PERFORMANCE MANAGEMENT PRESENTATION

SCOPE INTERNATIONAL
By
Maria Shirley J
Kayal Vizhi J
Hrishikesh N J
Keerthika

1
 INTRODUCTI Footpri
ON nt
75 80,00
125 Nationalities
countri
es
1,700 0
+ employees
branches

Business verticals
Cons Wholesa Group
umer le Tech &
Banki Banking Operations
ng

Key markets

Asia Africa
Middle East
 • The name standard chartered comes
from the names of the two banks
from which it was formed by merger
in 1969. The Chartered Bank of India,
History of over 150 years in USD16bn Australia and
Banking meInco China, and Standard Bank of
British of South Africa.
Ø Objectives Of the Organization

§ CRICT

C CO-ORDINATION
R RESPONSIBILITY
I INFORMATION
C CREATIVITY
T TIMELINESS
 )
GLOBAL SHARED SERVICE CENTRES (GSSC)
SCOPE INTERNATIONAL
• Shared Services Centres in India, KL and China; largest Hub in India
•13000 staff across Chennai, KL & China hubs
•Support over 14 million customers across 70+ countries
• Annual cost savings over USD 100 million

Technology
Human Resources

Global Customer
Operation

Operation
Finance Shared
Services

Services Centr

Consumer

Wholesale
Centre

Banking

Banking
e

s
Technology
Shared

Operations
IT Service
Solutions

Securities

Care
Software

Solution
Centre

Grou
p
 2 DIVISONS
v CONSUMER BANK v
WHOLESALE BANK

CONSUMER BANK: WHOLESALE BANK:

Focuses on Focuses on
• Retail • Global corporations
• Individuals • Financial institutions
• Small business • Commodity traders
• High net worth clients
Manages Manages
• Cash • Treasury function
• Collections and payments through cash
• Offering loans • Trade finance
• Custody services
PERFORMANCE MANAGEMENT PROCESS

6
 PRACTICES IN SCOPE

§ Practice 1 : Driving Performance through Engagement

• The Gallup Q12 model
• Engagement and Business performance
• The model
• The Q12 questions

§ Practice 2 : Embedding a culture of Performance Management

P3 (Performance, Potential and Pay) : The elements are familiar

§ Practice 3 : Growing and Retaining Top Talent

Intensive training for Managers on how to have a good performance
conversation, coach employees, manage high performance teams

4
 GALLUP MODEL

 Gallup's employee engagement work is based on

more than 30 years of in-depth behavioral economic
research involving more than 17 million employees.
This research has appeared in prestigious business
and scientific publications, including the Journal of
Applied Psychology and the Harvard Business
Review.

Through rigorous research, Gallup has identified 12

core elements -- the Q12 -- that link powerfully to key
business outcomes. These 12 statements emerged as
those that best predict employee and workgroup
performance.

8
• Opportunity to learn and grow (Overall G r o w t h )
• Progress in last six months How Nurturing
can
we all Celebrating
• Best friend grow?
• Coworkers committed to quality Inspiring
• Mission/Purpose of company Do I belong?
• My opinions count Speaking
(Teamwork)
Listening
• Encourages development
• Supervisor/Someone at work Caring
cares • Recognition in last seven
days
What do I give? Thanking
• Do what I do best every day Management Support)
( Sharing

• Materials and equipment Hiring and Welcoming

What do I get?
• I know what is expected
of me at work (Basic Needs)

Our Q12 based engagement programme has been a powerful

differentiator, helping us to measure and grow as a Great Place to Work.
 THE P3 MODEL

Year round Well integrated with

activity HR processes

Talent
Employee Management
Engagement and Career
Progression
P3
(Performance,
Pay, Potential)

Rewards
Linkage with reward

Strong Performance
Differentiation /
L
e objectivity
a
r
n
i
n
g

&

D
e
v
e
l
o
p
m
e
n
t

Robust
Processes
for
fairness /
TRAINING AND DEVELOPMENT – RETAINING AND MOTIVATING TALENT

 Intensive training for Managers on how to have a good performance

conversation, coach employees, manage high performance teams
 Values workshops for translating values into visible day to day
behaviours

 Training to identify talent

 Training on how to discuss compensation decisions

 Training from an appraisee’s perspective

 Systems (P3 tool) training on the shop-floor

 360 degree feedback tool, now in its second year, has provided more
than 300 of our most senior leaders with personal feedback which
is incorporated into their development plans.
 Through our ePerformance system we have a disciplined and
transparent approach to managing employee performance. Every
employee has a clear set of objectives, which include non-financial
performance measures based on our five values.
 Performance reviews and subsequent reward decisions are based not only
on what employees have achieved, but also on how they have achieved it.
In addition to a performance rating, employees are awarded a rating
(on a scale of A to E) based on how they have demonstrated the
Group’s values in their everyday working life. The rating has an impact
on the level of reward an employee receives. In 2012 those given an E values
rating received no discretionary performance award.
 Training to support managers in agreeing and reviewing values objectives
and behaviours is provided ahead of the interim and year-end reviews. The
values are also embedded in a number of key processes and policies such as
the Group Code of Conduct. In addition, to reinforce the extent to which
our leaders demonstrate the values and culture, the Group has a ‘360
degree’ feedback process.
 Individual reward and incentives are linked directly to the performance
and behaviour of the employee, the performance of the business and the
interests of shareholders. Our deferral levels are meaningful and are
designed to increase with seniority and the amount of variable
compensation.
 Making rating decisions means…”what” and “how”

Performance Values
1 rating means the employee has A. rating means the employee role models
demonstrated consistently exceptional living the values
performance B. rating means the employee almost
2 rating means the employee has always lives the values
demonstrated very good performance
against stretching objectives
C. rating means the employee generally
lives the values
3 rating means the employee has D. rating means the employee sometimes
demonstrated good performance lives the values
4
against stretching objectives
rating means that improvement is
E rating means the employee fails to live
the values
required .
5 rating means the employee has
demonstrated unacceptable
performance
 The increment is added to the salary. (April month salary)

Ø Reward

• The hike will be of 10% to 12% of their salary.

Ø Performance Improvement Period

• If an employees performance is rated as exceptional he / she

will be given 3 months of notice period to improve his / her
performance and he / she has to achieve 80% of productivity.
If the task is not accomplished the employee is asked to
resign his / her job.
THANK YOU !