Year-end Performance

Review PY 2020-21
Tips & Guidelines
COE - Total Rewards & Performance Mgmt.
 Year-end Performance Review : Key points to remember
Have a futuristic view while analyzing the past
1 Discuss the priorities and finalize the goals for 2021-22 while
discussing the performance for 2020-21.

Review the performance and know where the team stands

All stakeholders (manager/s & reviewer) must complete the review
For employees whose manager(s) has not completed the review, final rating will need to be
given by N-1 during calibration. Review will reach calibration stage as unrated
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4/5 ratings cannot be given in these cases*

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Be Transparent: Comments entered by all stakeholders during Year-end review are
visible at the next level during and to the employee after ratings are released

Complete the review on time

No extension to the timelines shall be given hence it is essential that the self-
assessment stage for employees is completed on time to allow the managers to 4
complete their evaluation within prescribed timelines

5 All reviews (complete, in-progress and pending) will be locked once the
calibration by N-1 begins.

*For 4 or 5 ratings, it is mandatory for Manager (Admin (if applicable) and functional) to give specific comments in the review, 2
highlighting the rationale for higher ratings due to either additional responsibility or higher quality of delivery
Rating Guidelines for Managers and Employees (Self Rating)

Consistency across KPI • Goal wise manual rating should have correlation with the auto-calculated progress basis actuals against
wise progress, goal targets
wise ratings and • The final overall rating by self (employee) needs to have a correlation with the auto-calculated weighted
overall ratings average of Goal wise ratings by the employee.

In addition to the above, following additional guidelines should act as pre-requisites for assigning a 4
or 5 rating to an employee :

Review Aspect Rating 4 Rating 5

Objectivity of Goals • All the goals are objectively defined and the progress can be tracked without any ambiguity

% Achievement of • At an overall level goals should be met or • At an overall level goals should be met with exceeded
Goals and the exceeded or significantly exceeded performance in some of the
comments made by • Detailed comments by employee goals
the employee highlighting a stretched assignment or • Detailed comments by employee highlighting a
additional responsibility stretched assignment or additional responsibility

Comments made by • It is mandatory for Manager (Admin(if applicable) and functional) to give specific Comments highlighting
the Manager the rationale for higher ratings due to either additional responsibility or higher quality of delivery

Creation of • The development plan was created and all aspects were filled i.e. Strengths, Development Areas and
Development Plan development objectives in 70-20-10 format

Completion of Review • All the stakeholders (Admin Manager(if applicable), Functional Manager and Reviewer) must complete the
by Stakeholders review.
• Ratings for the reviews, where only No steps or only employee step has been completed, shall be blank
during the calibration stage .i.e. employees whose manager(s) has not completed the review will be given a
rating by the N-1 during calibration stage. Rating of 4 and above cannot be given in this scenario

Managers should also keep in mind the correlation between individual rating and the functional
performance
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Guidelines for Managers to have an Effective Performance Discussion

Be an Empathetic leader
Recognize and evaluate the employee as a whole and not as worker
bee. The employees who have put their best foot forward in this
unusual year deserves an applaud.

Give credit to adaptability –

Make use of Feedback
Consider the pandemic and how
hard it has been for everyone. Think
techniques and
how employees met the methodologies used for
unanticipated challenges of effective dialogue. E.g. BIT,
working in pandemic and how well GROW, STAR models, (explained
s/he did despite the challenges. in the next slides)

Create a two-way dialogue Forward looking Performance reviews

Explain what you feel about employee’s Provide “Guidance” more than “Feedback”: While
performance & hear what s/he has to say. feedback speaks about the past performances (what
Engage in a thoughtful conversation about went well & what didn’t), guidance is forward
current strengths, shortcoming, future goals and thinking and collaborating together for a better
how to bring two closer. tomorrow

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Simple and Three
types of
Feedback:
effective BIT
Positive Feedback Corrective Feedback Negative Feedback
model of Strive to give positive and corrective feedback, and avoid offering negative feedback

Course
Correction & Describe the
Behavior Behavior
Develop-

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mental Explain the Impact of
Elements of Impact what was done
Feedback giving well/not done well
Effective
Feedback

Tomorrow

Discuss how it should

be done Tomorrow
 2 example statements on ‘Giving Positive Feedback’ Using ‘BIT’ :

Examples of Behavior Impact Tomorrow

Positive Example Statement 1

Feedback You have been

doing a great job on
…Keep it up and
those reports, and the …I just heard from
continue your
given using one you gave me last management that
approach on the
Friday morning they’re adopting the
analysis on these
included the clearest layout division-wide
the BIT model layout of the monthly
reports
sales figures I’ve seen

Example Statement 2

You went out of your

way to get Anita to …that helped us get …keep showing that
focus on the technical solid foundation... type of initiative…
problem…
Give Action Additional alternative feedback
oriented techniques
feedback
G R OOPTIONS W WILL
using the GOAL
REALITY OBSTACLES WAY
“What’s “What could you “What will you
GROW model “What do you
happening do?” do?”
want?”
now?” “What is in your “What are the
way?” next steps?”
A useful
framework for
planning a What are the What is the
challenges that way forward
prolonged What is the
are coming in
course of action present and finally get
the way and list the
and ensuring situation
down all commitment
What is it that (progress so
that the has to be far, chances of
possible from the
conversation is alternatives to employee
achieved achieving the
very objective reach the goal, that he will
goal in the
select the best act on the
and leads to present
possible option
definite action scenario etc.) decided
through action plan
items discussion

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 Additional alternative feedback
Drive home
techniques
the Impact
Provides the context or
circumstances that
using surrounded the
performance/ behavior
STAR/AR
Model of
The action the
Feedback individual took, on
which feedback is
The enhanced
result the being given; details
alternative of what they said or
A useful did or how they
action may have
technique for produced handled the situation
giving
constructive
feedback and
making the
individual see
the impact of Something the Consequences
individual could of what the
current have done or said individual did
action/behavior differently
and what can be
done differently

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Do’s and Don’ts for Performance Discussion

DO’S DONT’S

 Pay attention and listen to

Listen Compare
 Don’t compare one to
each other’s points another

 Discuss the ideas instead of Focus on  Don’t focus only on the

just stating views Discuss Challenges challenges – talk about solution

 Discuss specific points related

to each goal, development Get  Don’t get defensive or focus
plan & sunology
Be Specific Defensive only on recent achievements

Strengths &  Don’t interrupt while the

 Cover both strengths & Interrupt
areas for improvement Shortcomings other person is speaking.

 Resist judgment, stereotyping

 Come prepared for the Be Prepared Generalize or generalizing
discussion with all points

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Tips for Rating Communication

Provide actionable and relevant Discuss actual performance v/s

information to the employee. your expectations

• Process your own reaction to the rating first

Work with the employee to and own the message you are delivering
identify possible reasons for
the performance gaps so that • Give specific reasons & justification to
correlate employee’s performance and the
employee may address them rating given
• Seek clarity from leadership when needed

Avoid saying this:

“I am only just seeing this rating now… I was not aware of this!”

“I wanted to rate you higher but I cant help it, the bell curve made me give you this rating”

“This year, since you are getting a promotion … I am giving you a lower rating”

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Year-end Performance Review : Pre-requisite

Goals and IDPs set on the previous system have been migrated to the new system

• This includes the approval status of the goals

For Employee who do not have approved goals on the system, the Goal Setting & IDP Creation form
was launched on 8th Feb for them to complete the same
• Employees got an intimation regarding the same on 8th Feb, from HR Communique

In case any employee has not yet completed the Goal Setting Process (including Approval step by
manager) :
• Year-end Self-Appraisal form will not get launched until and unless the Goal setting is completed and
approved
In case any employee is on Long leave of Absence, or has any other genuine issue which stops him/her
from accessing the Goal Setting on the system :
• Employee should inform the HRBP
• HRBP should in turn inform the Rewards Team for appropriate actions
In case any employee doesn't complete the Goal Setting process (and then the year-end process) within
the Year-end review period :
• The review will be moved to Calibration step as 'Unrated'
• Final rating will be given by N-1 during Calibration
• 4/5 ratings cannot be given in such cases

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Thank You!
For more information please contact:

COE - Total Rewards & Performance Management

Thank You

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