36% 64% 100%

• Revenue & EBITDA are aligned to both H1 & H2; Annual weightages are getting proportionately split between H1 & H2 basis the target.

• ESS is in H2; hence weightage remains the same like annual• Annual 100% weightage is aligned to 36% weightage for H1 & 64% for H2


Review View – H1

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BSC H1 Review (Oct)H1 H1

Parameter UOM Periodicity Target Wtg Actual Ach% BSC ScoreRevenue Mn Biannual 80 13% 75 93.8% 12%EBITDA Mn Biannual 26 16% 19 73.1% 12%ESS Score AnnualProject % Biannual 30 7.5% 0 0.0% 0%

36% 24%65%

• BSC Score = 24% out of 36%• Achievement for H1 – 65%


Review View – H2/Annual

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• BSC Score = 60.8% out of 64%• Achievement for H2 – 96%

• Annual Achievement – 84.5%

H1 Actual achievement data will get pre-populated in H2/Annual Review form

BSC H2 Review (April)H2 Annual H2 Annual

Parameter UOM Periodicity Target Wtg Target Wtg Actual Ach%Wtd

Ach% Actual Ach%BSC

ScoreRevenue Mn Biannual 110 17.4% 190 30% 105 95.5% 16.58% 180 94.7% 28.4%EBITDA Mn Biannual 38 23.8% 64 40% 35 92.1% 21.88% 54 84.4% 33.8%ESS Score Annual 82 5.0% 82 5% 80 97.6% 4.88% 80 97.6% 4.88%Project % Biannual 70 17.5% 100 25% 70 100.0% 17.50% 70 70.0% 17.5%

64% 100% 60.8%Achievement % 96% 84.5%


What’s New?

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Potential Assessment for Plan S + CLC only

Pre-populated achievement data in review form for identified set of people

MES, H1 Review, QPC Q1 & Q3 Link available to both

reviewee & reviewer.

e-file link available to reviewer only in H1 review

form

Introduction of new section called Looking Ahead which

includes – Desired Career Option & Training Plan

H1 Achv Auto-populated;

Enter H2 actual achievement;

Annual will get auto-computed in most of the

cases


Ensuring Reviews by the Right Manager

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Term Definition

Reviewee Reviewee/NIITian to be appraised

First level Reviewer 1st Level Reviewer with whom the reviewee has spent the maximum time during the review period

Another First Level Reviewer

If the reviewee has reported to multiple 1st Level Reviewers during the review period, then the reviewer with whom the reviewee has spent the second highest time shall be the ‘Another’ First Level Reviewer.

Matrix level Reviewer Is the Matrix 1st Level Reviewer. (S)he will share qualitative comments about the NIITian which will be referred to by the Second Level reviewer and NIITian.

2nd Level Reviewer Is the 1st Level Reviewer of the current Reporting Manager, even if the First Level Reviewer is not the current Reporting Manager.

Note: The current Reporting Manager shall definitely be either First Level or Another first level.


Review Form Flow

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Reviewee submits review form

First Level Reviewer

Another First Level

Matrix Level

All Submit

2nd Level Audit HR

NOTE: • In case, if there are more than One BSC blocks, the same needs to be evaluated by the concerned

Reviewer, before the First level submits the form. First Level Reviewer will have an option to forward the BSC block to the concerned Reviewer.

Note :: Both H1 & H2 are subject to audit


Filling up the Review Form

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H2/Annual review form will NOT open until and unless your

BSC FY19 is frozen and H1 review is complete!

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The H2/Annual REVIEW FORM

1. Balanced Score Card [BSC] – (Reviewee to fill, first and second level reviewers to approve)

2. Qualitative Comments1. Reflect Back on the Year (Reviewee to fill)2. Enabling Reporting Manager to Enhance Performance (Reviewee to fill)3. Feedback & Key Messages to Reviewee (1st level Reviewer to fill)4. Assessment & Feedback (another 1st level Reviewer/Matrix level to fill)

3. Looking Ahead1. Desired Career Options (Current Reporting Manager)2. My Training Plan (Reviewee to add Personal Learning & Development Plan)

4. Values and Behavior [V&B] Questions

5. Overall Assessment1. Qualitative Assessment [QA] (Reviewers to fill)2. Final Overall score Calculation [BSC + V&B +QA scores]3. 2nd level Reviewer’s Overall Comment on Reviewee’s performance4. Key Focus Areas of the Reviewee going forward

6. Potential Assessment for plan S and CLC18


BSC Section

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H1 will get pre-populatedAnnual will get auto-computed in most of the cases

NIITians have the option enter comments against each parameter


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V&BOverall

AssessmentBSC

Qualitative Comments

Looking Ahead



Looking Ahead

V&BOverall

AssessmentBSC

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Des

ired

Car

eer

Op

tio

nM

y Tr

ain

ing

Pla

n


Guidelines for planning your Career

• You can choose your career progression in the same or different function/ business, depending upon your knowledge, skill and capability

• The career options will be defined based on the following structure: IBU, Function & Position

• There will always be Individual and Business considerations before finalizing the role changes

• Talent Pipeline is created based on the selection of ‘Desired Career Options’. Talent Pipeline facilitates HR in finding the internal talent for Internal Job Posting (IJP), succession planning

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My

Tra

inin

g P

lan

Training@NIIT

Personal Learning & Development Plan

ELearning

MOOCs, Webinars

Videos

Training plan for Next Year

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Add PLDP – My Training Plan

24Medium: Massive Open Online Courses (MOOCs), Webinar, Video, Action Projects & Others


Values & Behavior (V&B)

• Five “Values” are identified – which are required in every NIITian. These values drives NIITians to perform in the “NIIT way” and enhances the capability of NIIT to deliver sustainable performance:

1. Organizational Alignment

2. Professionalism

3. Customerism

4. Collaboration

5. Leadership

• These Values are drawn from the NIIT Vision

• For each “Value”, there are associated statements against which the NIITian is assessed

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Defining the five values

• Organizational Alignment : This expects all to demonstrate alignment to organizational values as stated in the Vision document – NIIT is people, NIIT is quality & value, and NIIT is a mission

• Professionalism : This helps to evaluate the basic professional values & behavior that is expected in the way we work and of being a dependable professional

• Customerism: This refers to the customer focus of the individual – ability to understand requirements, having the positive attitude to deliver the best, initiatives taken to provide quality and value to customers

• Collaboration: This refers to how an individual functions and contributes as a team player

• Leadership: Leadership is expected in every individual in every role. It is an attitude of ‘taking the lead’ in all situations and propelling self, team and organizational growth

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Looking Ahead

Overall Assessment

V&BBSC

1 – Never Observed, 2 – Occasionally

Observed,3 – Frequently

Observed, 4 – Almost Always

Observed.


Qualitative Assessment

• A 10-point scale assessment to be done by the Reviewer

• The purpose is to take care of circumstances which do not get captured in the objective evaluation

• Through QA, you will typically assesses factors such as:

• Recognizing the possibility of exceptional contribution, unanticipated situations, additional assignments, acts of nature and other similar developments

• Personal contribution on the BSC achievement in the parameters which are related to team goals

• Quantum of effort put in to achieve the targets

• Ability to go beyond the call of duty and to overcome unforeseen exigencies etc.

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Overall Assessments – Reviewer Comments

Key Focus Areas Going forward

• The CURRENT Reporting Manager needs to mention a summary of the key focus areas for the Reviewee for the year

ahead

• Understandably, keep in mind the BSC parameters for the year ahead

• The message should be encouraging and forward looking so as to enhance Reviewee’s performance in the year ahead

2nd level Reviewers Overall Comments

• Do not write comments that you cannot support with data

• While providing comments on the overall performance of the Reviewee, consciously take guard against the possible biases

and errors. Also provide feedback which will enhance Reviewee’s performance going forward

• It is highly recommended that you have a face to face or at least a Telephonic discussion with the Reviewee

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Looking Ahead

V&BBSC Overall

Assessment


How is Total Score Calculated?

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BSC Score

[80%]

Values & Behavior

Score

[10%]

Qualitative Assessment

[10%]

Overall Total Score

[100%]


Performance Levels

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# Total Score Performance Levels

1 >=100% Extraordinary Performance(EP)

2 85 to <100% Valuable Performance(VP)

3 70 to <85% Average Performance(AP)

4 60 to < 70% Performance Needs Attention(PNA)

5 <60% Unacceptable Performance(UP)

No upper limit to number of NIITians for each Performance Level

For all scores between the threshold of two performance levels (.5 decimal points), rounding off will be applicable and will get reflected in the AGILER Performance Level .

Eg.: 84.7 will Become ‘Valuable Performance’ however, 84.4 will remain ‘Average Performance’


Scenario– What are the Performance Levels?

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Case 1 Case 2

BSC Weightage Goal Achievement Score BSC Weightage Goal Achievement Score

KPA1 40 100 96% 38.4 KPA1 40 100 94% 37.6

KPA2 30 100 120%36

KPA2 30 100 98%29.4

KPA3 15 100 98%14.7

KPA3 15 100 80%12

KPA4 15 100 90%13.5

KPA4 15 100 82%12.3

BSC Score 103 BSC Score 91

Weighted BSC Score 82 Weighted BSC Score 73

Weighted V&B Score 9.1 Weighted V&B Score 9.3

QA Score 9 QA Score 8

Overall Rating 100.2 Overall Rating 90.3

Case 3 Case 4


KPA1 40 100 90% 36 KPA1 40 100 70% 28

KPA2 30 100 78%23.4

KPA2 30 100 73%21.9

KPA3 15 100 80%12

KPA3 15 100 72%10.8

KPA4 15 100 85%12.75

KPA4 15 100 65%9.75







Scenario– What are the Performance Levels?

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Case 1 Case 2


KPA1 40 100 96% 38.4 KPA1 40 100 94% 37.6

KPA2 30 100 120%36

KPA2 30 100 98%29.4

KPA3 15 100 98%14.7

KPA3 15 100 80%12

KPA4 15 100 90%13.5

KPA4 15 100 82%12.3






Case 3 Case 4


KPA1 40 100 90% 36 KPA1 40 100 70% 28

KPA2 30 100 78%23.4

KPA2 30 100 73%21.9

KPA3 15 100 80%12

KPA3 15 100 72%10.8

KPA4 15 100 85%12.75

KPA4 15 100 65%9.75







Understanding Performance Levels

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Case 5 Case 6


KPA1 40 100 120% 48 KPA1 40 100 120% 48

KPA2 30 100 108%32.4

KPA2 30 100 108%32.4

KPA3 15 100 65%9.75

KPA3 15 100 140%21

KPA4 15 100 100%15

KPA4 15 100 100%15






In addition to the Overall score being >= 100, following two conditions also have to be met for performance to be rated as Extra Ordinary:

• All four KPA Scores to be least 70% of Target • Minimum V&B score of 5


Introducing Potential Assessment

• Introducing – Potential Assessment based on 9 key leadership

• Benefits - Enable succession planning, training needs identification, mobility & talent bank

• Visible to Reviewee after the form is the review process is completed and Performance level is released to reviewee.

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• Coverage :: Plan S + CLC

• Potential assessment by both first level and second level on HML scale. (High=3),(Medium=2), (Low=1) scale on 9 traits

• Potential Score range basis total scores : H=27-23, M = 22-16, L= 9 to 15

Introducing Potential Assessment

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Improve in current role or reassign

Improve in current role

Under performance Improve in current roleCapped out

(high performer, no more room to grow)

PO

TEN

TIA

L

PERFORMANCE

Need Development Meet Expectations Exceed Expectations

High

Growth

Limited

Prepare for future role/ Talent Pool

Potential & Performance Grid• Basis performance & potential

rating, NIITian will be mapped to appropriate box.

• Potential Rating by manager on HML (H=3,M=2,L=1) on each trait.

• Performance Rating derived from PACE score (EP=3, VP=2, AP, PNA & UP =1)

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Outcomes of Performance Levels

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# Overall Score Levels Consequence

1 60 to < 70% Performance Needs Attention (PNA) Mandatory PIP

2 <60% Unacceptable Performance (UP) Out counseling


Performance Improvement Plan (PIP)

• Mandatory PIP for NIITians with Performance Level - Performance Needs Attention

• PIP to be created during H2/Annual review with specific deliverables and timelines

• PIP form available to 2nd level Reviewer for reference & editing, where required

• PIP will be effective from date of Performance Level Communication

• Min. & Max. duration of PIP is 60 and 120 days respectively.

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Under no circumstances, should the 1st

Level Reviewer submit the H2/Annual Review form of the Reviewee

without having a discussion with the Reviewee

It is mandatory for a reviewer to select how (face-to-face or telephonic) and when the review is done.

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Implications

AGILER H2/Annual Review 2019 will NOT be deemed complete till BSC FY20 is

frozen!42


Ensuring Effective Reviews

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Before the Review

• Collect the data and analyze the results.

• Refer to your QPC Q1 & Q3 and H1 review form

• Check if your performance is on track.

• Ensure that you make a list of events that influenced your

performance.

• Be prepared to provide some ideas on how to improve your results.

• Determine your strengths and areas of improvement.44


Do’s and Don’ts for your Review discussion

• Listen actively

• Don’t get emotional

• Don’t get defensive

• OWN your performance & Don’t externalize

• Accept your Reviewer’s inputs

• Put your points across

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Possible Biases of Reviewers

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Similar to me – one tends to emphasize more with like-minded /similar personalities and hence becomes biased

Positive leniency - want to give everyone high scores

Negative leniency - want to give everyone low scores

Central tendency (forced bell curve) - expecting that in any group there will necessarily be some poor performers and some great performers


Possible Biases of Reviewers

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Halo effect: the NIITian is a "saint" so must have high scores

Horn effect: the NIITian is a “devil” so must have low scores

Recency effect: over - emphasis on recent performance & events

Stereotyping: Things may not have happened as it always used to be

Gut Feeling: Don’t be too subjective and base your judgment on your gut feeling


Important Timelines

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Last Date for BSC to be online is 31st

May 2019

Last Date to complete AGILER H2/Annual

review is 20th June 2019

AGILER H2/Annual review will not be deemed complete till BSC FY20 is frozen!


Thank You

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