Appraisal Guide

ANNUAL PERFORMANCE REVIEW
FY 2014 - 15
Appraisal Guide
The appraisal guide is intended for Supervisors / Managers / Group Heads who would be assessing employees reporting to them.
The purpose of this guide is to
Act as an aid for supervisors
Bring about objectivity in the assessment
Provide a uniform platform for assessment across Groups
The guide consists of three parts as under:
1. Attribute definitions
This part gives definitions of all attributes listed under "Work Performance" and "Personal Competencies" in the appraisal form and
their applicability to various grades. It is important to go through these definitions, as these will bring about some common
understanding of the attributes.
2. Rating Scale - Descriptions
For G1 – G4: A three-point rating scale (A,B,C) is to be used to arrive at the ratings to be granted against each individual attribute.
This part describes each of the three ratings, once again to provide a common understanding of the rating scale.
For G5 – G8: A five-point rating scale (5,4,3,2,1) is to be used to arrive at the ratings to be granted against each competency. This
part describes each of the five ratings and indicates the rating that could be awarded for a particular level of display of personal
competency.
3. Guidelines for avoiding appraisal errors
This part relates to the common errors during assessments and is advised to be taken cognizance of before starting the
assessments.
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ANNUAL PERFORMANCE REVIEW
FY 2014 - 15
Attribute Matrix
Applicability >>>
Work Performance
Parameters / KPIs
(Weightage 70%)
G1 - G4
G5 - G8
Sr.
No.
Attributes
Delivery
Sales
Support
1
Target Achievement
-
Yes
-
2
Operational Efficiency
Yes
-
Yes
3
Account Management
-
Yes
-
4
Process Adherence
Yes
Yes
Yes
5
Domain Knowledge/Technical
/Functional Expertise
Yes
-
Yes
6
Customer Management
Yes
-
7
Effective project / program
management / delivery
-
Sr.
No.
Attributes
1
Delivery
Sales
Support
KPI*
KPI*
KPI*
Yes
Yes
Yes
Yes
-
-
Yes
Yes
Yes
Delivery
Sales
Support
Delivery
Sales
Support
Communication &
Presentation Skills
Yes
Yes
Yes
-
-
-
2
Negotiation Skills
-
Yes
-
-
-
-
Personal
Competencies
3
Team Working & Collaboration
Yes
Yes
Yes
-
-
-
(Weightage 30%)
4
Adaptability & Flexibility
Yes
-
Yes
-
-
-
5
Achievement Orientation
-
-
-
Yes
Yes
Yes
6
Collaboration
-
-
-
Yes
Yes
Yes
7
Organizational Capability
-
-
-
Yes
Yes
Yes
* For Delivery team Product, ADMS, IMS, Testing the KPIs will be pre-populated
* For Sales Pre Sales & Support teams, employees will have to add the KPIs
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ANNUAL PERFORMANCE REVIEW
FY 2014 - 15
Attribute Definitions
Work Performance Parameters
Sr.
No.
1
2
3
4
Parameters
Definition
Indicators (to assess the appraise on the parameters set)
Focuses on the result and
strives to deliver the desired
outcome
% Targets achieved against the set target
Customer / Product line profitability
LOB wise numbers achieved
Urge for working well & striving
for achievement of the pre
decided objectives within
stipulated time frame & as per
the expected quality standards
Is clear about the objective to be attained and develops operational
work plans to get the work done most effectively
Manages time well in order to complete allocated tasks on time and
with high quality
Works around typical problems and obstacles to get results
Account
Management
Build & manage relationships
with clients with positive will and
inclination
Identifying client needs / expectations and providing them opportunities
to describe their needs
Ensuring delivery to all the key accounts handled
Ensuring repeat business
Process
Adherence
Establish processes & make
sure it is adhered to in order to
ensure the quality of delivery
Target
Achievement
Operational
Efficiency
Complies with required process guidelines and quality standards
Works to continuously improve work processes and outputs
Consistently provides solutions to project/customer requirements by
use of data, metrics, explicit processes and continuous improvement
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Work Performance Parameters
Sr.
No.
5
6
7
Parameters
Domain
Knowledge /
Technical /
Functional
Expertise
Customer
Management
Effective project
/ program
management /
delivery
Definition
Depth of knowledge in a
particular area with regards to
fundamentals, practices,
processes, tools and
techniques etc. Applies these
skills, knowledge, techniques
etc for achievement of set
objectives
Demonstrating concern for
satisfying customer needs.
Making customers & their
needs a primary focus of
actions, developing &
sustaining productive customer
relationships
Delivers all projects within
agreed timelines while
maintaining 3i quality standards
Indicators
Demonstrates sufficient knowledge / skills to perform the current role
effectively
Applies rational and analytical methods and works to continuously
generate quality output
Suggests new ways of doing things in respective work area
Takes initiative for self learning through various sources & update
domain knowledge
Seeks to understand customer needs and respond to them with
appropriate solutions
Solves customer problems quickly and effectively
Ensures quality, consistency & continuity of customer service at all
stages of the project & follows through on customer commitments
Project / Program Management / Delivery
Profitability of project / Cost management
Operational efficiency and adherence to process
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FY 2014 - 15
Personal Competencies
Sr.
No.
1
2
3
Parameters
Communication
Skills &
Presentation
Skills
Negotiation
Skills
Team Working
Definition
Clearly communicating
information & ideas through a
variety of media (oral or written)
to individuals or groups. Covers
oral & written communication.
Effectively explores alternatives
and options to reach outcomes
that gain the support and
acceptance of all parties
Create and maintain
interpersonal relations which
foster team work and spirit
towards achievement of results
Indicators
Presents appropriate information in a clear and concise manner, both
orally and in writing
Uses charts, pictures and other formats to make the data more
appealing and create an impact
Effectively prepares and delivers presentations in front of a group
Organizes communication in a logical & sequential manner for better
understanding
Effectively negotiates terms, agreements & understandings with
customers
Effectively negotiates schedules & deliverables with both internal &
external customers
Handles policy or procedural disagreements internally
Negotiates favorable terms with vendors for better profitability of the
organization
Co-operates and interacts well with others to contribute actively
towards projects
Participates willingly in team work & supports team decisions
Works collaboratively as opposed to competitively with others
Acknowledges diverse opinions, addresses relevant concerns and
works towards consensual solutions that enhance the output of the
team
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ANNUAL PERFORMANCE REVIEW
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Personal Competencies
Sr.
No.
4
5
Parameters
Adaptability &
Flexibility
Achievement
Orientation
6
Collaboration
7
Organizational
Capability
Definition
Adjusts or adapts to work
environment as per
organizational/group/department
needs
Working well & striving for
achievement of the pre decided
objectives within stipulated time
frame & as per expected quality
standards
Forging an understanding with
others & carrying others along.
Not about winning alone, but
facilitating organization’s
achievement
Translating the strategy of scale
& reach to reality on the ground.
Creating & enabling structures,
systems, processes & methods
Indicators
Willing to learn new skills required for the role
Demonstrates positive attitude towards changes
Adapts to new roles positively
Interacts positively with team members / seniors / employees / external
entities etc
Is clear about the objectives to be attained
Gives tangible directions to team
Chalks out realistic work schedules & adheres to the same
Takes responsibility for complex issues / problem resolution
Considers impact on the organization & acts accordingly
Forges understanding with others to carry them along
Actively invests in adding value beyond own area
Build structures, systems & processes to support organizational
objectives
Set personal example in driving quality
Focuses on productivity as a business lever
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Rating Scale – Descriptions
Note: Kindly adhere to objective rating and avoid relativity.
For G1 – G4:
-
A - Consistently demonstrates exceptional high level of performance throughout the year in all tasks / assignments / projects
assigned
-
B – Meets the desired level of expectations throughout the year in all the tasks / assignments / projects assigned.
-
C - Does not meet the desired level of expectations throughout the year in all the tasks / assignments / projects assigned.
For G5 – G8:
-
Exceptional (5) - Consistently demonstrates exceptional high level of performance throughout the year in all tasks /
assignments / projects assigned.
-
Exceeds Expectations (4) - Consistently demonstrates desired level of expectations throughout the year, while occasionally
exceeding expectations in certain tasks / assignments / projects assigned.
-
Meets Expectations (3) - Meets the desired level of expectations throughout the year in all the tasks / assignments / projects
assigned.
-
Occasionally Meets Expectations (2) – Occasionally does not meet the desired level of expectations for the year in few of
the tasks / assignments / projects assigned.
-
Does Not Meet Expectations (1) - Does not meet the desired level of expectations throughout the year in all the tasks /
assignments / projects assigned.
Grade
Rating Scale
G1 – G4
A, B, C (A being highest)
G5 – G8
5, 4, 3, 2, 1 (5 being highest)
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ANNUAL PERFORMANCE REVIEW
FY 2014 - 15
Guidelines for Avoiding Appraisal Errors
Considering that human beings do the appraisals and not machines, it is difficult to have a perfect Appraisal system. Listed below are
possible errors that take place in any appraisal system. It is important to be aware of these errors so as to be able to avoid them.
1. Halo Effect – This tendency lets the assessment of a single attribute influence the evaluation of the individual on other attributes
too. Carrying out the entire appraisal on one perceived positive quality causes the halo error, thereby giving high rating than
actually desired.
2. Horns Effect – This tendency allows one negative attribute of the appraisee to influence the entire appraisal. This results in an
overall lower rating than may be warranted.
3. Recency Effect - This arises when the rating is influenced more by the most recent behaviour ignoring the commonly
demonstrated behaviours during the entire appraisal period.
4. Spill Over Effect – This refers to allowing past performance influence the evaluation of present performance. A similar error
could also happen when the appraiser recalls only the times when things went wrong, when the appraisee did not perform well.
This happens because of a biased sampling of events related to appraisee's performance.
5. Central tendency Effect – This is the most common error that occurs when an appraiser assigns the middle range scores to the
individuals. Extremely high or extremely low ratings are avoided. This error is caused mainly due to lack of information about the
appraisee and his/her behaviour.
6. Skewed Error – Skewed error is a condition when the appraiser gives very high ratings on all aspects irrespective of the actual
performance. This is an example of positive skewness. Similarly, when all the ratings are on the lower side, we call it a negative
skewed error.
7. "Similar to me" Effect – This arises when the appraisers are unable to make objective judgments entirely independent of their
own values and prejudices. It is where a similarity in attitudes, preferences, or background between the appraiser and appraisee
influences the ratings. This is based on the human tendency - we are inclined to like people we see as similar to ourselves.
In any appraisal these errors may either operate in isolation or in combination thereby affecting the credibility of the system. We
should endeavor to minimize possible errors by being conscious of them and being watchful that such errors do not creep in.
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