Performance assessment & Career enhancement

Performance assessment & Career enhancement
PACE 2014 Performance assessment & Career enhancement Reviewer Training 9/18/2018

The Journey Moved from Forced Ranking to Absolute Performance;
PACE 2012 Moved from Forced Ranking to Absolute Performance; Feature to Upgrade Performance Level, approved IBU discretion ; Introduced V&B Evaluation; Formalized PIP; PACE Screening : BSC : 90 / V&B : 10 #s : 2489 Performance distribution: EP - 23%, VP – 50%, AP – 20%, PNA & UP - 7% -Innovations on Comp & Ben Policy -Exposed organizational weakness on Goal Setting PACE 2013 Introduced qualitative assessment to bring in science to Performance Level Upgrade; Reset rules for Achievement Upsides; 2nd level Approved Achievement; Introduced Career Options; Ease of User Interface; Introduced consequence Management BSC : 80; QA : 10; V&B : 10; Trouble shooting – Rounded off Scores & introduced moderation subject to a quota #s : 2339 EP - 8%, VP – 62%, AP – 25%, PNA & UP - 5% -Strong feedback from DIRECT roles on inability to score an EP despite 100 on BSC; -Need for reporting managers to downgrade performance as well; -Continued focus on Quality of Goal Setting; PACE Kaizen committee formed

However, we will address over-riding
PACE 2014 No Major change in the process since NIITians need to get totally acclimatized. There is a need to build consistency & acceptability in our annual appraisal process. However, we will address over-riding ‘Voice on the floor’ 9/18/2018

Agenda Performance Assessment at NIIT PACE 2014 PACE Process
New Features How to fill up PACE form Understanding PACE Score Important Timelines DO’s and DON’Ts of PACE BSC 2015 – Some Guidelines Q&A 9/18/2018

Performance assessment @ NIIT
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Performance Assessment @ NIIT
Half-Yearly Review in Oct-Nov [HYR&CARD] Annual Review in Apr-May [PACE] TIMED Milestones Comprehensive Performance Review @ PACE Quick Performance Review @ HYR & CARD 9/18/2018

Fostering Career Building
CARD PACE 70 : 30 ::Career Discussion : Performance Review 70 : 30 :: Performance Review : Career Discussion Quick Performance Review Based on BSC ….half year status Focus Areas for Rest of the Year Refer & discuss IEF Career Aspirations Provision for Recommending Role Change in Apr-May Next Year Leading To Role Change Recommendation for next FY if any Individual Development Plan for Role Change Cases Performance Improvement Plan Performance Assessment based on BSC , Rating on Values & Behavior at work & Qualitative Assessment of Performance Discuss & propose Desired Career Options Refer to: Role Competencies Career HYR/CARD for Career development inputs Leading To Individual Development Plan Performance Improvement Plan eCRP – Comp/Role/Desig changes if any This slide details the differences and focus areas of CARD and PACE respectively and the outcome of each of the processes. Another point to note is that in CARD a Reviewer should ideally spend 70% time on career discussion and 30% on performance assessment. And in PACE a Reviewer should spend 70% time on performance assessment and 30% on career discussion.

PACE Process 9/18/2018

PACE Process Flow Yes No Yes Start Stop
Reviewee fills form and submits to 1st Level Reviewer Face-to face /telephonic discussion with 1st Level Reviewer 1st Level Reviewer fills & submits Start To Another First Level Reviewer &/or Matrix Level Reviewer (if applicable) AFLR &/or MLR complete relevant sections in the form PACE form reaches the 2nd Level Reviewer 2nd Level Reviewer fills up the relevant section Yes Change in Data Reviewee will have an option to escalate (in case of any concern) after completion of the PACE process Trigger to first level – TAT of 3 calendar days in case of concern / further change No Speaker Notes: Highlight the following points in PACE Review process. In addition to validating the reviewee’s BSC scores, 1st Level Reviewers will also discuss reviewee’s V&B scores in the face to face meeting. In case the Reviewee has reported into more than Manager in the performance year, the 1st Level Reviewer will forward the form to the Another first level, and then the 2nd level reviewer for his/her comments. V&B scores and Approved Achievement given by 1st Level Reviewer in the PACE form will be replicated in the ‘2nd Level Reviewer’s assessment’ section. However, 2nd Level Reviewers will be able to edit both. Thus, changes made by a 2nd Level Reviewer will change the final PACE score of the Reviewee. Instances of disagreements on PACE scores after assessment may be escalated to HR by the Reviewee. Submit to HR Yes 1st Level Reviewer communicates PACE Level to Reviewee Post HR Screening , PACE form is released to 1st Level Reviewer Stop

NIITian submits PACE form
PACE FORM FLOW NIITian submits PACE form First Level Reviewer Another First Level Matrix Level All Submit 2nd Level NOTE: In case, there are more than One BSC blocks, the same need to be evaluated by the concerned Reviewer, before the First level submits the form 9/18/2018

How is PACE score calculated?
BSC Achievement Values & Behavior Score Qualitative Assessment Overall PACE Score 80% 10% 100% 9/18/2018

PACE Performance Levels
# PACE Score Performance Levels 1 >=100% Extraordinary Performance 2 85 to <100% Valuable Performance 3 70 to <85% Average Performance 4 60 to < 70% Performance Needs Attention 5 <60% Unacceptable Performance No upper limit to number of NIITians for each Performance Level For all PACE scores between the threshold of two performance levels (.5 decimal points), rounding will be applicable and will get reflected in the PACE Performance Level . Eg.: 84.7 will Become ‘Valuable Performance’ however, 84.4 will remain ‘Average Performance’ 9/18/2018

PACE 2014 – IMP features 9/18/2018

IMPORTANT Features of PACE 2014
Ensuring Reviews by the Right Manager BSC Section 2nd Level Reviewer can change approved achievement Upside in Achievement Upload Internal Tracker Introduction of Qualitative Assessment (QA) BSC:V&B:QA = 80:10:10 Guidelines to issuing Performance Improvement Plan Linking IDP to Leadership Competencies as well as Business Needs Friendly User Interface 9/18/2018

Ensuring Reviews by the Right Manager
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. Note: The Current supervisor shall definitely be either First Level or Another first level. 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 supervisor, even if the First Level Reviewer is not the current supervisor. HR The HR Representative 9/18/2018

IMPORTANT Change in the LOGIC in PACE 2014
If the Another First Level is the Current Reporting Manager of the Reviewee based on the ‘Duration’ logic, he/she will be will required to fill certain sections for the Reviewee’s PACE, which are forward looking … Lets us take an example: Reviewee : David Reporting manager 1 :: Ram (1st April’13 – 31st Dec’13) Reporting Manager 2 :: Shyam (1st Jan’14 – 31st Mar’14 , and continuing in FY15) In the above case, during PACE 2014 evaluation, Ram will be the First Level Reviewer and Shyam will be the Another First Level Reviewer as per the ‘duration’ logic. However, since Shyam is the current Reporting manager, all forward looking attributes of David will be filled by Shyam viz.: Desired Career Options Individual Development Plan (IDP) NOTE :: The Current Reporting manager is the Manager of the Reviewee as on 31st March’14 9/18/2018

A 2nd look at achievement data !
2nd Level Reviewer will have an option to change the approved achievement data Lead time of 3 calendar days for the 1st level reviewer to get back to 2nd level reviewer incase of disagreement A prompt to upload internal tracker in case the data source is ‘Internal tracker’ Option to upload documents otherwise as well Upside in the achievement of the following parameters / KPAs: KPA Upside Details Finance At Parameter level 150% - OC/OP/GM/EBIT/EBITDA & Collections 125% - For Parameters where higher the achievement, the better it is. e.g. Revenue, Order Intake. Customer At KPA Level 110% VC payout for previous year is determined by the VC Policy Only 9/18/2018

Qualitative Assessment
Qualitative Assessment (QA): A 10-point scale assessment to be done by the First level 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. 2nd Level Reviewer also has the option to override the QA Score; in such a case, appropriate intimation is sent to the 1st level Reviewer 9/18/2018

Performance Improvement Plan (Pip)
Mandatory Performance Improvement Plan(PIP) for NIITians with Performance Levels Performance Needs Attention Unacceptable Performance (if appropriate) PIP to be created during PACE with specific deliverables and timelines PIP form available to 2nd level Reviewer for reference & editing, where required PIP Effective Date :: Date of Performance Level Communication 9/18/2018

FRIENDLY User Interface
Different tabs for different sections No restriction on the sequence of data to be filled in Specific disclaimers / instructions for each section Highlighted sections / Prompt for missing information No need to scroll through the entire form to go to a specific section 9/18/2018

Filling up the pace form
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The PACE FORM – 2014 Balanced Score Card (BSC) Qualitative Comments
Reflect Back on the Year (Reviewee to fill) Enabling Supervisor to Enhance Performance (Reviewee to fill) Feedback & Key Messages to Reviewee (1st level Reviewer to fill) Assessment & Feedback (another 1st level/Matrix level to fill) Desired Career Options Individual Development Plan (IDP) & IEF Values and Behavior (V&B) Questions Qualitative Assessment (QA) Overall Assessment Final PACE score Calculation (BSC + V&B +QA scores) 2nd level Reviewer’s Overall Comment on Reviewee’s performance Key Focus Areas of the Reviewee going forward 9/18/2018

C Y U EP %age (performance level distribution) in PACE 2012 and PACE 2013 If PACE score is 69.7 , what would be the Performance Level ? If 2nd level changes ‘Approved Achievement’ and submits to HR, the PACE form is available to the 1st level to seeking clarifications, etc. for ………… calendar days. Arjun Reported to ‘A’ for the first 8 month of FY14 and ‘B’ for the last 4 months; Who is the First level Reviewer, Another First Level Reviewer, Current Reporting Manager during PACE. Also, highlight other critical implications as regards filling the PACE form Types of Upsides in Finance KPA ? Provide some examples …. 9/18/2018

Balanced Score card 9/18/2018

Desired Career Options
BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment BSC: Guiding principles: PACE form will show Reviewee’s BSC as created during the year Two or more BSCs would be created in case of a role change. The same will be displayed in the PACE form The parameters and targets are auto populated and are not editable In cases where threshold has not been defined (mainly for Plan P & Q), the following thresholds will be used to auto calculate the achievement % For Parameters where target is ‘Zero’ – threshold will be 10 Parameters with ‘Date’ as UoM – Editable, with upside upto 110% Reviewee fills up actual achievement against each parameter. Please note that achievement data is subject to validation and audit PACE will not be active for NIITians whose BSCs are not online 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment BSC: Rules of Assessment: Lead Indicators reflect Reviewee’s efforts (Internal Process and Learning & Growth KPA’s) which supports him/her in achieving Lag indicators that reflect outcome/performance (Finance & Customer KPA’s) While approving the Reviewee’s achievement, keep in mind the following: For parameters of non-conformance, targets reflect Maximum Acceptable Levels  Performance cannot be more than 100% For example – Unplanned leave in MS-LSE, Defects, Audit NCs, Errors, Customer Complaints, Student Absenteeism, Slippage, Leakage, C/w Gap For parameters that have a Maximum level, and target is less than Max level  Performance cannot be more than 100% For example - Feedback goal for TY is 4.5/5. If actual is 4.6, then achievement is 100% Representation of numeric data for actual achievement should be strictly as per the Unit of Measurement (UoM) defined in BSC For example, if the UoM is in INR K, the actual data should not be an absolute number or in USD K. If the source of data is an Internal Tracker, make sure that the Reviewee has the approved tracker uploaded with the PACE form for reference. It is an auditable document 9/18/2018

Qualitative Comments 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment Provide Feedback and Key messages 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment Provide Feedback and Key messages - Guidelines Achievements Capture the moments where the Reviewee’s achievement made a mark Strengths Reflect on the behavioral aspects of the Reviewee, which enables him/her to perform efficiently at work Development Areas Mention areas where the Reviewee needs to improve upon in order to enhance his/her performance 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment Things to watch out for: Section Achievements Reviewee has executed responsibilities entrusted on her really well (A very broad statement and leaves a lot of scope for interpretation.) Executed the marketing Campaign in north region during Dec’12, with a growth of 40% on Leads (Be Specific & Clear) Strengths Efforts put in were commendable (ambiguous) He demonstrates a great sense of Accountability & Ownership of tasks allocated (very specific behavioral attribute) Development Areas Customer Focus is low (ambiguous & generic) CSS score is low compared to last year – Need complete focus here, with greater connect with Students. (Be specific & provide data/instances wherever possible) 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment Enabling Supervisor to Enhance your Performance Provide a non-threatening environment, ask for supporting facts and examples if required Accept the feedback and reflect on the same to enable NIITian to perform better in future Do not take the feedback personally. NIITian is merely stating which “Supervisory Style” he/she prefers Do Not Accept a form which has the 2nd section blank…it is not a compliment to you ! 9/18/2018

Career Options 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment Desired Career Options - Guidelines Refer to Career development tools such as Mobility Maps, Tenure Matrix, Job Rotation Framework and Role Competency Lists while validating and discussing Reviewee’s career aspirations Discuss possible career options for the Reviewee with HR and/or with your supervisor or seniors in the team taking in account: Reviewee’s current role and current set of skills and competencies Reasons for wanting to move into the target role Skills and competencies that would be required for the target role Time frame that would be needed to get equipped with the required competencies Gap between current and target role should translate to Reviewee’s IDP in the next sections Speaker Notes: Discussing Career Options with your team member is of utmost importance. Do go through the career aspirations filled by your team member(s) in the PACE Forms before having your Review Discussions. Depending upon the Reviewees Career Aspirations, it is highly recommended for you to refer several tools viz. Mobility Maps, Tenure Matrix, Job Rotation Framework and Role Competency Lists. This will help you choose a desired career path for team member(s) Mobility Maps – describe a typical growth path for some critical roles in each IBU. Tenure Matrix – defines the minimum and maximum tenure of any role in NIIT. This will be used as a reference point for initiating role changes and applying Job Rotation Framework. Job Rotation Framework – refers to the tenure matrix and then advises the NIITian to move to the next role, incase there has been no upgrade in the responsibilities being handled by the NIITian. Role Competency Lists are the desired competency levels for each of the roles at NIIT – mainly focusing on leadership and domain competencies as per the Competency Framework. 9/18/2018

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C Y U Treatment of parameters with ‘Date’ targets ?
If parameters with ‘Zero’ target doesn't have a threshold, what’s the default ‘threshold’ considered for Approved Achievement Calculation ? If the target for ‘Slippage’ parameter is 5% and achievement is 3%. What will be the Approved Achievement %age ? If a Client Feedback parameter has a goal of 4.6/5. And the Actual achievement is 4.95, what will be the approved achievement ? 9/18/2018

Individual Development Plan (IDP)
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BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment IDP – Filling up the relevant sections Type of Intervention: Training On the job Special Project Others (If any training is not available in the drop down, same can be mentioned under ‘others’ option) Action / Training Name: Chose trainings from the drop down (if training is the intervention type) Enter text related to the action (if any other intervention type is selected) Measure of Completion / Expected Outcome: In case of training, it would be ‘clearing the exit test’ (auto populated) In case of other interventions, this column is filled manually by Reviewee and validated by 1st level Reviewer Target Date of Completion of Actions/Training: The expected date of completion Mode: ILT or e-Academy (either a classroom training or an online course on iNIITian) Duration: Will get defined automatically based of ‘Training Name’ & ‘Mode selected 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment IDP – Critical changes this year Defined Minimum Training Days as per DIS :: D : 7 days, I : 2 days, S : 5 days Hence introduced ‘Mode’ & ‘Duration’: ILT or e-Academy training. Understanding the Types of Training Domain trainings: All Technical & Role based/functional training Leadership Trainings: Based on 6 leadership competencies of NIIT. These are trainings that enhance the leadership within an organization Statutory Compliance Trainings: This form of training typically has a legal liability – e.g. “Gender Sensitivity at Workplace” Mandatory Trainings: a must-training, identified by the BU for the pivotal roles. These trainings will come pre-populated in IDP for pivotal role holders. These are the trainings which are identified as critical at PP strategy Generic trainings: Skills required by an individual to enhance his language, knowledge, and personality Speaker Notes:: Pivotal Roles :: Roles identified by the Business as critical for the accomplishment of Business Goals 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment IDP – Some Guiding Principles Training offerings linked to Leadership Competencies have been categorized based on Benefit Plan Domain Specific Trainings have been defined linked to IBU+ Function While approving the Trainings offerings selected by the Reviewee, do ensure the following: Aligned to the Business Needs & Reviewee’s performance/competence in the current role ‘On the Job’/Special project, as types of interventions may be opted in the interest of your function/business & enhancing effectiveness of the Reviewee in the role Option to chose ‘Generic’ trainings for self development IEF Summary & Score Sheet link are available for developmental discussion with the reviewee 9/18/2018

Values & behavior 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment Evolution of V&B 5 “Traits” identified – which are required in every NIITian. These basic traits are the drivers which help NIITians perform in the “NIIT way” and enhance the capability of NIIT to deliver sustainable performance: Organizational Alignment Professionalism Customerism Collaboration Leadership The Traits have been drawn from the NIIT Vision and the Performance Drivers in the erstwhile PPDP process For each “Trait”, there are associated statements against which the NIITian is assessed

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment V&B: Defining the five traits Organizational Alignment : This is the 1st trait which 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 & value to customers Collaboration : This refers to how an individual functions and contributes as a team player Leadership : Leadership is a trait expected in every individual in every role. It is an attitude of ‘taking the lead’ in all situations and propelling self, team & organizational growth

Organizational Alignment
BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment Demonstrates organizational values in internal & external interactions Demonstrates commitment to organizational initiatives Has positive regard for other people at work Organizational Alignment Meets time commitments & if not possible, informs in advance with alternatives Prepares well for assignments / meetings Prioritizes tasks and ensures that the main deliverables are not compromised Professionalism Responds with an ‘it is possible attitude’ to customer requirements and creates ‘Customer Delight’ by own actions Takes up issues on behalf of client within the organization Meets & exceeds customer expectations Customerism Shares knowledge & seeks inputs from others in the team Brings positive energy & enthusiasm to every task Networks with others inside/outside NIIT to gather information, best practices Collaboration Finds innovative ways of achieving results Anticipates potential problems and creates alternatives Seeks opportunities for higher responsibilities Leadership

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment V & B: Evaluation Mechanism & Guidelines Rating on a 4-point scale for each Question: 1= Never observed 2= Occasionally observed 3= Frequently observed 4= Almost always observed Each Question will have equal weightage Have a discussion on the V&B score you have allocated and substantiate with instances, wherever possible; Reviewee does a self evaluation, gives a self rating followed by the 1st level & 2nd level Reviewers’ score V & B score gets finally calculated based of the score given by the 2nd level Reviewer Auto calculation of rating will give a total score on 10 leading to 10% of PACE Please note that 4, the highest rating is “almost” always observed and not “always observed” as there may be slippages as everyone is “human”. Idea also is not to sit with a tracking sheet to monitor. Here is where the reporting manager-team member engagement gets ‘tested’. Scope for leadership to be displayed by the reviewer. Give benefit of doubt wherever possible, with developmental feedback

Overall assessment 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment Qualitative Assessment To be rated on a scale of 10 (as explained earlier) Performance Improvement Plan PIP – If required 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 9/18/2018

BSC - 1 Qualitative Comments Desired Career Options IDP V&B BSC - 2 Overall Assessment 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 9/18/2018

without having a discussion with the Reviewee
Under no circumstances, should the 1st Level Reviewer submit the PACE form of the Reviewee without having a discussion with the Reviewee 9/18/2018

Understanding PACE Score
Valuable Performance Extra Ordinary Performance Average Performance Performance Needs Attention 9/18/2018

Understanding PACE Score
Valuable Performance Valuable Performance In addition to the PACE 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 9/18/2018

Consequences of PACE Performance Levels
# Pace Score Levels Consequence 1 >=100% Extraordinary Performance Appropriate CRP increases and Role change, if applicable 2 85 to <100% Valuable Performance 3 70 to <85% Average Performance 4 60 to < 70% Performance Needs Attention Possible Outcomes :: Mandatory PIP Re-Deployment Lower/No CRP Increases Any other executive management decision 5 <60% Unacceptable Performance 9/18/2018

C Y U What is the Minimum Training Days decided for an ‘Direct’ Role Holder, as per the DIS categorization ? What are the two new columns added in the Individual Development Plan (IDP) this year? What is the description of the scale ‘4’ on the V & B evaluation ? Weighted BSC score : 89, QA : 8, V & B : 4… What will be the PACE Performance Level ? 9/18/2018

IDP – PACE 2014 9/18/2018

IDP Evaluation during PACE 2014
For ALL NIITIans who have IDP Adherance as a BSC Parameter: Nation-wide IDP adherence, as on date is merely ~50% of the NIITians having completed >=75% of their IDP. And, since this is the first year with IDP adherence as a BSC parameter & is an issue of change management, an executive level decision has been taken to award NIITians with a 100% achievement for the parameter. 9/18/2018

Discretionary Performance Level UPGRADE
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PACE Performance Level Upgrade::
DISCRETIONARY UPGRADE of Performance Level PACE Performance Level Upgrade:: For cases of BSC Score >=98%, V&B Rating >=8 & all KPA performance >=70% :: Applicable for upgrades from VP to EP Only. For cases of BSC Score >=83% & <85%, V&B Rating >=8 :: Applicable for upgrades from AP to VP Only. List of such NIITians will be sent to the IBU head to enable him/her to recommend a performance level upgrade as per discretion, subject to a quota defined by the PACE Steering Committee. Workflow enabled from HR Screening team (Biz HR) to the IBU Head. 9/18/2018

Important Timelines of PACE 2014.…
NIITians Upto Plan Q NIITians in Plan R & S [Extended Timelines – to ensure audited data is captured] April 2 - April 21:: Reviewees fill their Forms April 2 – May 22 :: Reviewees fill their Forms By April 30 :: Last date for completion of 1st Level Reviews By May 31 :: Last date for completion of 1st level Reviews By May 7 :: Last date for completion of 2nd Level Reviews By June 10 :: Last date for completion of 2nd Level Reviews Advised to fill up the PACE Form Online in April, if any, except for parameters dependent on Yearly Closing Completion of PACE on time & with rigour is matter of compliance with NIIT’s Performance Management Work Culture. PACE forms will get auto-forwarded to the next level if not completed as per timelines mentioned. Additionally, there may be consequences on performance evaluation & eCRP Timelines. Check out for more details in the PACE 2014 Training & PACE 2014 Handbook. PACE 2014 will be deemed complete only if BSC FY15 is approved and online. 9/18/2018

Consequence Management
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Consequence Management :: PACE 2014
For PACE Reviewees: NIITians who do not submit their own PACE FORMS by published deadline:: Lose the right to do a self-evaluation The form will get Auto-forwarded to the 1st Level Reviewer, and his/her eCRP review will be deferred to October 2014, subject to PACE completion, even if the 1st & 2nd level PACE evaluation has been completed as per deadline. The CRP, however, will be effective July 2014. In the event of non-completion by Sept 30th, the reviewee will not be eligible for eCRP for the review period Speaker Notes :: This is essentially to Performance Culture and Accountability 9/18/2018

Consequence Management Proposal contd.
For PACE Reviewers: 1st level Reviewers who do not complete the PACE evaluation of the forms submitted to them by published deadline, form will be auto-fwd to the 2nd level Reviewer, except in cases where the 2nd level reviewer is one of the Directors. 2nd level Reviewers who do not complete the PACE evaluation of the forms submitted to them by published deadline, PACE evaluation will be deemed completed as per the 1st level reviewer’s evaluation. For cases of non-adherence to timelines, appropriate intimation will be sent to the reviewee. VC/PLI/SI payout for the concerned 1st level reviewer will be deferred to October 2014. In cases, where the self-evaluation has been completed but the 1st & 2nd level evaluation has not been done, the actual achievement and V&B rating entered by the reviewee will be deemed as the approved achievement/rating ; the qualitative assessment (QA) score will be fwd to the Biz HR for completion. PACE for this reviewee will therefore be deemed as completed as per published deadline. However, the final PACE rating will be declared only after internal audit of the actual achievement has been completed 9/18/2018

Escalation Process 1 After the PACE performance level is communicated, the Reviewee is able to view the an Escalation Form link . This will be made available to the Reviewee for next 10 days. 2 If the Reviewee disagrees with the PACE score or has any other concern, Reviewee can escalate to HR by filling the online PACE escalation form 3 Reviewee submits the Escalation form to the HR Representative (system generated mail gets sent to the HR) 4 HR representative will have a discussion with concerned stakeholders & may send the form back to the Reviewee to seek clarification or may close the escalation after offline discussions. The same will be documented in the escalation form 9/18/2018

S.No. PACE Poll Questions
1 Your PACE review was conducted in an undisturbed environment, 2 Your PACE 1st level review was completed either in a face-to-face discussion or over phone 3 Your review discussion was meaningful and objective, supported with relevant facts and figures 4 You have clarity on what you should focus on, or do differently, in order to enhance your performance in the current year 5 Your Individual Development Plan (IDP) as created in PACE will contribute towards your success in the current role and will help you meet your Career Aspirations in the long term 6 The discussion on Values & Behavior (V&B) was interactive & to your satisfaction Rating on a 5-point scale; 1: Disagree, 2: Somewhat Disagree, 3: Neither Agree or Disagree, 4: Somewhat Agree, 5: Strongly Agree Questions focused on assessing the Quality of Review Discussions A trigger to HR if the score in any of the questions or overall average is <=3; appropriate action to be taken 9/18/2018

Intimation to Reviewees whose PACE Form is ‘Forwarded to HR’ but FY15 BSC is not yet online
We are unable to process the completion of your PACE as your FY 15 BSC is not yet approved & online 9/18/2018

C Y U Conditions for Discretionary Performance Level Upgrade ?
If only the Self-evaluation by the Reviewee is complete and 1st & 2nd level Reviewers failed to complete their respective evaluation per the deadlines. How does the BSC score, V & B score, and QA score gets calculated 9/18/2018

Ensuring effective reviews
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Possible Biases of Reviewers
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 9/18/2018

Possible Biases of Reviewers
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 9/18/2018

Before the Review Scheduling Pre-work Schedule the Reviews in your calendar for all 1st level & 2nd level reviewees as per the PACE timelines Use PACE scheduler iNIITian. Ensure review discussion is done either in person(preferable) or on phone. Set aside at least 60 – 90 minutes for PACE discussion with your Reviewee Go through the HYR/CARD form especially for Career Aspirations & IDP Requirement. Study the PACE Form and/or the BSC Actual Achievement in Excel Reflect on the achievements, significant contributions, strengths and development areas and note the same. Due diligence on achievement data is important and critical. It is subject to validation and audit . Accuracy and data integrity should be ensured. Try not to schedule more than 3 PACE reviews on a single day. Also, schedule 2-3 backup slots to accommodate spill over if any. Book a meeting room and have the PACE conversation in an undisturbed environment. 9/18/2018

During the review discussion
Telling means Questioning means Sharing one’s expertise and opinions Providing explanations Convincing Arguing Imposing one’s method Helping the individual… share his/her expertise and ideas reflect look for alternate solutions see the advantages of an option learn generate ideas make links and draw his/her own conclusions RESISTANCE OPENNESS Resistance Dependency Passivity Autonomy Mobilization Buy-in Make the Reviewee comfortable. Do not start reading the form or discuss the form at the beginning of the session. Ask Reviewee to reflect back on the role, what did he/she did well and could have done better, key learning, experiences, and general feedback. It is critical for the Reviewee to reflect back and speak about the performance review period. Use the PACE form for reference, update and communicate critical points with Reviewee. Especially, in cases of Low performance, the reviewer must encourage Reviewee to do a root cause analysis, listen with empathy and help the Reviewee to own the performance outcome. Close on a positive note with crisp and clear inputs on planned actions and focus for the year ahead – Dialogue Continuum + 9/18/2018

During the review discussion
Confusing Constructive Feedback With Criticism Constructive Feedback Criticism Focus on the problem Based on facts and observations Emphasis on the future / on possibility of improvement Relationship building Focus on the person (judgemental) Based on opinions and interpretations Emphasis on the past / scapegoat Damage control 9/18/2018

Q&A Session 9/18/2018

Wish you a meaningful PACE 2013-14.
“Together…..building consistency & acceptability in our Performance Management System” 9/18/2018

Create your own Growth Story
9/18/2018

Goal Setting & bsc guidelines FOR 2014-15
Mar 2014

Goal Setting Guidelines What is a Balanced Score Card
C O N T E N T S Goal Setting Guidelines What is a Balanced Score Card Balanced Score Card (BSC) Guidelines How to Create BSCs Online Implications of not having BSC Goal Setting and BSC Calendar Mar 2014

What is Goal Setting? Goal setting is a formal process during which you define targets that you plan to achieve When you set goals, you commit to outcomes that you can accomplish personally or through your team Goal setting creates a long-term vision for you & your team, and provides the motivation to get you there It has the additional benefit of helping you decide how you want to focus your resources and time Goals are the fuel in the furnace of achievement. Brian Tracy, Eat that Frog Mar 2014

Elements of Goal Setting
Aligning goals with overall organizational objectives Formulating and communicating SMART goals Ensuring that goals are stretched yet achievable Providing the resources required and understanding the constraints involved The way the goals have to ‘occur’ to us is that Goals have to be exceeded , yet goals have to be challenging Goals have to be defined for “ improvement”… all parameters and results must improve year on year, period on period Mar 2014

Cascaded Goal Setting Strategies & Focus Areas of Business Unit
IBU HEAD Strategies & Focus Areas of Business Unit Goals of a Business Unit Goals of a Function, Department or Team Goals of a Role Goals of an Individual NIITian IBU HEAD Functional HEAD Functional HEAD Mar 2014

Balanced Score Card (BSC) Guidelines
Mar 2013

A Typical BSC Mar 2014

Types of BSCs for an Individual NIITian
Type of Goal Sheet Parameters Goals Standard [IBU HEAD or Functional Head ] Customized Non-Standard [Reporting Manager & Reviewing Manager, approved by next higher level, if required ] Unique Mostly Non-standard [NIITian prepares, validated by Reporting Manager & approved by Reviewing Manager, or by next higher level, if required] Mar 2014

BSC : Key Terminologies
KPA Performance Measure Calculation Method Unit Of Measurement Data Source Parameter Type VC Parameter Key Performance Areas (eg Finance, Customer, Internal Process, Learning & Growth) Parameters that are objective and Outcomes Detailed calculation method or formulae being used to compute the achievement Unit used to quantify the target/threshold Source where the data is obtained from to establish the achievement "Standard" refers to the parameter with standard targets eg. Slippage % where for every one in a particular role having this parameter will have the same target. In all other situations it will be non-standard Applicable to NIITians in benefit plan R & S to identify whether this is a VC parameter or not. Wherever it is "Yes" it is a VC parameter and wherever it is "No", it is not a VC parameter Mar 2014

BSC : Key Terminologies
SI parameter VC Weightage Annual Target - 100% Annual Target - Threshold Performance weightage Upside Achievement Flag Remarks Applicable to NIITians covered under Sales Incentive (SI) plan to identify whether this is a SI parameter or not. Wherever it is "Yes" it is a SI parameter . Weightages to be assigned to the identified VC parameters depending on the criticality for NIITians in benefit plan R & S. The total weightages should add up to 100% 100% Goal to be achieved against the parameter during the year Minimum acceptable level of performance against the parameter during the year Weightages to be assigned against each BSC performance measure depending on the criticality. This will be used to compute the over all BSC achievement %age. The total weightages should add upto 100%. Applicable to following VC parameters - Revenue, Gross Margin,Gross Profit,Operating Profit,Collection,Order Book To be indicated where both the target and threshold are the same (eg "Deviation against statutory compliance" where both the target & threshold will be 0%). In this situation it has to be specified whether higher the achievement the better it is or lower the achievement the better it is. In all other situations, it will be done automatically based on 100% target and Threshold target Any explanatory note or additional comments any performance measure Mar 2014

Some Sample Performance Measures
KPA Sample Performance Measures Finance EVA, EBITDA, PAT ; Order Intake; Collections; Revenue [+ TIRM, C/w Revenue, Fresh Revenue, Revenue from Order Book] , BR Days, Productivity [VAPCO, EBITDA pr of people cost, Rev pp, Rev pr of people costs]; Costs [Variable, Premises, Staff Welfare, People Costs, Training, Inventory]; B/R; Net Cash; Cost per hour; Customer OB Compliance % ; Lead Generation; WOM, C-Sat, BPCS, CSS; Feedback, Slippage, Student Retention; Student Performance; Placements; # Fresh Clients Added; Product Launch; Site Uptime; # tests; Walk in Conversions; Unplanned Leave (MS-LSE) ; Process Effort Utilization ; Audit NCs, # Errors ; <timely> reporting; Project <deadlines>; Imprest handling; Bank Reconciliation; Courseware Gap; Learning & Growth (People) ESS; Attrition ; # role changes; IDP Adherence; Faculty Certification; performance management completion score; Financial and LnG measure masters are uploaded on the BSC module Mar 2014

“FINANCIAL” KPA The Performance Measures should be the ones which result in a direct financial outcome , as already explained in the previous slides. Process to improve the monitoring/ MIS etc should NOT form part of Financial measure The targets should only be in INR/USD/CNY/GBP terms, except for Gross Margin which can only be in %age terms. The Performance Measures should not be captured in terms of %age achievement against budgets. The exact target in terms of INR/USD/CNY/GBP value should be captured. The Threshold target has to be a minimum of 80% of the target or last year’s actual whichever is higher. Mar 2014

“FINANCIAL” KPA For the “Expenses” /”Costs” Performance Measures, the Threshold target will be equal to the Budget/Plan and the 100% target will be 15% savings on Budget/Plan. There will not be any upside on this Performance Measure. Parameters, Unit of Measurement and Target need to be consistent. E.g. If Revenue is the measure, UoM and targets will be in Rupee/Dollar/INR M/USD K/USD M/CNY K/CNY terms, and cannot in terms of % achievement against Budget/Plan Data source for all Financial Measures should be an independent source and auditable. Mar 2014

“Learning and Growth” KPA
‘IDP Adherence(Self+ Team)” as a Performance Measure for all NIITians in benefit plan up to Q and individual contributors in benefit plan R with a minimum goal of 75% adherence. This measure will be pre-populated in the BSCs of NIITians upto benefit plan Q. “Performance Management Completion Score” will be a pre- populated mandatory parameter for all Managers in Plan R & S with Teams including Centre Heads of SBS. This will be a composite score consisting of BSC, PACE & HYR Completion. Attrition % :: Minimum 2% points lower than FY14, or NIIT Attrition rate of 18% whichever is lower. Kindly note that the ultimate goal on this is <=15%. Business/Teams where the attrition is <=15% need not carry a target on this parameter. ESS Score :: 2% points higher than FY14 or 80% whichever is lower, subject to minimum target being 65%. Businesses/Teams where the ESS Score is already 80% need not carry a target on this parameter Mar 2014

Performance Measures under wrong KPAs
Performance Measures should be placed under the applicable KPAs only. Some examples of wrongly placed performance measures from the current BSCs Mar 2014

Variable Compensation and Sales Incentive Parameters
VC Linked Performance Measures & Targets Applicable to Plan R and S only VC linked Performance Measure NOT to exceed a maximum of 5 parameters. Ideal is 3 VC linked Performance Measures should be the critical deliverables from among the BSC Performance Measures. For Supervisor Ratings UOM, parameter cannot have VC associated with it A parameter that has a VC attached to it must be necessarily auditable Final VC/SI guidelines will be as per the respective VC/SI policy to be announced in Q1-2015 Mar 2014

Threshold Targets for VC & Sales Incentive Applicable to VC /Sales Incentive parameters only For Financial parameters where Achievement is higher the better, threshold targets will be minimum 80% or last year’s actual achievement whichever is higher. Eg : Revenue, Productivity, OI, Collections, etc. If last year’s achievement data doesn’t exist, 80% will be threshold target for such parameters Final VC/SI guidelines will be as per the respective VC/SI policy to be announced in Q1-2015 Mar 2014

For Financial parameters where Achievement is Lower the better, threshold target will be equal to the Budgets like COSTs, C/w Gap . Wherever the Budget is higher than LY, the target will be LY Actual and Threshold will be TY ‘s target. For Eg :: Cost Per Hire. If LY was 35K, TY expected to be 37K, then Target will be 35K, Threshold will be 37K, since this amount cannot be exceeded For non-financial parameters, threshold can be decided by the nominated SM responsible for Goal Setting, since the 80% rule or LY Actual will not apply. For Eg : % of Projects completed as per deadline Final VC/SI guidelines will be as per the respective VC/SI policy to be announced in Q1-2015 Mar 2014

NIITians in Sales Roles in benefit plans EP, P, EQ, Q & R should have their Sales Incentive parameters from among the BSC parameters. All the Sales Incentive Parameters should be only from Finance and Customer (Customer acquisition – related) KPA. All Sales Incentive parameters must have the quarterly targets and threshold targets based on which the Sales Incentive will be paid. The total number of Performance Measures which has SI weightage should not exceed a maximum number of Three. None of the SI parameters must have a subjective evaluation. All the achievement data against the SI parameters should be available from an independent data source which is auditable. Final VC/SI guidelines will be as per the respective VC/SI policy to be announced in Q1-2015 Mar 2014

Source of Data Worknet – Timeliness, Iterations, System Changes timelines, CGRS TAT. Audit Report – VSS Updation, Technical Documentation, Timeliness(TSO) SAP – EVA Data Project Management – Project completion timelines TTS – People Productivity INIITian – Training Days, TSO Helpdesk – Error Report/SLA Report Tecknow Park –Time Tracking. BPDROME – BPCS, Counsellor Report, Sales Reporting Tool, Centre Dashboard. Encore – Registration , OB collection , Appraisal, Feedback, R/E etc. Student.com – Student CSS data. IPS Portal – No. of Students placed against student on load HR MIS – Attrition, Head Count, etc DIS Score IND – Batch Occupancy, FCU, QMS Rating etc Mar 2014

Periodicity of Targets
All parameters by default to have H1 and Annual goals captured separately Wherever H1 and Annual Goal is same, capture the Annual goal If H1 goals are not available or applicable, capture Annual goal. All Sales Incentive parameters to have quarterly goals Mar 2014

Role -wise Suggested range of %age weightage in BSC
All BSCs, even for technical people, need to have a relevant FINANCIAL parameter that the NIITian influences to the max. However, if under extreme situations, NIITians in Direct roles don’t have a Financial parameter, then the suggested distribution of weightage is as per the table below Mar 2014

INDIVIDUALIZATION OF BSCs
For Standard and Customized BSCs, to take care of the additional responsibilities, if any, option to individualize and add Performance Measures up to a maximum of 20% weightage will be possible. No modifications to the standard Performance Measures and Targets can be made. These could be through addition of single or multiple Performance Measures where weightages can be assigned in the multiples of 5% upto a maximum of 20% weightage. Depending on the total weightages being assigned to these additional Performance Measures, the weightages already assigned to the Standard Performance Measures will get reset automatically. However, no changes would be made to the weightages assigned to the Performance Measures under the “Financial” KPA. All such modifications will need to be approved by the immediate supervisor. Mar 2014

BSC creation : Rules to be followed
All parameters need to have numeric values that can be objectively calculated, with accuracy & reliability on measurement criteria & source of data. All Performance Measures should be output driven and not efforts based Data Source should be an independent source and auditable. If such a data source is not available, make it available as an internal plan in the beginning of the year that can be accessed by both and reviewee, supervisor and the audit division. All KPAs should have at least one Performance Measure Avoid subjective rating as Unit of Measurement; to be used only under exceptional situations For Performance Measures such as Attrition, Lead Time, Defects etc., the threshold target has to be equal to or higher than the 100% Target; the threshold target should be last year’s target (if lower) Mar 2014

BSC creation : Rules to be followed
It is mandatory to have performance weightage against every Performance Measure. The weightages should add up to 100%. Avoid Zero as targets. Reconstruct the Calculation Method in such a way that Zero does not need to be captured as a target. Wherever Zero is captured as a target, auto computation of the achievement will not be possible Number of Parameters in a BSC :: Min 5 , Max 12, Ideal 10; Learning & Growth KPA can have a maximum of 15% weightage. Finance and L&G Parameters will be available from the pre-defined Performance Measure master. Any new Performance Measure to be added under Finance or Learning and Growth will go through a pre-defined approval process. Mar 2014

Key Changes/ Enhancements in BSC Module 2014-15
Pre-populated mandatory parameters in L&G on IDP Adherence BSC for new joinees to have the option to define IDP for the year (where applicable) 1st level supervisors will have the option to make changes in the BSC, under intimation to NIITian Timed interventions during the year to make changes in the BSC, to address market fluctuations or role enhancements Online workflow for approval of new performance measure request by NIITian Upside and Accelerator flag for the purpose of VC is applicable to Financial parameters only Option to view BSC of next 2 levels (+2 and -2 levels), excluding SHR IBU and Function Cascaded Goal Sheet to be uploaded to the online BSC module with controlled access BSC & Goal Setting Guidelines & Consequence management actions to be available on iNIITian. Mar 2014

C Y U ‘IDP Adherence(Self+ Team)” is a mandatory performance measure for all NIITians upto Plan R – True or False ? “Performance Management Completion Score” is composite score consisting of BSC, PACE and IEF Completion – True or False ? While doing Individualization in BSCs, to what extent can the weightage assigned to Financial KPAs change ? Learning & Growth KPA can have a maximum of 20% weightage – True or False ? 9/18/2018

What is expected from NIITians
NIITians are expected to discuss with their supervisor and finalize the BSC by 31st May 2014 Mar 2014

Implications of not having BSC Online
NIITians BSC Status Implications On Rolls as on 31st March 2014 BSC online between June 1, 2014 and September 30, 2014 CRP FY16 Calculations will be pro-rated to 75% of CRP policy increase. These NIITians will not be eligible for HYR & CARD 2014 BSC online between October 1, 2014 and December 31, 2014 CRP FY16 calculations will be pro-rated to 50% of CRP policy increase. These NIITians will not be eligible for EP or VP Rating for PACE 2015 BSC online after December 31, 2014 CRP FY16 Calculations will be pro-rated to 25% of CRP policy increase. BSC is for the current year, basis which the annual performance evaluation is done & CRP for the next year is calculated. Absence of the BSC impacts deliverables of the current year, hence the resultant performance evaluation and the resultant CRP. BSCs cannot have a recency effect! PACE 2014 will be deemed complete only if BSC FY15 is approved and online

Implications of not having BSC Online
NIITians BSC Status Implications New Joinee/Role Change BSC online between 91 and 180 days of Date of Joining/role change CRP FY16 Calculations will be pro-rated to 75% of CRP policy increase. These NIITians will not be eligible for HYR & CARD 2014. BSC online between 181 and 270 days of Date of Joining/role change CRP FY16 calculations will be pro-rated to 50% of CRP policy increase. These NIITians will not be eligible for EP or VP Rating for PACE 2015 BSC online after 270 days of Date of Joining/role change CRP FY16 calculations will be pro-rated to 25% of CRP policy increase. . For New Joinees of JAS-14 and OND-14, CRP increase will be pro-rated based on DOJ PACE 2014 will be deemed complete only if BSC FY15 is approved and online

BSC – THE FIRST STEP TOWARDS DELIVERING HIGH PERFORMANCE
Tracking of YOUR Goals Track your Goals on a Monthly basis. Pin it on your workstation and make it a Score Card. Review your BSC Achievement on an monthly basis. In case of any issue, reach out to your PEM or write to ASSIST. BSC – THE FIRST STEP TOWARDS DELIVERING HIGH PERFORMANCE Mar 2014

Thank You! 9/18/2018

Performance assessment & Career enhancement

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