Effective Performance & Development Review Process
Effective Performance & DevelopmentReview ProcessDec 2018Internal Use OnlySlide No : 0
Agenda1.Purpose & Process2.Basis of Assessment3.Annual Review4.Annual Appraisal Discussion5.Employee Development6.Electronic PDR Process for BB2 Staff7.Electronic PDR Process for BB1 staff8.PDR Schedule9.Links of PDR forms (for reference only)Internal Use OnlySlide No : 1
I. Purpose & ProcessPurpose :To develop a performance culture with focus on results, we need to have aneffective Performance & Development Review (PDR) system which:a. is able to identify achievements for recognition and employees withperformance shortfalls for improvementb. motivates employees to become high achieversc. helps strengthen employees’ capability and facilitate employee’s careerdevelopment within the companyInternal Use OnlySlide No : 2
I. Purpose & ProcessProcess ： Performance PlanningContinuous AssessmentAnnual ReviewAnnualReviewGoal Setting/PerformancePlanningStartingDecJan/ FebStrengthening/ImprovingperformanceImplementing theplan & actionsContinuousaccessing &checkingInternal Use OnlySlide No : 3
II. Basis of Assessment Align with the Company’s Vision, Mission and Core ValuesInternal Use OnlySlide No : 4
II. Basis of AssessmentA.Associate Professional/Operational ProfessionalEmployees (Broadband 1)1. Achieving Resultsi.Quality/ Customer Serviceii.Sales/ Revenueiii.Productivity/ Costiv.Employee Developmentv.Other Result Area(s), if any2. Demonstrating Behaviors Supporting Effective Performance:i.Customer Focus (internal/ external customer)ii.Teamworkiii.Taking Initiative/ Being Innovativeiv.Team LeadershipInternal Use OnlySlide No : 5
II. Basis of AssessmentB.Professional/Managerial Employees and above(Broadband 2 and Above)Part 1: Review of AchievementPart 2: Review of CompetencyInternal Use OnlySlide No : 6
II. Basis of AssessmentPart 1: Review of Achievement1.Goal Settinga.At the beginning of the year, in line with the company’s and the BU’s plan,managers and employees will jointly identify what is to be achieved in the comingreview period.b.Area – Professional and Managerial employees (BB2 and above) should set clearand stretching goals for achieving measurable results, with the following as themain goal areas:FinancialGoals contributing tofulfilment of financialtargets of the BusinessUnit/Functional Unit(Opex/Revenue/Capex).Internal Use OnlyCustomerGoals contributing toincreased customersatisfaction forcustomers theBU/FU is servicing.OperationsImprovementGoals related to ongoing operationsimprovement in theBU/FU so that thecompany can do itbetter, faster and moreeconomically thancompetitionInnovation/LearningGoals related to ongoing improvement inthe ability of theBU/FU to innovateand improveSlide No : 7
II. Basis of Assessmentc.Goal AlignmentCompanyFinancial Increase salesIncrease marketshareReduce cost, etc OperationsImprovementCustomer Commitment ofcustomer serviceTime to reply, etc ProcessProductivityStructureQuality, etc Innovation/Learning New skillsNew productsNew services, etc Business Unit’s GoalsDepartment’s GoalsIndividual’s GoalsInternal Use OnlySlide No : 8
“SMART” GoalsSIs the goal Specific? MIs the goal Measurable? AIs it related to the business goals of the unit/function?Is the goal Time-limited? Internal Use OnlyIs there the right amount of “stretch”?Is the goal Relevant? TWhat are the success measures which will signify that the end result has beenaccomplished?Is the goal Achievable? RDoes it clearly state the end result and can it be differentiated from an ongoingresponsibility?Is a specific time frame set to indicate by when the goal will be achieved?Slide No : 9
II. Basis of Assessmentd. Goal Setting FormGoal Setting for Period:Name of Employee:Position:Name of Supervisor:GoalsInternal Use OnlySuccess Measures(eg. quantity, quality, cost, timing and othermeasures of targets)Signature:Signature:Review of Progress/AchievementReviewDateSlide No : 10
II. Basis of Assessment2. Review of AchievementInternal Use OnlySlide No : 11
II. Basis of AssessmentPart 2: Review of CompetencyBroadband Competencies1.Decision & PlanningKnowledge & Thinking Initiative and Judgment Thinking Challenge Organizing and Planning Knowledge/ Expertise Business Acumen3. Leadership & ManagementInternal Use Only2.4.Influence & Communication Leadership in role Influences/ Assertiveness Team/ Project management Oral/Written Communication Customer & Quality Focused Total Ownership (Across Boundaries)Slide No : 12
Broadband CompetenciesA. Decision and Planning B. Knowledge and ThinkingA1. InitiativeA2. OrganisingB1. Thinkingand Judgement and planning ChallengeIdentifies andPlans toDeals withpursuesstructure work diverseopportunities for of group orprocedures andinnovation within team.limitedProfessionalown practice/Organises work, precedents/Managerialdisciplineactivities and(Broadband 2)resources.Monitor resultsUses judgementto resolvecomplex internaland icalcompetence toperformeffectively in jobB3. Business Acumen C1. Leadership C2. Team/in roleProjectManagementUnderstands finance and ProvidesWorks asmarket dynamics.guidance to work specialist in teamEvaluates businessgroups.or lead smallopportunities according Embracesteam. Coachesto risks, profitability and change.team members.value creationFosterscooperation toachieve results.D. Influence andCommunicationC3. Customer & QualityC4. TotalD1. Influence/FocusedOwnership (AcrossAssertivenessBoundaries)D2. Oral /WrittenCommunicationIs committed towardsIs assertive,Works effectively Expresses ideasproviding genuine care to sensitive, tolerant with people toclearly in writingcustomers. Actively seeks and resilient in the achieve results, helps and orally, into strive for continuousprocess of achievingothers removegood grammaticalimprovement in reliability, planned results. Is barriersformservice and quality.controlled inEnsures customer needs response toand quality requirements criticismare met.Is a seasonedUnderstands marketSets clearLeads team ofIs committed to winningprofessional with dynamics and its long direction.large workforce or business through thedepth of skills and and short-term impact Championsmanage multidevelopment of servicebreadth ofon business. Takes an change.discipline andculture based approach.managementoutside in view toTakesmulti-nationalEnsures understanding ofSeniorknow-howidentify and exploreappropriate risk projects.customer goals, prioritiesProfessional/business opportunities to achieveEmbraces andand needs and keepsManagerialwith effectivedesired benefits promotes diversity resources focused on these.(Broadband 3)interpretation ofand advantagesCollaborates closely withfinancial andall relevant departmentsmanagementand business units toinformationensure cross-unit serviceChampionsPlans strategy Works toPossessesDisplays thoroughEstablishesHeads up multi- and quality issues arepromptly addressed andtechnological,to achieve long- framework ofintegrated know- understanding of market visions anddisciplineorganization and term objectives strategic issues how in multidynamics and its long principles of the business, manages resolved.managerialof business,related to external cultural and multi- and short-term impact business, taking organizationinitiatives that with scanning environment,disciplineon business. Explores care of thestructure andhave directof businesscultural standards managementmajor partnership/shareholder,development, orExecutiveimpact onopportunities and businessM&Amarket,serves as(Broadband 4)direction andand threatsphilosophyopportunities to improve technological andsponsors/results of avalue creationregulatory factors advisors ofbusiness or majorprojects tofunctionimplementcorporate-wideprojectsInternal Use OnlyPlans strategy Operates underand tactics to broad policiesachieve mediumand principlesto long termobjectives ofown unitB2. Knowledge /ExpertiseC. Leadership and ManagementUses effectiveDeliversinterpersonal skills to persuasivegain agreement and presentation andacceptance, even in writes effectivecontroversial andproposals todifficult casesinfluence keydecisionsCommunicateseffectively withmedia, regulators,government officials,board members, andother external partiesSlide No : 13
III. Annual Review1.Performance and Development Review Form--Internal Use OnlyAt the end of the year, managers will conduct an annual review withemployees based on the agreed goals/performance requirementsThe review results are recorded in the e-PDR system/ relevantPerformance and Development Review FormSlide No : 14
PDR Form (Broadband 1 – Associate Professional/Operational Professional Employees)Internal Use OnlySlide No : 15
PDR Form (Broadband 1 – Associate Professional/Operational Professional Employees)Internal Use OnlySlide No : 16
PDR Form (Broadband 2 and Above Professional/Managerial Employees and above)Internal Use OnlySlide No : 17
III. Annual ReviewPerformance AssessmentBroadband 2 GoalAchievement Exceeded requirement/ targetMet requirement/ targetPartially met requirement/ targetBroadband 1Achievement& ResultsN: Not applicableU: Unable/Unwilling to meet therequirementsL: Learning to/Occasionally meets therequirementsA: Adequately/Generally meets therequirementsF: Fully meets the requirementsE: Consistently exceeds therequirementsBroadbandCompetenciesN: Not applicableU: Unable/Unwilling to meet therequirementsL: Learning to/Occasionally meetsthe requirementsInternal Use OnlyBehaviorssupportingeffectiveperformanceN: Not applicableU: Unable/Unwilling to meet therequirementsL: Learning to/Occasionally meets therequirementsA: Adequately/Generally meets therequirementsA: Adequately/Generally meets therequirementsF: Fully meets the requirementsF: Fully meets the requirementsSlide No : 18
III. Annual Review2.Assessment PrinciplesManagers should make sure assessments are conducted fairly and equitably, inline with the following principles:a. We aim for strong results, we reward high performance and should nottolerate under-performance.b. Managers should be bold and decisive enough to make use of the fullspectrum of the rating scale system to differentiate performance.c. As good performance management practice, managers are reminded toidentify high achievers in order to fast track their career development.d. At the same time, managers and employees need to drive for continuousimprovement and raise the performance bar.Internal Use OnlySlide No : 19
III. Annual Review3. 7-point RatingRating Descriptions7Outstanding & Exceptional Achievement6Performance consistently exceeds all targets/requirements; reflecting a very high level ofachievement5Performance consistently meets targets/requirements, and also consistently exceeds most; reflectinga high level of achievement4Performance consistently meets targets/requirements; reflecting solid and valuable contribution3Performance generally meets targets/requirements; the individual is learning and needs minorimprovement to consistently meet targets/requirements2Performance did not meet some targets/requirements, needs major improvement1Performance fails to meet targets/requirementsNIf the individual is new to the job (only applicable to new recruits/promotees for less than 3 months),and the appraising officer feels that there is inadequate information for assessment, please tick ratingN (i.e. not applicable)Internal Use OnlySlide No : 20
III. Annual Review3. 7-point Rating Scale (cont’d) The success of the Company relies on our employees to live and breathe the PCCWValues-Continuously attract, win and retain customers-Grow our businesses locally & internationally The 7-point rating scale enables the line managers to differentiate individualperformance The scale helps line managers identify employees at the beginning of their learningcurves--Internal Use Only Can provide necessary training/ support* For those employee with rating 2, Performance Improvement Plan should bein place to ensure that they have improved the performance within the agreedtimeframe (please to the guidelines for details)Slide No : 21
III. Annual Review4. Determining the RatingIn determining the rating for overall performance at the annual review, managershould consider: The extent to which individual result area/competencies/behaviours affectsthe employee’s performance in his/her job role. There is no singlemathematical weighting formula as job requirements are different fordifferent jobs. The extent to which the employee has exceeded/met/not met therequirements in respective result areas/competencies/behaviours In the interview, employees should have expressed their views about theirperformance during the yearInternal Use OnlySlide No : 22
III. Annual Review5. Communication of Performance RatingsYou should communicate with your subordinates on their finalperformance ratings only until management has approved all ratingsInternal Use OnlySlide No : 23
III. Annual Review6.Cross/ Within BU Transferees and PromoteesCross BU movement (including both transfer and promotion cases): The managers in both the new department and the original departmentshould complete PDR forms and provide ratings for the individuals, i.e.two ratings are needed to be capturedWithin BU Promotion Cases Managers will be asked to provide two ratings for the promotees, onereflecting performance after promotion, and one reflecting performancebefore promotionWithin BU Transfer Cases No separate rating for the transferee’s performance before transfer willbe captured. Managers should take into account their performancebefore the transfer when deciding their performance ratings for the entireperiodInternal Use OnlySlide No : 24
III. Annual Review7. Results of Assessment If there are discrepancies between the Appraising Managers and theAppraisees on performance rating:--Internal Use OnlyAppraisees can discuss with their supervisors/ countersigning officersIf issue still can’t be settled, appraisees can talk to the appropriate HRManager, who will discuss with the supervisors/ countersigning officers tofinalize assessment resultsSlide No : 25
IV. Annual Appraisal DiscussionPreparation before the Appraisal Meeting Communicate with the assessee - make appointment, invite self-review Collect relevant information - agreed goals/performance requirements andfacts related to performance, and input on the staff member’s performanceas appropriate from relevant people Think about structuring the conversation: begin with encouragement, whatand how to describe areas for improvement Review behaviour and performance Identify key areas for improvement and for developmentInternal Use OnlySlide No : 26
IV. Annual Appraisal DiscussionSelf ReviewAchievementsStrengthsDevelopment NeedsWhat have your majorcontributions in the jobbeen over the last 12month?What strengths have youshown?(For example,performance / skills youhave demonstrated thatmake you stand out fromyour peers)In which aspects of yourjob do you need todevelop your skills andknowledgeInternal Use OnlySlide No : 27
Annual Review Self-AppraisalSelf ReviewInternal Use OnlyDevelopment PlanCareer InterestIn order to make yourpersonal contribution/jobperformance better whatthings might be done by:(a) Yourself?(b) Your manager/thecompanyHow do you see yourcareer developing in thefuture?Slide No : 28
IV. Annual Appraisal DiscussionPoints to Note During Appraisal Discussion Internal Use OnlyCreate an informal, unhurried atmosphereExplain the purpose and outline of the discussionSuggest the assessee begin with his/ her achievements madeRecognize achievement; praise and encourageEnsure there’s 2-way communicationFocus on performance and be specific; review performance dataAddress performance problems, if any, and suggestions for improvementMake sure assessee acknowledges about his/ her performance ratingSummarize discussion – agreement on actionsAgree on timing of next review/ follow upSlide No : 29
V. Employee Development Employees should discuss development needs with their managers anddraw up a development plan, most development can occur- On job through taking up new assignments, doing different things and doingthings differently-Through coaching by managers-Through attending training programs, etc.Development plan should be recorded in the “Review of EmployeeDevelopment” part of the PDR formInternal Use OnlySlide No : 30
VI. Electronic PDR Process for BB2 Staff Objectives- Systematic tracking of PDR process- Easier retrieval of records for PDR preparation- Self review can be readily captured- A step towards paperless PDR Scope- All staff at BB2 or aboveInternal Use OnlySlide No : 31
VI. Electronic PDR Process for BB2 Staff Roles in ePDR process : Appraisee, Appraising Officer, Countersigning Officers 2 form types : Self review form & PDR formInternal Use Only-Self review form - prepared by appraisee-PDR form - prepared by appraising officerSelf Review formPDR form Submitted by appraisee forappraising officer to prepare the PDRform Part 1 - Review of Achievements Part 2 - Review of Competency Part 4 – Review of EmployeeDevelopment Part 5 - Readiness of InternationalAssignment Prepared by Appraising officer Consists of 5 parts : Part 1 - Review of Achievements Part 2 - Review of Competency Part 3 - Review of OverallPerformance Part 4 - Review of EmployeeDevelopment Part 5 - Readiness of InternationalAssignmentSlide No : 32
ePDR System Page2134Internal Use OnlySlide No : 33
Self Review Form (Broadband 2 and Above –Professional / Managerial Employees and above)Chan Dai Man112345678Chan Dai ManLee Siu LungChiu Siu Fung243Internal Use OnlySlide No : 34
Preparing Self Review Form –Copy from Last PDR FormChan Dai Man112345678Lee Siu LungChan Dai ManChui Siu Fung1Internal Use OnlySlide No : 35
Preparing Self Review Form –Copy from Last PDR FormInternal Use OnlySlide No : 36
Self Review FormChan Dai ManLee Siu LungChui Siu Fung51Internal Use OnlySlide No : 37
Preparing Self Review Form –Copy from Last PDR Form1Internal Use OnlySlide No : 38
Process Flow SummaryInternal Use OnlySlide No : 39
VII. Electronic PDR Process for BB1 Staff Objectives- Systematic tracking of PDR process- Easier retrieval of records for PDR preparation- Self review can be readily captured- A step towards paperless PDR Scope- All staff at BB1 or aboveInternal Use OnlySlide No : 40
VII. Electronic PDR Process for BB1 Staff Roles in ePDR process : Appraisee, Appraising Officer, Countersigning Officers 2 form types : Self review form & PDR formInternal Use Only-Self review form - prepared by appraisee-PDR form - prepared by appraising officerSelf Review formPDR form Submitted by appraisee forappraising officer to prepare the PDRform Part 1 - Review of Achievements Part 2 - Review of EmployeeDevelopment Prepared by Appraising officer Consists of 2 parts : Part 1 - Review of Achievements Part 2 - Review of Competency Part 3 - Review of OverallPerformanceSlide No : 41
ePDR System Page2134Internal Use OnlySlide No : 42
VII. Electronic PDR Process for BB1 Staff –Part 1 Review of AchievementsInternal Use OnlySlide No : 43
VII. Electronic PDR Process for BB1 Staff –Part 1 Review of AchievementsInternal Use OnlySlide No : 44
VII. Electronic PDR Process for BB1 Staff –Part 1 Review of AchievementsInternal Use OnlySlide No : 45
VII. Electronic PDR Process for BB1 Staff –Part 2 Review of Employee DevelopmentInternal Use OnlySlide No : 46
VII. Electronic PDR Process for BB1 Staff –Part 2 Review of Employee DevelopmentInternal Use OnlySlide No : 47
Performance AssessmentBroadband 1Achievement &ResultsN: Not applicableU: Unable/Unwilling to meet the requirementsL: Learning to/Occasionally meets the requirementsA: Adequately/Generally meets the requirementsF: Fully meets the requirementsE: Con
III. Annual Review 1. Performance and Development Review Form -At the end of the year, managers will conduct an annual review with employees based on the agreed goals/performance requirements -The review results are recorded in the e-PDR system/ relevant Perfo
1 EOC Review Unit EOC Review Unit Table of Contents LEFT RIGHT Table of Contents 1 REVIEW Intro 2 REVIEW Intro 3 REVIEW Success Starters 4 REVIEW Success Starters 5 REVIEW Success Starters 6 REVIEW Outline 7 REVIEW Outline 8 REVIEW Outline 9 Step 3: Vocab 10 Step 4: Branch Breakdown 11 Step 6 Choice 12 Step 5: Checks and Balances 13 Step 8: Vocab 14 Step 7: Constitution 15
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