Monitoring of Results Appraisal
Talent Review Meetings
Performance Feedback
HRD/LDV – Performance Management Handbook, 10/02/2013)
Planning of Goals
HRD/LDV
Performance Management
Employee Performance Management Handbook
Talent Review Meetings Performance Feedback
HRD/LDV
Employee Performance Management
Appraisal
Employee EmployeePerformance PerformanceManagement Management
Monitoring of Results
1. Performance Management 1. Planning of Goals 2. Monitoring of Results 3. Appraisal 4. Talent Review Meetings 5. Performance Review Feedback of the Employee 2. CareerPoint User Guides 1. Nominating and Approving Feedback Providers 2. Carrying out a Performance Assessment (for employees and Feedback Providers) 3. Carrying out a Performance Assessment (for People Managers) 4. Carrying out a Performance Assessment (For Matrix Supervisors) 5. Closing the evaluation 3. How to provide effective feedback 4. Policies 5. Individual Development Plan (IDP) 6. Frequently Asked Questions 7. Who to contact
Planning of Goals
Employee Performance Management Handbook
Performance Management
Table of Contents Employee
Monitoring of Results
Planning of Goals Monitoring of Results Appraisal Talent Review Meetings Performance Review Feedback of the Employee
Planning of Goals
1. 2. 3. 4. 5.
Performance Management
Employee Performance Performance Management Management Handbook
Appraisal Talent Review Meetings
HRD/LDV
Employee Performance Management
Performance Feedback
Employee EmployeePerformance PerformanceManagement Management Employee Performance Management
Fostering effective performance; Encouraging professional and technical
HRD/LDV
Employee Performance Management
Performance Feedback
development; Optimizing the contribution of each employee to the attainment of the Bank's goals and work programs; and Rewarding top performance and managing low performance
Talent Review Meetings
EmployeePerformance PerformanceManagement Management Employee Employee Performance Management
By managing employee performance, the Bank aims to strengthen the organization and enhance its productivity by:
Appraisal
The framework consists of the following five phases. Please refer to the guides published under related links for more information on each phase in the process.
Monitoring of Results
The IDB employee performance management framework is a multi-rater feedback system, where feedback on employee performance and behaviors is gathered from line and matrix supervisors, peers and subordinates. The framework also provides employees with performance ratings on goals and core & leadership competencies based on a common definition. To facilitate the documentation and evaluation of employee performance, the Bank uses CareerPoint.
Planning of Goals
The purpose of employee performance management at the IDB is to provide a framework for supervisors and staff to clearly set performance expectations, align individual results with organizational goals, and help cultivate high performing talent by fostering year-round dialogue and feedback.
Employee Performance Management Handbook
Performance Management
Performance Management
Performance Management
Employee’s contribution does not consistently meet expectations – performance fails to meet expectations in one or more areas of responsibility, and/or one or more goals are not met according to expectations.
Solid Contributor Rating: 3
Employee’s contribution consistently meets expectations in all areas of responsibility, at times possibly exceeding expectations, and the quality of work overall is good. Most annual goals are met.
Strong Contributor Rating: 4
Employee’s contribution consistently exceeds expectations in all areas of responsibility, and the quality of work overall is very good. Annual goals are met.
Top Contributor Rating: 5
Employee’s contribution far exceeds expectations due to exceptionally high quality of work performed in all areas of responsibility, resulting in work that is outstanding.
HRD/LDV
Employee Performance Management
Performance Feedback
Basic Contributor Rating: 2
Talent Review Meetings
Unsatisfactory Rating: 1
Employee’s contribution is consistently below expectations in most areas of responsibility, and/or reasonable progress toward goals was not made. Significant improvement is needed in one or more important areas.
Appraisal
Definition
Monitoring of Results
Category and Rating
Planning of Goals
EmployeePerformance PerformanceManagement Management Employee Employee Performance Management
Employee Ratings and Categories Performance Management Handbook Performance Management
Performance Management
Performance Management
Monitoring of Results
Planning 2014 Appraisal 2013
Planning of Goals
Employee Performance Management EPM - Handbook Timeline Performance Management
Performance Management
Performance Management
Appraisal Talent Review Meetings
HRD/LDV
Employee Performance Management
Performance Feedback
Employee Performance Management Employee Performance Management
Talent Review Meetings Performance Feedback
HRD/LDV
Employee Performance Management
Appraisal
Employee Performance Management Employee Performance Management
Monitoring of Results
The definition of work programs aligned with organizational goals helps to focus the performance of the employees on those tasks and project that are a priority for the organization. Further, clearly stated results expectations allow measuring the achievement between targeted and actual performance, hence line supervisors can give more specific feedback on the employee’s performance and have an action plan for the employee.
Planning of Goals
Employee The planning phase is a crucial Performance component in the performance management cycle. Management It can be a powerful mechanism to ensure that strategic objectives of an Handbook organization are realized. Planning of Goals
Performance Management
Planning of Goals
Key Concepts
The development goals are related to the personal development of the employees associated with their work. The development goals can be linked to one of the behaviors.
Employee Performance Management
Performance Feedback
Employee Performance Management
Development Goals Talent Review Meetings
Work program is a description of the expected results and development goals of the individual employees. The work programs should reflect the results that the employees are accountable for achieving during the performance cycle. Employees must be familiar with the core behaviors expected of them.
Each stated result has to be measurable, time specific and be aligned to an organization goal (please see: SMART methodology for more information).
Appraisal
Work Programs
Expected Results
Monitoring of Results
The organizational unit goals are statements describing your unit’s objectives to accomplish in the upcoming performance cycle, stemming from the business priorities from the BSC and/or the business plans.
Key Concepts
Planning of Goals
Organizational Unit Goals
Planning of Goals
Performance Management
Planning of Goals
Cascading Goals
Planning of Goals
Cascading Goals
Performance Management
Planning of Goals
Planning of Goals Talent Review Meetings Performance Feedback
Employee Performance Management
Appraisal
The employee work program should be tied to the organization goals. Once the strategic direction of the bank is known, it can be used to sequentially drive lower-level goals within an organization. A cascading goal approach typically follows this process: Senior executives formulate strategic goals through the strategic planning process People line managers prepare the organizational unit goals, making sure they are aligned with the organization's strategic goals This process cascades down to the development of the work program of the individual employees
Monitoring of Results
Mission and Values
Employee Performance Management
Planning of Goals
SMART Methodology
T
Time Specific: A specific date for the achievement of the goal should be set within the review period (“Can this goal be achieved within the 12 month performance review cycle?”) Employee Performance Management
Performance Feedback
R
Realistic: The goal should be challenging, but realistically attainable (“Does this goal present a realistically attainable challenge?”)
Talent Review Meetings
A
Aligned: Each goal should support the strategic objectives and organizational unit goals (“Does this goal contribute to the organization unit goals?”)
Appraisal
Employee Performance Management
M
Measurable: The (unit of measure) indicators and targets to be used to monitor and measure the goal should be clear. (“How will I know that I have achieved my goal?”)
Monitoring of Results
Specific—what is the concrete outcome you are looking to achieve? Measurable—how will you know your result has been achieved? Aligned—does this contribute to the strategic/organizational unit goals? Realistic—does this goal present a realistically attainable challenge? Time specific—can this goal be achieved within the 12 month performance review cycle?
S
Specific: The goal should be as precise as possible about what is to be achieved, including expectations on quality and quantity (“Does my goal statement express a concrete outcome?”)
Planning of Goals
Articulating goal statements and expected results using the “SMART” characteristics will help ensure that they are actionable.
SMART Methodology
Performance Management
Planning of Goals
Planning of Goals
SMART Methodology
Monitoring of Results Appraisal
Download a Quick Reference Card for SMART Goals Creation (click on the icon)
The Human Capital Strategy establishes that “staff members, in collaboration with their supervisors, should more precisely design work programs to maximize their contribution to departmental and ultimately to organizational goals. Therefore, a tighter alignment of individual contribution to overall organizational goals is required, as well as an increased focus on collaboration and on delivering results”
Planning of Goals
Do you know that…
Performance Management
Planning of Goals
Talent Review Meetings Performance Feedback
Employee Performance Management
Employee Performance Management
Planning of Goals
Individual Goals
Individual Goals
Performance Management
Planning of Goals
Company Goals
Planning of Goals
IDB-9 Mandates and Institutional Strategy Organizational Unit Goals VPs → Department → Divisions Individual Results
Monitoring of Results Appraisal
Targets
XXXXX
XXXXXX
Talent Review Meetings
Goals
Employee Performance Management
Employee Performance Management
Performance Feedback
Think about how your goals contribute to the organization’s goals
Planning of Goals
2. Assign weights if some goals have more relative importance:, i.e. they have more impact on the organization/client, or the level of effort is significantly higher 4. Consider your work role accountabilities in defining the program; the higher the work role level, the higher expectations of your role 6. Add goals that have been identified as part of your development plan
Talent Review Meetings
5. Add a stretch goal to help you for differentiation of relative performance
Appraisal
3. If you assign weights, all goals must be weighted
Monitoring of Results
1. Have between 3 and 10 goals
Planning of Goals
Rule of thumb to create Individual Goals
Performance Management
Planning of Goals
Performance Feedback
Employee Performance Management
Employee Performance Management
Performance Management Planning of Goals
Monitoring of Results Appraisal
Talent Review Meetings
Performance Feedback
Employee Performance Management Employee Performance Management
Monitoring of Results
Monitoring of Results
Appraisal Phase
Performance Management
Appraisal Phase
Planning of Goals
2 2.
Review your work program. If you used relative weights among your goals make sure ALL goals are weighted.
Employee Performance Management
Your people manager must approve any changes before the assessment period begins (December 1).
Employee Performance Management
Performance Feedback
4 4.
Talent Review Meetings
3
3. If any modifications to the work program are required due to changes in business priorities along the performance year, discuss them with your people manager and make the changes.
Appraisal
You have selected the correct people manager. Go to HR Self Service and verify your EPM people manager.
Monitoring of Results
1 1.
Step by Step
Appraisal Phase
Remember…
What Select Feedback Providers
People Manager
Approve Feedback Providers
Employee
Carry self-assessments
Feedback Providers
Carry out evaluation
Matrix Supervisor
Carry out evaluation Carry out evaluation
Talent Review Meetings Feedback Sessions
People Manager
Update Evaluation (if applicable)
Employee
Sign Off Employee Performance Management
Performance Feedback
People Manager and Employee
Only the assigned MTS can view the self-assessment and final evaluation of a matrix staff member. If desired, you can email a PDF version of either document.
Talent Review Meetings
People Manager
For HQ staff who have more than one MTS they can nominate “Additional Matrix Supervisors” as feedback providers who can now rate and comment on the relevant competencies and goals.
Appraisal
Employee
Monitoring of Results
Who
For staff who report to HQ and are assigned to the field, the Country Representative of the respective COF will be assigned automatically as MTS (Main Matrix Supervisor)
Planning of Goals
A Matrix Supervisor is defined by:
Performance Management
Appraisal Phase
Employee Performance Management
Appraisal Phase
Performance Management
Appraisal Phase
Planning of Goals
Key Points
Monitoring of Results
Ensure your work program is up-to-date: Once the review begins, you cannot edit your goals or make changes to the work program Any change must be approved by your people manager by November 30th Nominate Feedback Providers on time:
You should select between 2 and 5 feedback providers that are approved by your supervisor. Your supervisor can add more relevant feedback providers
Employee Performance Management
Employee Performance Management
Performance Feedback
If you have a matrix supervisor, it will be automatically assigned to you based on your COF location. If more than one matrix is needed, you must select them as feedback providers so they can assess your results and competencies
Talent Review Meetings
Ensure you have nominated a well rounded set of feedback providers who have observed your work and competencies: peers, internal clients, subordinates and other team members
Appraisal
If you used weights, make sure ALL goals are weighted
Talent Review Meetings
Talent Review Meeting
Performance Management
Talent Review Meetings
Planning of Goals
Calibration of performance criteria (i.e., ensuring that performance criteria have been applied accurately and consistently)
Employee Performance Management
Employee Performance Management
Performance Feedback
Review and discuss the preliminary population of talent that has been identified for promotion or changes of track, and connect this information to the long-term business needs.
Talent Review Meetings
All talent related issues for the short and medium term needs are discussed, i.e. Performance ratings, top and underperformers, promotions, transfers, work assignments. In the future: mobility, high potentials, succession planning, etc.
Appraisal
Talent Review Meetings are carried out in XXX and do YYY
Monitoring of Results
Management team reviews the strengths and development areas of their staff as well as talent needs to achieve business goals.
Performance Review Feedback of the Employee
Performance Management
Performance Review Feedback of the Employee
Planning of Goals Monitoring of Results Appraisal Talent Review Meetings Performance Feedback
Employee Performance Management
Employee Performance Management
Feedback Providers Performance Assessment Performance Assessment
1. Nominating and Approving Feedback Providers 2. Carrying out a Performance Assessment (for employees and Feedback Providers) 3. Carrying out a Performance Assessment (for People Managers) 4. Carrying out a Performance Assessment (For Matrix Supervisors) 5. Closing the evaluation
CareerPoint
CareerPoint User Guides
Performance Assessment Closing the Evaluation
Employee Performance Management
Employee Performance Management
Nominating and Approving Feedback Providers
Nominating and Approving Feedback Providers
Feedback Providers Performance Assessment Performance Assessment Performance Assessment Closing the Evaluation
Employee Performance Management
Employee Performance Management
How to provide effective feedback
Employee Performance Management
Employee Performance Management
How to provide effective
How to provide effective feedback
Giving Feedback
Feedback is one of the most important and valuable components of performance management. Both positive and negative feedback is helpful because it gives us a great opportunity to have a better understanding of ourselves and to work further to reinforce our strengths and improve our weaknesses. Here are tips you can effectively leverage in giving and receiving feedback.
“I appreciate my supervisor's comments regarding my deliverables, particularly the way he can give me feedback on improvements. I admire his sense of treating all his supervisees in a fair and considerate manner�
Remember, giving and receiving feedback are skills you can learn and earn! Employee Performance Management
Employee Performance Management
How to provide effective feedback
How to provide effective feedback
Giving Feedback Use “GUIDE� to deliver feedback:
G
Gather verifiable performance examples
U
Understand goals and actions to achieve results
I
Identify strengths and development areas
D
Develop suggestions for performance improvement
E
Expect clarification and questions
Employee Performance Management
Giving Feedback Ten Keys to Conducting Effective Performance Review Discussion
1. 2.
Schedule sufficient time in a private setting Rehearse the conversation prior to the meeting 3. Provide my staff with performance review documentation 4. Begin with strengths and then discuss development areas 5. Focus development areas on behaviors, not personality traits 6. Provide examples to substantiate the review 7. Provide suggestions for performance improvement 8. Use clear and simple words during the discussion 9. Solicit questions and comments 10.End on a positive note and discuss next steps Employee Performance Management
How to provide effective feedback
Giving Feedback Constructive Feedback Preparation Questions
How to provide effective feedback 1. What is the essential message the employee needs to receive? What Result or Behavior is failing to meet expectations? Describe the impact to the Business, Relationships with Colleagues, or the professional Reputation of the employee? 2. What evidence do I have that supports this performance concern? (Important: Reference concrete facts. If feedback has been provided by coworkers or clients, verify the claim prior to presenting to employee) 3. Were there prior discussions with the employee regarding this issue? If so, please list dates and quick summary of the discussion(s). 4. Anticipate employee reaction to this feedback. (Will they be resistant? Will they shut down, or become emotional (angry or tearful)? Will they agree with the feedback and make excuses, or agree and provide ideas for improving the situation?) 5. List information regarding the benefits of correcting the situation and/or risks of failing to correct the situation. 6. What suggestions do I have to help this employee improve? (Important: It is considered best practice to solicit ideas for improvement from the Employee, but if they are unable to provide any ideas, it is useful to have suggestions readily available) REMINDER: Employees receiving a rating of 2 or lower must begin a Performance Improvement Plan.
Employee Performance Management
Employee Performance Management
How to provide effective feedback
Receiving Feedback
How to provide effective feedback
Giving Feedback Feedback is a two-way conversation. Here are some suggestions on how to receive feedback to help you effectively deal with the situation and get the most out of the input.
“Oh what a gift he could give us; to see ourselves as others see us.� Robert Browning, English Poet
Employee Performance Management
Employee Performance Management
How to provide effective feedback
How to provide effective feedback
Receiving Feedback Listen Actively
Make eye contact. Ask probing questions to make sure I understand what is being said.
Maintain composure
Don’t get emotional. Breathe deeply. Sit back. Adopt a relaxed body posture. Lower your voice. Speak slowly.
Stay open and positive
Don't get defensive-this is not aimed at you personally. Understand the perspective before presenting your side of the story. Ask for more details on points you don't agree with.
Accept the input
Even when you don't agree with all of it, there will be some good ideas. Accept the input.
Work to improve
Devote your energy to finding improvement rather than disputing observations. Employee Performance Management
Employee Performance Management
Policies
Employee Performance Management
Employee Performance Management
Policies
Policies
 PE-346 Employee Performance Management (Int.)  PN-9.02 Employee Performance Management (Nat.)
Employee Performance Management
Employee Performance Management
Individual Development Plan
Employee Performance Management
Employee Performance Management
Individual Development Plan
3
Implement and Monitor
Individual Development Plan
1
Discuss
2
Create and Approve
IS bla bla bla bla
Employee Performance Management
Employee Performance Management
Individual Development Plan
Employee Performance Management
Individual Development Plan
Employee Performance Management
Frequently Asked Questions
Employee Performance Management
Employee Performance Management
Frequently Asked Questions
Frequently Asked Questions
Put here an updated list of FAQs
Employee Performance Management
Employee Performance Management
Who to contact?
Employee Performance Management
Employee Performance Management
Who to Contact?
Who to Contact?
Put here Business Partners pictures, names, extensions and emails + HRSC
Employee Performance Management
Employee Performance Management