Performance Management INM Policy

PERFORMANCE
MANAGEMENT
INM POLICY
FINAL VERSION
Performance Management Global Policy – Final
Page 1 of 53
Contents
1. Important Notes................................................................................................................. 4
2. Introduction....................................................................................................................... 5
2.1. What is the purpose of this document?................................................................5
2.2. What is the global performance management framework?...................................5
2.3. Who does this policy apply to?.............................................................................5
3. Guidance for Employees................................................................................................... 6
3.1. What does Performance Management mean to me as an employee?.................6
3.2. Who is responsible for Performance Management?.............................................6
3.3. Setting Objectives................................................................................................. 6
3.4. Managing Your Performance................................................................................7
3.5. Mid-Year Review.................................................................................................. 7
3.6. Year-End Review.................................................................................................. 9
3.7. Managing Under Performance............................................................................10
3.8. Escalating Issues................................................................................................ 12
4. Guidance for Managers................................................................................................... 13
4.1. What is my role as a manager in Performance Management?...........................13
4.2. Setting Objectives............................................................................................... 13
4.3. Managing your team’s Performance...................................................................15
4.4. Mid-Year Review................................................................................................ 16
4.5. Calibration.......................................................................................................... 17
4.6. Year-End Review................................................................................................ 18
4.7. Managing Under Performance............................................................................20
4.8. Handling Issues.................................................................................................. 22
5. Countersigning Manager................................................................................................. 24
5.1. What is a countersigning manager?...................................................................24
5.2. What are the policy requirements?.....................................................................24
6. Performance Rating Scale.............................................................................................. 25
6.1. Why do we use a performance rating scale?......................................................25
6.2. What are the policy requirements?.....................................................................25
6.3. HSBC Global 5-Point Rating Scale.....................................................................26
7. Supporting Information.................................................................................................... 27
7.1. Related Policies.................................................................................................. 27
7.2. Performance Management Cycle.......................................................................28
7.3. Roles and Responsibilities..................................................................................29
7.3.1. Employee Responsibilities..................................................................................29
7.3.2. Manager Responsibilities (Primary Performance Manager)...............................29
INM Performance Management Policy – Final 2 of 53

7.3.3. Countersigning Manager Responsibilities...........................................................29
7.3.4. Human Resources (HR) Responsibilities............................................................30
7.3.5. Matrix Manager Responsibilities.........................................................................30
7.4. What is My Performance?..................................................................................30
7.5. What if you do not have access to My Performance?.........................................31
7.6. Performance Management Overview.................................................................31
7.7. Setting Objectives Factsheets............................................................................31
7.8. Mid-Year review Factsheets...............................................................................31
7.9. Calibration Factsheets........................................................................................31
7.10. Year-End review Factsheets...............................................................................32
8. Employee Scenarios....................................................................................................... 33
8.1. New starter / new hire.............................................................................................. 33
8.2. Part time work.......................................................................................................... 35
8.3. Moving between roles.............................................................................................. 35
8.4. Working abroad – International Assignments...........................................................39
8.5. Working abroad – Short term trips............................................................................40
8.6. Promotion to a new role........................................................................................... 41
8.7. Working above / below band/ grade.........................................................................43
8.8. Change in manager / no manager............................................................................44
8.9. Matrix management.................................................................................................. 44
8.10. Organisation restructure / reorganisation..........................................................45
8.11. Leave of Absence from work (Planned or Unplanned)......................................46
8.12. Suspension....................................................................................................... 47
8.13. Leavers............................................................................................................. 48
8.14. Multiple jobs...................................................................................................... 49
8.15. Job share.......................................................................................................... 50
8.16. Job rotation / graduate schemes.......................................................................50
8.17. Contractor / temporary staff...............................................................................50
8.18. Issue with objectives, ratings or review comments............................................51
8.19. Joint Ventures/External secondments...............................................................51
8.20. Virtual teams..................................................................................................... 51
9. Policy Notes.................................................................................................................... 53

1. Important Notes
HSBC’s success depends on the performance of its employees. Performance Management is an essential part
of the way we run our business at HSBC and how we develop, direct and recognise the performance of
individuals within our business. It’s about getting better results from everyone by understanding and managing
their performance against an agreed set of objectives, measures and behaviours.
Performance Management is a key driver in ensuring that HSBC is the 'Best Place to Bank' for our customers
and the 'Best Place to Work' for our employees – it exists to establish a shared understanding about what is to
be achieved and how to achieve it.
The Performance Management Cycle is an annual business process. Objectives act as the foundation, while
feedback and coaching should be ongoing throughout the year with regular performance appraisals at mid-year
and year-end to gauge progress.

2. Introduction
2.1. What is the purpose of this document?
The purpose of this document is to provide the minimum policy requirements that support the global performance
management framework. Managers and employees are required to read and adhere to this performance
management policy.
Included in this document are:
 Policy requirements that you should follow.
 Performance management responsibilities.
 Support and contact information.
If you have any questions about any aspect of this document or have any queries regarding performance
management please speak with your manager or Human Resources (HR) team.
If you have any questions on other related areas outside the scope of this policy (e.g. disciplinary procedures,
etc.), please refer to Section 7.1 and your policies for guidance on where to find further information or speak with
your manager.
Please note that this policy is subject to local employment regulations or labour agreements.
2.2. What is the global performance management framework?

The global performance management framework aims to improve the performance of our business, by providing
employees with the tools and capabilities to deliver better results and achieve their full potential.
Performance management is a continuous process, including specific activities throughout the year. The
following are minimum requirements:
 All employees should have objectives set for each performance year (Band 0-5 must use the Balanced
Scorecard format).
 All employees should be assessed at Mid-Year and Year-End using the globally consistent 5-point rating
scale with no shadings.
 All employees should have a minimum of two formal performance review discussions per year, at Mid-Year
and Year-End.
 All employees should be assessed using calibration techniques to drive differentiation, including target
distribution and relative assessment, where appropriate.
 All employees should use the global ‘My Performance’ system to support the performance management
process.
An effective performance management framework should also consist of:
 Active monitoring and managing of performance through regular performance feedback.
 Coaching and development based on performance feedback.
Please see the Supporting Information Section for the performance management cycle.
2.3. Who does this policy apply to?

This policy affects all active HSBC management employees. Employees from other areas of HSBC working
temporarily within INM will be covered by this policy document.

3. Guidance for Employees
3.1. What does Performance Management mean to me as an employee?
The purpose of performance management is to help and encourage all employees to achieve and maintain the
standard of performance expected by the company. Performance management is about enabling you to succeed
and contribute to the success of our business by ensuring that you know what is expected of you and how you
are performing throughout the year.
3.2. Who is responsible for Performance Management?

Performance management is a shared responsibility between you and your manager. It is essential that you
actively participate in the process; in particular, you should play an active role in performance discussions with
your manager and ensure you complete a Self Assessments to identify areas for development and improvement.
For a full list of roles and responsibilities please see Section 7.3
The following sections provide minimum standards and guidelines that you should follow for each stage of the
performance management process.
3.3. Setting Objectives
3.3.1. Why do I need objectives?

Objective setting is the foundation of the performance management process.
Your objectives should provide you with clear direction, priorities and expectations for your performance as
well as clarify how your priorities are aligned to your business and the Group Strategy. They provide the
basis for managing and assessing your performance throughout the year.
3.3.2. What are the policy requirements?

 Objectives must be relevant to the forthcoming performance year.
 Objectives typically run from 1st January to 31st December (if the employee is present at the start of the
performance year).
 Objectives must be set by the end of February each year.
3.3.3. How do I set my objectives?

 Before documenting your objectives, you should have an objective setting discussion with your
manager to discuss and agree your objectives. Either you or your manager can initiate and draft the
objectives document:
 All managers and senior executives in Bands 0 to 5 should set their objectives using the balanced
scorecard template. Bands 0 to 1 executives should have at least one objective in each quadrant
with at least 25% weighting in the People quadrant.
 All other employees should use the appropriate objectives template as directed by your business
and HR team.
 If you are using the My Performance system, please ensure that you:
 Select the correct template within My Performance, as this will define the document format that will
be used for the rest of the year.
 Acknowledge the final version of your objectives when your manager submits it you.
 Respond to any applicable statements of compliance contained in the objectives document. Please
speak to your manager if you do not understand or cannot meet these statements.
 Raise any concerns with your manager in the first instance.

3.3.4. Who is responsible for setting my objectives?
Your manager is responsible for ensuring that you have objectives set for each performance year, however,
you are strongly encouraged to play an active role in drafting and agreeing your objectives. For full roles and
responsibilities please see Section 7.3
3.3.5. What if my circumstances change?

 If your team, department or business objectives change or your role changes, your objectives may
change during the performance year. You and your manager should discuss any changes before
documenting them.
 If you start a new role (e.g. new hire, promotion, change jobs) or return to your role after a period of
absence (e.g. following a secondment or a period of sickness), you and your manager should refresh
your objectives or start a new set of objectives within one month of starting your new role or returning to
work.
For full list of scenarios please see Section 8
For more information and guidance on setting objectives and the Balanced Scorecard please refer to the
Human Resources intranet (Performance Management section)
3.4. Managing Your Performance
3.4.1. Who is responsible for managing my performance?

You are responsible for managing your own performance on a day-to-day basis, with the support of your
manager– tracking your progress against your objectives, working collaboratively within your team and with
other teams, actively seeking feedback on how you are doing and finding new ways to improve your
performance.

You should have at least two performance review discussions per year with your manager, at Mid-Year and
Year-End.
 In addition, you and your manager should schedule regular meetings to discuss your progress and
performance against your objectives. It is recommended that you have a performance discussion at
least once a month, but you should agree together a schedule that works for both of you.
 You should seek regular feedback and ensure you act on the feedback received, with particular focus
on your development areas.
3.5. Mid-Year Review
3.5.1. What is a Mid-Year review?

 The Mid-Year review is:
 A formal assessment of an employee’s performance against objectives and required behaviours for
the first half of the performance year (January to June), whilst setting direction for the second half
of the performance year.
 An opportunity to review objectives for relevance, adjusting them as necessary to ensure they are
up-to-date.
 An opportunity for managers to ensure employees have the direction, support, resources and
encouragement required to perform well.

3.5.2. What period does the Mid-Year review cover and when should it
take place?
 Mid-Year reviews should assess performance from 1st January to 30th June.
 New starters who join the company after the 1st April should receive ‘Not Rated – New Hire’ for the Mid-
Year indicative rating and do not require a formal document. However, it is considered good practice to
provide a formal review.
 Mid-Year reviews should take place between 1st June and 30th August each year.

 You should complete a Self Assessment (optional, but highly recommended).
 Your manager should assess your performance for the first half of the performance year.
 You should have a review discussion with your manager.
 Your manager should complete a Mid-Year performance review document and provide you with a Mid-
Year indicative performance rating.
 You should acknowledge the performance review document.
3.5.4. What is a Self Assessment?

A Self Assessment document is your opportunity to assess your performance against your objectives.
Although it is optional, it is highly recommended. The Self Assessment document:
 Should be discussed with your manager before your Mid-Year review.
 Provides a structured opportunity for you to contribute to your manager’s review of your performance.
 Is good practice as it requires you to constructively assess your own performance.
3.5.5. How will my performance be assessed at Mid-Year?

 You should complete a Self Assessment and discuss this with your manager prior to the Mid-Year
review. This is optional, but is highly recommended.
 Your manager will draft your Mid-Year review and provide an indicative rating assessing your
performance between January and June against your objectives, required behaviours and as
appropriate, relative to peers. The assessment should also identify strengths and development areas.
 Your manager will provide you with an indicative Mid-Year rating using the global 5-point rating scale
(see Section 6.3).
 This rating is subject to change at Year-End, based on performance during the second half of the year
and further comparison against your peers and, if appropriate, the external market.
 Your Mid-Year indicative rating and review comments must be retained as part of your performance
history and will be considered as part of the Year-End assessment and formal review.
3.5.6. Who is responsible for my Mid-Year Review?

 Your manager is responsible for setting up the Mid-Year review discussion at a time that is mutually
convenient for both of you.
 You and your manager should discuss the Mid-Year review and indicative rating provided.
 You should actively participate in this discussion, seeking to understand the feedback given and
identify ways to improve your performance during the second half of the performance year.
 Following the discussion your manager should submit the final version of your Mid-Year review
document for you to acknowledge.
 If you have any issues with your review, please speak to your manager in the first instance.

 Please note that if you are a new joiner, you may not receive a Mid-Year review from your current
manager.
3.6. Year-End Review
3.6.1. What is a Year-End Review?

 A Year-End review is:
the entire performance year (January to December).
 A shared responsibility between line managers and employees.
 Used to inform other commercial decisions, including reward, talent identification, promotion and
development planning.
 A good opportunity to begin planning for the year ahead and think about objectives for the new
performance year.
3.6.2. What period does the Year-End review cover and when should it
take place?
 Year-End reviews should assess your performance from 1st January to 31st December.
 New starters who join HSBC after the 1st October should receive ‘Not Rated – New Hire’ for the Year-
End final rating and do not require a formal document. However, it is considered good practice to
 Year-End reviews should take place between 1st of November and 30th January.

 You should complete a Self Assessment (optional, but highly recommended).
 Your manager should assess your performance based on your overall performance for the whole
performance year.
 Your manager should provide a preliminary rating and draft Year-End review document (this preliminary
rating will not be communicated to you).
 Your manager should attend a calibration discussion (if applicable) to discuss and compare the
performance of defined groups of employees to ensure fairness, consistency and differentiation of the
preliminary performance ratings.
 You and your manager should hold a review discussion.
 Your manager should provide a Year-End performance final review document and rating (which will be
updated following the calibration meeting, as appropriate, and sign off of final ratings).
 You should acknowledge the performance review document and the Year-End final performance rating
(included on the final review document) provided by your manager.
3.6.4. How will my performance be assessed at Year-End?

 You should complete a Self Assessment and discuss this with your manager. This is optional, but is
highly recommended.
 Your manager will draft your Year-End review reflecting your performance for the entire year against
your objectives, required behaviours and relative to peers (as appropriate). The assessment should also
identify strengths and development areas.
 Before your review discussion, your performance may be calibrated:
 Calibration is a discussion between managers in order to ensure preliminary performance ratings
are fairly and consistently applied. It ensures quality decisions are made and checked .

 Within calibration sessions, your performance will be compared against your peers (employees of a
similar role and seniority) and, as appropriate, against the competitive market (employees in
comparable roles and levels of seniority in similar businesses outside HSBC).
 Your final Year-End rating may be different from your Mid-Year indicative rating due to changes in your
performance during the second half of the year. Your rating may also change as a result of the
calibration process. Your manager should explain to you the reasons for any changes between Mid-
Year and Year-End.
 Your manager will provide you with a final Year-End rating using the global 5-point rating scale (see
Section 6.3).
 Your rating from previous performance years will not be considered in determining the current year’s
performance rating.
 For further information on the global 5-point rating scale please see Section 6.3
3.6.5. Who is responsible for my Year-End Review?

 Your manager is responsible for attending calibration meetings (as appropriate) and discussing your
performance and preliminary rating relative to your peer group.
 Your manager is responsible for setting up the Year-End review discussion at a time that is mutually
convenient to both of you.
 You and your manager should discuss the Year-End review and final rating provided (following
calibration meetings).
 You should actively participate in this discussion, seeking to understand the feedback given and
identify ways to improve your performance in the next performance year.
 Please note your manager will not be able to give you your review or final rating until after the
calibration process is complete and all ratings have been approved by your business leadership
team.
 Following the discussion, your manager should submit the final version of your Year-End review
document for you to acknowledge.
 If you have any issues with your review, please speak to your manager in the first instance.
 Please note that if you are a new joiner, you may not receive a Year-End review from your current
manager.
3.7. Managing Under Performance
3.7.1. How is under performance defined?

Under performance is performance that falls below acceptable standards. It may range from a short decline
in performance standards to more serious problems with capability or conduct.
It is important that if performance does not meet acceptable standards, it is managed effectively and
immediate action is taken to improve performance. Under performance should be actively managed through
structured and supported opportunities for improvement.
Under performance is defined as an employee who has received (or is at risk of receiving) a ‘4 –
Inconsistent’ or ‘5 – Poor’ performance rating.
3.7.2. How is under performance actively managed?

Where under performance is identified, the manager should try and improve the performance of that
employee by providing regular feedback against a specific set of objectives and behaviours during a
specified period of time.
This is intended to be a constructive process owned by both the manager and employee to ensure the right
outcome is achieved. As a result of this process, a transfer may also be considered.

 If you receive or are at risk of receiving a ‘4 – Inconsistent’ or ‘5 – Poor’ rating, your manager will take
action to address under performance.
 All performance issues should be dealt with as quickly as possible. As such, your manager should
raise performance issues with you immediately in order determine the correct action to take.
 Your manager may also consult with your countersigning manager, any relevant matrix managers
and HR in deciding what action to take.
 Your manager may choose to place you initially on a Performance Improvement Plan (PIP) in order
to provide you with a structured opportunity to improve your performance.
 Should your manager deem it necessary, he/she may choose to bypass the PIP process and take
alternative action if appropriate, such as a transfer, or initiate disciplinary action.
 All matters relating to under performance should be treated confidentially and are subject to local
regulations or labour agreements.
3.7.4. What is a Performance Improvement Plan?

A Performance Improvement Plan (PIP) is an action plan to raise performance to an acceptable level
(expected to be mandatory in some business areas). Whilst a PIP may in some instances forms part of
disciplinary action, it can also be a standalone action to improve performance. Local regulatory or labour
agreements must be followed.
 A PIP should:
 Define the actions required in order to correct and improve your overall performance to an
acceptable level (sustainably at a ‘3 – Strong‘ rating or above).
 Raise your performance to levels commensurate with the requirements set out in the job
description / role profile and performance objectives.
 Have a defined end date and last no longer than six months (ideally three – six months).
 Be reviewed at regular meetings with your manager. It is recommended that these meetings occur
once every one to two weeks as a minimum, but you should agree a schedule that works for you
both.
 Form the basis of a formal review at the end of the PIP period. If your performance improves
sufficiently, the PIP may be closed early.
 A PIP should not:
 Replace your existing objectives or job description. You must continue to perform against these.
 Replace any development plans (all employees should have a long-term plan to develop their skills
and knowledge to progress their career).

3.7.5. What other actions can be taken to address under performance?
 In addition to or instead of a PIP, a number of other actions may be taken to address under
performance. These include changing your existing role, or transferring you to a more suitable role /
area.
 These actions should only be taken if it is believed your performance will improve as a result and your
performance cannot be improved within your existing role.
 Your manager should consult with you before taking these actions.
 Your manager may also consult with your other managers including your countersigning manager,
matrix manager and HR. In the case of a transfer, the receiving manager should also be involved or
consulted.
 There should be a formal three month performance monitoring period following your role change or
transfer (using the Supplementary Review document).
 Local employment regulations and disciplinary procedures will apply (as applicable) in any role changes
or transfers.
3.8. Escalating Issues

Issues or concerns regarding performance management may be escalated at any point during the performance
year.
 Before escalating an issue or concern please ensure that you have reviewed this policy.
 In the first instance, you should discuss the problem with your manager, clearly explaining your cause
for concern.
 If the discussion with your manager fails to resolve the issue or if you cannot discuss the issue with your
manager in an appropriate timeframe, then you should escalate the issue to your countersigning
manager (or to your HR Manager if appropriate).
 This escalation process to be followed is laid out in the Appeal process document. Please see the
appeal procedures for further information.
 Please note that within the My Performance system your acknowledgement will be bypassed if you fail
to acknowledge a performance document within 28 days of it being submitted as final to you by your
manager. If you raise a challenge or a formal grievance, your manager or countersigning manager can
contact HR to have a ‘hold flag’ placed against your document to prevent this timeout from happening.

4. Guidance for Managers
4.1. What is my role as a manager in Performance Management?
A key part of your role as a manager is to develop and improve the performance of your team. It is your
responsibility to motivate and engage your team to fully leverage their potential.
 If you are using My Performance you should look on your dashboard screen regularly to check you have
access to all your team members’ performance records and that you have completed the required
performance documents for your team.
 You are responsible for communicating the required performance management messages throughout the
year.
 If you have direct reports who are managers you will also have a role as the countersigning manager for
their teams.
 If you have a direct report who is matrix managed (i.e. he / she has more than one manager) you are
responsible for liaising with them to receive input into the required performance documents.
For a full list of roles and responsibilities please see Section 7.3
The guidelines in the following sections cover the responsibilities for a manager at each stage of the
Please note:
 Throughout this section ‘your team members’ is used to denote anyone for whom you have primary
responsibility for in the performance management process.
4.2. Setting Objectives
4.2.1. Why do my team members require objectives?

It is vital that your team members have clear objectives defining the performance expectations and priorities
for their role.
 Objectives provide individuals with clarity on their priorities and how their success will be measured, as
well as how their objectives align with Group strategy.
 As a manager, ensuring your team members have clear objectives will enable you to effectively
manage and assess their performance.

 You must set new objectives for each performance year for each of your team members:
 Objectives must be relevant to the forthcoming performance year.
 Objectives typically run from 1 st January until 31st December (if the employee is present at the start of
the performance year).
 Objectives must be set by the end of February each year.

4.2.3. What do I need to know when creating the objectives document?
 Either you or your team members can initiate the objectives document:
 For those team members who are a Band 5 or above, objectives should be set in a Balanced
Scorecard format.
 All other team members should use the appropriate objective setting template, as directed by your
business and HR team.
o Employees below Band 5 can use a Balanced Scorecard format, but this is not mandatory and
should be based on business requirements.
o Employees at Band levels 6 & 7 who are using the scorecard format may not need to complete
all quadrants.
 Care should be taken to select the correct template within My Performance as this will define the
document format that will be used for the rest of the performance year.
4.2.4. What do I need to know when drafting or finalising objectives?

 You or your team member can create the first draft of objectives. However you are responsible for
finalising the document and ensuring the objectives are high quality. For guidance on setting SMART
(Specific, Measurable, Achievable, Relevant, and Time Bound) please refer to the factsheet ‘What is a
SMART objective?’.
 You are responsible for ensuring any standard objectives are included in your team member’s
objectives and that your team members take the required action.
 You should ensure that you follow the guidelines provided by your business and HR team regarding the
inclusion of standard objectives and whether objectives can be customised and changed.
 Your business may set guidelines around appropriate measures and targets. Objectives must be set
within these guidelines.
 If you are using the My Performance system, there may be some pre-populated objectives within the
document or available from the Objectives Bank (a library of standard objectives content that you can
select from).
 Stretch targets may be used in addition to regular targets to define what an exceptional level of
performance and breakthrough results look like.
 Stretch targets do not need to be applied to all objectives for all employees. They should typically
be used on priority objectives that the individual employee can have a significant impact on (e.g.
sales objectives for a sales person).
 Achievement of a stretch target does not necessarily guarantee a specific performance rating, as a
performance assessment will consider other factors, including how the targets were achieved (e.g.
demonstrated behaviours) and performance (if appropriate) relative to peers and the market.
 You should aim to achieve broad alignment between individual objectives for your team members
and team, department and business objectives. However, you should not unnecessarily delay or
defer setting objectives for your team because of this cascade process, unless otherwise instructed
by your business.
4.2.5. What are my responsibilities during the objective setting period?

 You should schedule the objective setting discussions with your team and agree who will complete the
first draft of the document.
 You are responsible for submitting the final version of the objectives document.
 Your team member will be required to acknowledge the objectives once they are finalised. If your team
member does not acknowledge their objectives you should clearly document the situation and escalate
to your manger (or HR). See Section 4.8 for further guidance.
 You are responsible for ensuring all your team members have final and acknowledged (or signed)
objectives by the end of February.

 You are responsible for ensuring your team members continue to have relevant and up-to-date
objectives throughout the year. Objectives can be changed or updated at any point during the year, to
reflect a change in an employee’s role or in business priorities. Any amendments should be discussed
in advance with the employee.
 You should set or refresh objectives within the first month for any team members who:
 Join as a new hire.
 Change roles or transfer into your team (including secondees).
 Get promoted.
 Return to work following a leave of absence.
4.2.6. What should I do if a team member’s circumstances change?

Objectives may change during the performance year to reflect changes in circumstances.
 If a team member changes department or team:
 You are responsible for ensuring the performance management responsibilities for that employee
are efficiently transferred to their new performance manager.
 You should contribute to their review to ensure their performance for that period is reflected in their
review.
 If a team member takes on a different role within your team:
 You are responsible for ensuring that their objectives are changed and agreed to reflect their new
role within one month of them starting the new position.
 If an objective is no longer relevant, following the change in role, this should be noted within the
performance document and closed off.
For full list of scenarios please see Section 8.
For more information and guidance on setting objectives and the Balanced Scorecard please refer to the
Human Resources intranet (Performance Management section).
4.3. Managing your team’s Performance
4.3.1. Why is it important that I manage my team’s performance?

The most critical element of performance management is the day to day dialogue you have with your team
members. As a manager you can motivate and inspire your team and give them the confidence to succeed.

All employees should have at least two performance review discussions per year with their manager, at Mid-
Year and Year-End.
 In addition, you should agree and schedule informal meetings with each team member to provide
continuous feedback on their performance in between formal reviews. It is recommended that these
should take place at least once a month, but agree a schedule together that works for the both of you.
 You should identify team members who require additional reassurance, guidance and coaching (e.g.
new hires) and focus additional time on them.
 You should raise any areas for improvement or concerns regarding under performance as soon as
possible. Do not wait until the Mid-Year or Year-End review to raise these issues – there should be no
surprises during these discussions.
 If you or your team member work in different locations or have flexible working patterns, you should
agree a way of providing feedback that accommodates this situation.
 You should keep notes of any results, observed behaviours or deliverables that can be used in your
team member’s performance review, supported by examples and data.

4.4. Mid-Year Review
4.4.1. Why is a Mid-Year review important?

 The Mid-Year review is:
 A valuable opportunity for you to provide formal feedback to your team members on their
performance during the first half of the year (January to June), against objectives, required
behaviours and if appropriate, relative to peers.
 Used as an opportunity to review objectives for relevance, adjusting them as necessary to ensure
they are up-to-date.
 An opportunity for you to ensure your team has the direction, support and resources required to
perform well during the second half of the year.
4.4.2. What period does the Mid-Year review cover and when should it
take place?
 Mid-Year reviews should assess performance from 1st January to 30th June.
 New starters who join the company after the 1st April should receive ‘Not Rated – New Hire’ for the Mid-
Year indicative rating and do not require a formal document. However, it is considered good practice to
 Mid-Year reviews should take place between 1st June and 30th August each year.

 Your team member should complete a Self Assessment (optional, but highly recommended).
 You should assess your team member’s performance based on their performance for the first half of the
performance year.
 You should have a Mid-Year review discussion with your team member.
 You should complete a Mid-Year performance review document and provide an indicative Mid-Year
rating.
 Your team member should acknowledge the performance review document.
4.4.4. How should I assess my team’s performance at Mid-Year?

 You should encourage your team members to complete a Self Assessment to reflect on their
performance. You should discuss the Self Assessment with them and consider the contents when
assessing performance and writing the review document.
 You should gather performance evidence, examples and data, including input from any matrix
managers and other colleagues, as appropriate.
 You should draft a Mid-Year review document. The review document may be drafted before or after the
performance review discussion, as appropriate. When drafting the review and allocating the rating you
should:
 Assess your team member’s performance against their objectives during the first half of the year
against objectives, required behaviours and as appropriate, relative to peers. The assessment
should also identify strengths and development areas.
 Ensure the objectives are still relevant and up-to-date.
 Include examples of results, behaviours or deliverables to support the review comments.
 Use the global 5-point rating scale to provide an indicative Mid-Year rating (see Section 6.3).
Please note, that indicative ratings are subject to change at Year-End based on performance
during the second half of the year and calibration at Year-End. You should rate performance
accurately and manage your team member’s rating expectations accordingly.
 The Mid-Year indicative rating and review comments must be retained as part of the team member’s
performance history and should be considered as part of the Year-End assessment and formal review.

4.4.5. What are my responsibilities when finalising the Mid-Year Review?
 You should ensure all your team have a Mid-Year performance review discussion before the end of
August. You are responsible for scheduling this meeting and agreeing a time that is convenient for both
of you.
 You are responsible for reviewing the objectives with your team member during the review discussion,
ensuring they are still relevant and remain aligned to the employee’s role and the objectives of your
team and business.
 You should update the review document after the discussion and submit it as final to your team member
for their acknowledgement. If they do not acknowledge the review and raise an issue to you, this may
require escalation (please see Section 4.8)
 You are responsible for ensuring all your team members have a completed and acknowledged Mid-
Year review document by the 31st August.
 Ensure new joiners and secondees are performance managed appropriately. Please see Section 7.8 for
guidance on managing Mid-Year reviews for recent new joiners and secondees within your team.
4.5. Calibration
4.5.1. Overview
 Calibration is the comparison of employee performance against their respective peer group or a defined
benchmark.
 Employees should be compared against other employees in similar roles and levels of seniority (career
band) to ensure fairness.
 Calibration meetings are the forum in which the comparison discussions take place. Managers should
attend calibration meetings to represent their team members, as applicable. The meetings should focus
on constructive debate between managers in order to ensure consistency, fairness and differentiation of
ratings.
 The calibration meeting format and purpose will vary across businesses. For further support and
guidance on the format of calibration meetings, please contact HR.
4.5.2. How should I prepare for a calibration meeting?

You may be asked to attend a calibration meeting to represent your team members. To prepare for the
calibration meeting you should:
 Ensure you know which of your team members will be discussed in a calibration meeting (please note
that not all employees will be discussed in calibration meetings) and make sure you are available and
prepared to represent them. If you are unable to attend you should nominate and brief a deputy (this
should always be a peer or senior manager).
 Understand how the session will be run and seek guidance from your HR Manager, if required.
 Encourage your team members to complete a Self Assessment. Ensure you discuss the Self
Assessment with them and consider the contents when completing your performance assessment prior
to calibration.
 Collate performance evidence and data and conduct a preliminary assessment of performance so that
you are fully prepared to represent your team members:
 Look at the Mid-Year Review document and your notes regarding your team member’s
performance during the second half of the year.
 Consider the Self Assessment (if completed).
 Seek input from any matrix managers and colleagues.
 Draft the review document (recommended but not mandatory).
 Prepare comprehensive documentation to refer to during the meeting so that you can represent your
team confidently using evidence and data.
 Record a preliminary rating for each team member and prepare your rationale to support this rating
during the meeting.

 During the meeting, your performance assessments may be challenged so you should be prepared
to provide evidence to back up your preliminary rating.
 You should not discuss your draft review or preliminary rating with your team member until after the
calibration discussions are complete and all ratings have been approved.
 You should not finalise the draft review document until after the review discussion with the
employee. The review discussion should be used to inform, explain and reinforce the feedback
given in the review document and the review document should not be seen as a foregone
conclusion.
4.5.3. What are my responsibilities during a calibration meeting?

 During the meeting, you should ensure that you:
 Constructively challenge any ratings you think are inaccurate or inconsistent.
 Present evidence and data on your team members to ensure they are fairly represented.
 Record the final ratings given to your team members following the calibration discussion.
4.5.4. How should deadlock be managed?

 Wherever possible, decisions should be made through discussion and collective agreement. Where
voting is necessary, each manager should vote objectively on the employees’ performance, based on
the performance assessment and evidence provided by the representing manager.
 If required, the chairperson will cast a deciding vote.
 For further support and guidance on dealing with voting and deadlock situations during calibration
sessions please see Section 7.9.
4.5.5. What should I do after the calibration meeting?

 The proceedings, discussion and outcomes of the calibration meetings are confidential and you must
not disclose these outside the session.
 You should take ownership of the final ratings following the calibration meeting.
 You must update the preliminary rating to the final rating agreed during the calibration meeting.
 You must not communicate any ratings to your team members until the ratings have been signed
off by your business leadership and HR.
 Following sign-off, you should deliver the final rating to your team member during their review
discussion and capture the rating in their review document.
4.6. Year-End Review
4.6.1. What is a Year-End Review?

 A Year-End review is:
the entire performance year (January to December).
 A shared responsibility between line managers and employees.
 Used to inform other commercial decisions, including reward, talent identification, promotion and
development planning.
 A good opportunity to begin planning for the year ahead and think about objectives for the new
performance year.

4.6.2. Why is the Year-End Review important?
 The Year-End is a valuable opportunity for you to provide formal feedback to your team members on
their performance over the entire year (January to December), against objectives, required behaviours
and as appropriate, relative to peers.
 The Year-End review will inform other commercial decisions, including reward, talent identification,
promotion and development planning.
 The review discussion is a good opportunity to begin planning for the year ahead and think about
objectives for the new performance year.
4.6.3. What period does the Year-End review cover and when should it
take place?
 Year-End reviews should assess an employee’s performance from 1st January to 31st December.
 New starters who join HSBC after the 1st October should receive ‘Not Rated – New Hire’ for the Year-
End final rating and do not require a formal document. Other exceptions may apply (see Section 7.10
for further guidance).
 Year-End reviews should take place between 1st of November and 30th January.

 You should encourage your team members to complete a Self Assessment (optional, but highly
recommended).
 You should assess the performance of your team members for the entire performance year.
 You should provide a preliminary rating and draft Year-End review document to your team members
(this preliminary rating should not be communicated to your team members).
 You should attend a calibration discussion (if applicable) to discuss and compare the performance of
defined groups of employees to ensure fairness, consistency and differentiation of performance ratings.
 You should hold a review discussion with each of your team members.
 You should provide a Year-End performance final review document (which should be updated following
the calibration meeting, as appropriate, and following sign off of final ratings) to your team members.
 You should provide each team member with a Year-End final performance rating (included on the final
review document).
 You should submit the performance review document as final to your team members and ensure it is
acknowledged by your team member.
4.6.5. What are my responsibilities in the Year-End Review?

 You should ensure all your team members have a Year-End performance review discussion before the
end of January. You are responsible for scheduling this meeting and agreeing a time that is convenient
for both of you.
 After the discussion, you should update the review document and submit it as final to your team
member for their acknowledgement. If they do not acknowledge the review and raise an issue to you,
this may require escalation (please see Section 3.8).
 You are responsible for ensuring all your team members should have a completed and acknowledged
Year-End review document by 31st January.
 Ensure new joiners and secondees are performance managed appropriately. Please see Section 7.10
for guidance on how to manage Year-End reviews for recent new joiners and secondees within your
team.

4.7. Managing Under Performance
4.7.1. How is under performance defined?

Under performance is performance that falls below acceptable standards. It may range from a short decline
in performance standards to more serious problems with capability or conduct.
It is important that if performance does not meet acceptable standards, it is managed effectively and
immediate action is taken to improve performance. Under performance should be actively managed through
structured and supported opportunities for improvement.
Under performance is defined as an employee who has received (or is at risk of receiving) a ‘4 –
Inconsistent’ or ‘5 – Poor’ performance rating.
4.7.2. How should under performance be managed?

Where under performance is identified, you should try and improve the performance of that employee by
providing regular feedback against a specific set of objectives and behaviours during a specified period of
time.
This is intended to be a constructive process owned by both you and your team member to ensure the right
outcome is achieved. As a result of this process, you may also need to consider transferring the employee.

 If any of your team members receive or are at risk of receiving a ‘4 – Inconsistent’ or ‘5 – Poor’ rating,
you should take immediate action to address under performance.
 All performance issues should be dealt with as quickly as is equitable in the circumstances. As
such, you should raise performance issues with your team members immediately and should not
wait until the Mid-Year or Year-End review to discuss issues for the first time.
 You should discuss any performance issues with your team members and seek to understand and
diagnose the issue before deciding on a course of action.
 Isolated performance incidents or issues should be addressed through informal feedback first.
 You should also consult with your HR Manager, your own manager (the countersigning manager)
and any other matrix managers involved.
 It is highly recommended that the first course of action for addressing under performance is to
place the individual on a Performance Improvement Plan (PIP) in order to provide a structured
opportunity for performance improvement.
 Should you deem it necessary, or where a PIP is not an appropriate course of action, you may
choose to take alternative action, such as a transfer, or disciplinary action.
 All matters relating to under performance should be treated confidentially and are subject to local
regulations or labour agreements.
4.7.4. What is a Performance Improvement Plan (PIP)?

A Performance Improvement Plan (PIP) is an action plan aimed at raising performance to an acceptable
level (expected to be mandatory in some business areas). Whilst a PIP may in some instances form part of
a disciplinary action, it can also be a standalone action to improve performance. Local regulatory or labour
agreements must be followed.
 A PIP should:
 Define the actions required in order to correct and improve the overall performance of the individual
to an acceptable level (sustainably at a ‘3 – Strong‘ rating or above).
 Raise the performance of the individual to levels commensurate with the requirements set out in
the job description / role profile and performance objectives.
 Have a defined end date and last no longer than six months (ideally three – six months).

 Be reviewed at regular meetings with the individual. It is recommended that these meetings occur
once every one to two weeks as a minimum, but you should agree a schedule with your team
member that works for you both.
 Form the basis of a formal review at the end of the PIP period. If the team member’s performance
improves sufficiently, the PIP may be closed early.
 A PIP should not:
 Replace the individual’s existing objectives or job description. Your team member must continue to
perform against these.
 Replace any development plans (all employees should have a long-term plan to develop their skills
and knowledge to progress their career).
 Be perceived as a disciplinary procedure. You should clearly communicate to your team member if
they are being managed through the formal stages of the disciplinary procedure.
4.7.5. What are my responsibilities when managing a team member on a

PIP?
 You must clearly define the specific performance issue(s) that need to be addressed through the PIP.
The PIP should aim to address these issues and improve performance to an acceptable level (with
performance sustainably at a ‘3 – Strong’ rating or above).
 You should:
 Clearly document the PIP and discuss and agree the contents with the employee.
 Ensure your team member is clear on the purpose of the PIP and is committed to improving his /
her performance. If your team member does not acknowledge the PIP or refuses to take the action
required, then you should escalate the issue (see Section 3.8).
 Ensure the PIP identifies specific actions for the employee to take and that they have any additional
support or resources required.
 Hold regular review meetings with your team member throughout the duration of the PIP.
 Formally end the PIP at the end of the agreed duration, or at a point when you feel performance
has improved to an acceptable level.
 Complete a review at the end of the PIP, including outcomes and next steps.
 Ensure your team member has acknowledged the outcome of the PIP and the final version of the
PIP document before it is closed.
 If your team member fails or refuses to complete the actions within the PIP and/or the PIP has ended
and the individual has failed to improve to an acceptable level of performance, you should consult with
your manager (the countersigning manager) or HR Manager to agree the appropriate course of action.
4.7.6. What other actions can be taken to address under performance?

 In addition to or instead of a PIP, a number of other actions may be taken to address under
performance. These include changing the individual’s existing role, transferring them to a more suitable
role or business area or adjusting their role if it is believed the team member’s performance will improve
as a result.
 These actions should only be taken if it is believed the team member’s performance will improve as a
result and his / her performance cannot be improved within his / her existing role.
 You may also choose to consult with other relevant managers, including your manager (the team
member’s countersigning manager), any matrix managers (including managers in the other business
area in the case of a transfer) and HR.
 You should consult with the team member before taking these actions.
 There should be a formal three month performance monitoring period following the role change or
transfer (using the Supplementary Review document).

 In cases of sustained under performance, it may be necessary to instigate a disciplinary action or
terminate the individual’s contract of employment. In such cases, you should consult your HR Manager
for further information and guidance and refer to the detailed policy on Managing Underperformance.
 You should ensure that you adhere to local employment regulations and labour agreements in
managing all cases of under performance.
4.7.7. Is it possible for a under performer to change roles?

 Under performing team members should only change roles or be transferred between jobs / business
areas in the following circumstances:
 There is a clear reason to believe performance will improve in the new role.
 The proposal has been discussed and agreed with the employee.
 The appropriate level of agreement has been obtained from all managers and countersigning
managers involved (including the business area the employee is being transferred to, if applicable).
Consultation with HR should be taken, as appropriate.
 In addition, there must be a formal three month monitoring period following the role change or transfer
to ensure that the individual’s performance sustainably improves to an acceptable level (a ‘3 – Strong’
rating or above).
 A Supplementary Review should be completed by the new manager to provide a summary at the
end of this period to ensure that the under performance has not continued in the new role.
4.7.8. What if a team member leaves the company due to performance

issues?
 Where an employee’s contract is terminated or an employee voluntarily leaves the company due to
performance issues, the course of action depends on the rating allocated:
 For employees who received a ‘4 – Inconsistent’ or ‘5 – Poor’ rating, you should make a note of the
reason for leaving and close the active performance document.
4.8. Handling Issues
4.8.1. How do I manage issues?

Issues or concerns may arise at any point during the performance year. Most issues occur during objective
setting, Mid-Year review or Year-End review when an employee challenges or refuses to acknowledge a
performance document.
 If this happens, you should follow the process below with your team member:
 Discuss the issue with your team member first. Try to understand the reason for the employee’s
concern and what action could be taken to address the situation. Never ignore or refuse to discuss
the issue. This initial discussion should take place as soon as possible (maximum of four weeks of
the issue being raised). Take advice from HR if required.
 If the issue cannot be resolved between you and your team member, you should escalate the
issue:
o Firstly, refer the issue to your manager (as your team member’s countersigning manager) and
set up a time for you and your team member to meet them. Please note that only your
manager and HR users can override acknowledgement of a performance document.
o If the issue cannot be resolved with your manager, then the issue should be referred to your
HR manager. Please note that only HR (Performance Management team) can change
submitted or final ratings and, if using My Performance, delete/reopen performance documents
after they have been finalised.
 The issue should be resolved and a decision provided to your team member typically within four weeks
of the initial discussion.
 If your local business is subject to a grievance procedure, this process does not compromise the
employee’s right to raise a grievance, if desired. If they raise a formal grievance this will be handled
through the local grievance procedure (see local policy guidelines for further information). Please note

that within the My Performance system, if your team member fails to acknowledge the document within
28 days of you submitting the final version, acknowledgement of the document will be bypassed. If they
raise a challenge or a formal grievance, you can request that HR places a ‘hold flag’ against the
document to prevent this timeout from happening. You should contact your HR Manager to request this
action.

5. Countersigning Manager
5.1. What is a countersigning manager?
 A ‘countersigning manager’ is the manager ‘two levels up’ in the organisational hierarchy, i.e. your
manager’s manager.
 The primary performance manager (i.e. the direct report of the countersigning manager) has primary
responsibility for managing the performance of their team.
5.2. What are the policy requirements?

Countersigning managers should:
 Oversee the performance management process within their department or business area.
 Ensure their direct reports are managing the performance of their team members effectively and in line
with the policy, providing additional support to their direct reports, if required.
 Ensure there is interim cover where one of their managers is absent from work or leaves HSBC. All
employees must have a performance manager.
 Intervene where they do not agree with the objectives, review comments or rating given by one of their
direct reports to one of their team members.
 Review or approve actions associated with managing under performance, including reviewing
Performance Improvement Plan (PIP) actions or providing guidance / support within disciplinary, role
change, transfer, or termination proceedings (see Section 3.7).
 Take responsibility for the final decision on any issues or challenges regarding performance
management that are escalated to them by the employee or manager (see Section 3.8), ensuring they
consult with the manager, employee and HR in the process. This decision must remain within policy and
should be subject to local employment regulation or labour agreements.
 Countersigning managers are not responsible for signing off all performance documentation. However, it is
recommended that they carry out periodic quality checks on performance documents.
 Managerial responsibilities for their direct reports remain unaltered (please see Section 7.3.2).

6. Performance Rating Scale
6.1. Why do we use a performance rating scale?
Performance ratings are used to support and reflect a clear performance message at Mid-year and Year-end.
They help differentiate an employee’s performance against their objectives, required behaviours and as
appropriate, relative to their peers.
The global 5-point rating scale provides a global standard for assessing and comparing performance. It is used
to:
 Drive consistency and fairness of performance assessment.
 Promote transparency and understanding of the rating levels.
 Help to summarise and differentiate an employee’s performance against their objectives, required
behaviours and relative to their peers.
6.2. What are the policy requirements?

The following are minimum requirements for using the rating scale:
 All employees should receive a rating at Mid-Year and Year-End.
 All ratings must be based on the global 5-point rating scale.
 We will not record any shading within or between the rating levels (e.g. ‘high’ or ‘low’ 3 rating). However,
performance can be discussed in these terms to help employees better understand their performance and if
they are on a positive upward trend or less favourable downward trend.
 For example, an employee is assessed as a strong performer and given a ‘3 – Strong’ rating; based on
the strength of specific skills and their performance relative to others, they are positioned towards the
top of the 3 rating in their peer group and moving towards a 2 rating. Managers should be prepared to
discuss these trends and explain what it takes to achieve higher performance or take any corrective
action necessary.
 ‘Not Rated’ must only be used in the appropriate employee scenarios. These situations include:
 New starters who join HSBC after 1 st April or 1st October. These employees should be ‘Not Rated – New
Hire’ for Mid-Year and Year-End respectively (all new hires to HSBC India including re-hires of previous
employees, but excluding internal transfers between business areas).
 Employees who have been absent during the majority of the performance period for:
o 3 months or more at mid-year (between January and June).
o 9 months or more at year-end (between January and December).
 ‘Not Rated’ must be accompanied by an appropriate reason code. If ‘Other’ (one of two reason codes) is
selected then further explanation must be provided.
 All final ratings (including ‘Not Rated’) must be stored on the Group HR System for reporting purposes.

6.3. HSBC Global 5-Point Rating Scale
This expanded rating scale should help managers and employees differentiate between performance levels and should be used to compliment calibration discussions.
1 – Exceptional 2 – Outstanding 3 – Strong 4 – Inconsistent 5 – Poor

Not meeting
Significantly above Consistently operating Inconsistently meeting
behavioural and
behavioural and well above behavioural behavioural or
Consistently achieving or above behavioural and performance
performance and performance performance expectations
performance expectations against peers and the expectations.
expectations. At the very expectations against peers and/or below their peers
competitive market. Significantly below
top against peers and the and the competitive and the competitive
their peers and the
competitive market market. market.
competitive market.
Consistently operates and delivers considerably above what Consistently operates and delivers at or above the Operates and delivers below the level expected for their
is expected for their level and role. Has met or exceeded level expected for their level and role and has met level and role. Fails to consistently meet their
demanding objectives. their performance objectives. performance objectives.
Makes a significant contribution to HSBC’s success and Contributes to HSBC’s success and delivers results Fails to contribute adequately to HSBC’s success.
delivers results beyond what is expected for their level and that are in line with or above what is expected for their Delivers lower quality results that fall below what is
role. level and role. expected. Needs significant help or supervision.
Proactively seeks out and owns additional responsibilities Assumes full ownership and responsibilities of their Neglects some responsibilities or fails to take ownership
above and beyond their level and role. Key part of the role. Good team player and assumes some team for the responsibilities of their role and their team. May
team. responsibilities. not adequately support the team.
Builds their own capability, skills and performance. Takes advantage of opportunities to build skills and Demonstrates insufficient commitment to self-
Advocates and takes action to support change. Contributes knowledge. Takes action when required to support development and shows hesitance in learning new skills.
to the development of their peers. change. Resists or does not support change.
Executes well above peers showing significantly higher Executes at or above their peers showing good Executes below their peers, displaying some undesirable
levels of behaviour, skill and professionalism. standards of behaviour, skill and professionalism. behaviours, lacking some key skills and/or
professionalism.
1 rated employees are at 2 rated employees are 3 rated employees are a broad group and there will 4 rated employees have 5 rated employees are at
the very top of the peer clearly operating above and be different levels of performance. As a minimum all slipped below standards or the very bottom of the
group and operating at a beyond expectations, all of 3 rated employees will have met performance and expectations at least some peer group and well
truly exceptional level. the time and in all situations. behavioural expectations and are on track against of the time. Their below expectations.
They are a role model for They are above the peer their objectives. performance requires Their performance
everyone else – defining group, but not at the very improvement to bring it up to requires significant and
‘what success looks like’. top. an acceptable level. immediate improvement.
Performance Management Global Policy – Final Page 26 of 53

7. Supporting Information
7.1. Related Policies
Please refer to policies related to performance management, including:
 Disciplinary policy.
 Dismissal / termination of employment policy.
 Sickness and absence policy.
 Secondment, transfer, internal recruitment and international assignment policies.
 Appeal process.
 Reward policy.
 Development planning policy.
 Diversity / equal opportunities policy or statement.
Performance Management Global Policy – Final
Page 27 of 53
7.2. Performance Management Cycle

7.3. Roles and Responsibilities
Performance management is a shared responsibility between employees and managers, with support from your
business area and HR (Human Resources).
7.3.1. Employee Responsibilities

As an employee you should take ownership for managing your own performance. This means you should:
 Play an active role in writing your objectives with your manager.
 Continually develop your knowledge, skills and experience to support your current objectives, as well as
your long term career plans.
 Actively seek performance feedback from your manager and others.
 Look for ways to develop and improve your performance, taking any specific actions requested by your
manager.
 Complete Self Assessments at Mid-Year and Year-End (optional, but recommended) and prepare for
review discussions with your manager.
 Actively and constructively participate in review discussions.
 Review and acknowledge performance documents in a timely manner.
7.3.2. Manager Responsibilities (Primary Performance Manager)

Managers are accountable for actively managing their performance of their team(s). As a manager, you should:
 Ensure all your team have objectives set by the end of February for each performance year.
 Articulate clear performance expectations and assessment criteria ensuring your team is familiar with the 5
point rating scale and the results and behaviours required. (see Section 6.3).
 Ensure your team have the support and resources required to succeed.
 Provide regular, candid and constructive feedback and performance coaching.
 Ensure all your team members have a Mid-Year and Year-End review discussions and formal
documentation as well as an indicative rating and final rating respectively.
 Identify and actively manage any issues of under performance in a timely manner.
 Represent your team in any calibration meetings, where appropriate, to discuss and agree ratings.
 Take ownership of the ratings you deliver to your team and provide data or real examples to explain the
rationale for those ratings.
 Handle any issues escalated to you with due care and attention following the appropriate processes (see
Section 7.8).
If an employee has multiple managers (matrix management), one manager must be identified as having
primary responsibility for the performance management process, in particular for the completion of the
objectives, Mid-Year review and Year-End documents and discussions. Other relevant managers should still
play an active role in the process by providing additional feedback. Please see Section 7.3.5 for guidance for
matrix managers.
7.3.3. Countersigning Manager Responsibilities

The countersigning manager is the manager ‘two up’ from the employee (i.e. the manager of the primary
performance manager). See Section 5 for more details. If you are a countersigning manager you should:
 Lead performance management in your area of the business, providing support and guidance to your
management team.
 Provide cover for your management team when they are unable to execute their performance management
responsibilities (e.g. on leave of absence, if they leave HSBC) or arrange appropriate alternative interim
performance management for their team.
 Monitor and drive the completion and quality of discussions and documentation.

 Provide clear direction regarding business, department and team objectives.
 Act as a point of escalation for unresolved concerns, challenges and issues.
 Support the primary manager, especially when handling under performance, including reviewing and
approving any actions as required (e.g. these may include Performance Improvement Plan, role change,
transfer, disciplinary or termination of contract). Local regulations or labour agreements must be followed.
 Facilitate and chair calibration discussions for your area.
7.3.4. Human Resources (HR) Responsibilities

The role of HR is to provide managers and employees with the tools and guidance required for effective
performance management. HR does not own the performance management process Specifically HR should:
 Act as a final escalation point for issues that cannot be resolved.
 Support, coach and guide managers, providing specialist advice on:
 Handling performance issues, supporting role changes, transfers, disciplinary and contract termination.
 Planning and facilitating the calibration process at Year-End.
 Handling complex employee scenarios (see Section 8).
 Maintain and advise on the performance management policy.
 Own restricted administrative functions within the My Performance system (e.g. delete document, reopen
completed document, reset document status, etc.).
 Support business leadership in defining objectives to be cascaded within the business.
 Produce management information reports to support performance management.
7.3.5. Matrix Manager Responsibilities

A ‘matrix manager’ is a manager who has a shared responsibility for an employee or responsibility for an
employee who is not a direct report.
Matrix managers may be accountable for completing the main performance documents and discussions for an
employee, or may just be required to provide input to another manager.
As a matrix manager you should:
 Work collaboratively with the primary performance manager (where applicable).
 Contribute to and review the objectives set by the primary performance manager (where applicable), in order
to ensure they are achievable and relevant to your area of work.
 Manage the employee’s performance, capturing evidence and providing regular feedback.
 Provide input to the primary performance manager (where applicable) throughout the performance year. You
may wish to do this using the Supplementary Review document (on My Performance).
 Raise any concerns or issues regarding under performance with the employee and primary performance
manager (where applicable) (see Section 3.7).
 Ensure that you agree with the feedback and ratings provided for the employee.
7.4. What is My Performance?

My Performance is the global system that supports the global performance management process. All employees
with access to My Performance must use this system to record all performance management information. My
Performance is part of the Group HR System and can be accessed through My HR Desktop on WeConnect.
Please refer to the HR intranet (Performance Management section) for training and support available on using
My Performance.

7.5. What if you do not have access to My Performance?
All HSBC INM employees have access to the My Performance system.
7.6. Performance Management Overview

 Performance management overview
 The performance management cycle
 HSBC’s journey towards high performance
 Taking accountability for the cultural change
7.7. Setting Objectives Factsheets

 Objectives, Measures & Targets
 What is a SMART objective?
 Good and bad examples of objectives
 Top 10 traps to avoid when setting objectives
 Aligning Objectives
 The Balanced Scorecard
 Factors Affecting Performance
 The Objectives Setting Discussion
 Objectives Setting Checklists
 Dealing with Changes and Challenges in the Objective Setting Process
7.8. Mid-Year review Factsheets

 The Mid-year Review Experience
 The What and Why for Mid-year Reviews
 Manager's Hints & Tips
 The Mid-year Review Experience
7.9. Calibration Factsheets

 Calibration and High Performance
 Understanding Calibration
 The Calibration Process
 Roles and Responsibilities for the Calibration Process
 Defining Calibration Groups
 Target Distribution
 Relative Assessment
 The Calibration Meeting
 Preparing for the Calibration Meeting
 Facilitating a Calibration Meeting
 Using the 5-Point Rating Scale
 Rating Scale Guidelines for Managers
 Dealing with Deadlock

7.10. Year-End review Factsheets
 Understanding the Year-End Review
 Assessing Performance
 Giving Feedback
 The Importance of Self Assessment
 The Year-End Rating
 The Year-End Review Discussion
 The Year-End Review Document
 The Year-End Review Experience
 Managing the Exceptions at Year-End

8. Employee Scenarios
8.1. New starter / new hire
I am a new starter with HSBC – how will my performance be managed?
You should be given clear direction in your new job, setting objectives with your manager during the first month of starting your new role.
It is vital that you take responsibility for your own performance, understanding your performance expectations and behaviours required
so you can start delivering results immediately. If you are unsure of what to do, please speak to your manager in the first instance or HR
Manager.
When a new performance document is created. My Performance will generate a performance document based on the Document
Period your manager enters on the create document page in My Performance.
- If the Document Period start date entered is prior to July 1st. My Performance will automatically create a 3 stage performance
document. This performance document will include an objectives, Mid-Year and Year-End section.
- If the Document Period start date entered is on or after July 1st. My Performance will display a 2 stage performance document.
This performance document will only include an objective and Year-End section.
Note: In the My Performance Actions below, 2 and 3 stage documents have been referenced depending on the new starter / new hire
scenario.
Policy question Process My Performance Actions
If you join at the beginning of the  New starters who join HSBC after 1st  New starters should follow the global
performance year, 1st January, up to January up to 30th March, at the performance management process and ensure
30th March? beginning of the performance year they have finalised and acknowledged objectives
should follow the global performance performance document in My Performance within
management approach and discuss and one month of joining.
agree your objectives within one month
 Managers will provide a rating at mid-year based
of joining.
on the objectives within the document.
If you join on or after 1st April, up to  New starters who join HSBC after 1st  New starters who join HSBC after 1st April and
30th June? April and before 30th June should before 30th June should still finalise and
receive ‘Not Rated – New Hire (Too acknowledge an objectives performance
Soon)’ for Mid-Year indicative rating. document within 1 month of joining. Objectives
should be relevant for the rest of the
performance year (until 31st December). This
performance document will be a 3 stage
document with an objectives, Mid-Year and
Year-End section.
 For the Mid-Year document the manager may
not be able to provide specific feedback against
each objective as the employee will not have had
sufficient time to perform against the objectives.
Managers should provided summary comments
in the Mid-Year Summary section.
 The manager should select the Not Rated –
New Hire (Too Soon) option in the Rating drop
down box.
Note: there are no fixed, automatic or default
performance ratings for new starters – performance
will be fairly assessed and rated based on agreed
objectives and relative to your peer group.
If you join on or after the 30th June,  New starters who join HSBC after the  New starters who join HSBC after 30th June and
up to 1st October? 30th June and before 1st October should before 1st October should still finalise and
ensure they discuss and agree acknowledge an objectives performance

objectives within 1 month of joining. document within 1 month of joining. Objectives
should be relevant for the rest of the
 New starters will use a 2 stage performance year (until 31st December). This
performance document (see My should be a 2 stage performance document, with
Performance actions). an objectives and Year-End section.
 A Year-End Review will take place and  For the Year-End document the manager should
a rating given. provide specific feedback against each objective
as well as providing summary comment in the
Year-End Summary section.
 Note: there are no fixed, automatic or default
performance ratings for new starters –
performance will be fairly assessed and rated
based on agreed objectives and relative to your
peer group.
If you join on or after 1st October  New starters who join HSBC after 1st  Managers of new starters who join after 1st
and up to 30th November? October should ensure they discuss and October but before 30th November should finalise
agree objectives within 1 month of and acknowledge an objectives document within
joining. 1 month of joining.
 New starters who join HSBC after 1st  For the Year-End document the manager may
October and before 1st December not be able to provide specific feedback against
should receive ‘Not Rated – New Hire each objective as the employee will not have had
(Too Soon)’ for the final Year-End sufficient time to perform against the objectives.
rating. Managers should provided summary comments
in the Year-End Summary section.
 The employee should not be included in
the calibration process.  The manager should select the Not Rated –
New Hire (Too Soon) option in the Rating drop
down box.
If you join on or after 1st December?  You and your manager should discuss  Either you or your manager can begin drafting
and agree objectives for the next objectives in My Performance from the 1st of
performance year (i.e. 1st January – 31st December for the new performance year
December). (ensuring they are dated from 1st January – 31st
December).
 Your performance document must be finalised
and acknowledged by the end of February.
If there is a probation period for  You should still be included in the global  You should still be included in the global
your position? performance management process. performance management process. Follow the
Follow the appropriate guidelines based appropriate guidelines based on your start date.
on your start date.
What should happen 3 months after  As a new starter, you should receive an  You should still be included in the global
joining? informal performance review after three performance management process. Follow the
months regardless of when you join appropriate guidelines based on your start date.
during the year.
 If this coincides with a Mid-Year or
Year-End review, then an additional
review is not required.
As a manager what do I need to do  SMART objectives (and job  New employee’s details loaded onto Group HR
for new hires? description / role profile) are System and visible on your manager
established for your new employee. dashboard within My Performance.
 Three month Supplementary Review  Reviews and ratings completed (as per
completed (unless coinciding with guidelines above).
Mid-Year or Year-End review).

 Reviews and ratings completed (as
per rules above).
8.2. Part time work
I am employed on a part time basis – how will my performance be managed?
If you are a part time (or key time) employee, you should still be provided with performance objectives appropriate to your role and level.
However, your objectives and targets should be set at a level that reflects your reduced hours.
Performance will be assessed based on achievement against objectives, required behaviours and relative to your peers.
If you are part time (or key time)  You should still be included in the global  You should still be included in the global
employee? performance management process. performance management process. Follow the
Follow the appropriate guidelines based appropriate guidelines based on your start date.
on your start date.
8.3. Moving between roles
I am moving / have moved to a new job – how will my performance be managed?
If you are moving roles, your current manager should complete your current Performance Document or a Supplementary Review
summarising your performance since your last review and discuss this with you before you move roles.
If you change roles multiple times during the same performance year, please speak to your HR Manager for further guidance on who
should be completing your review and rating for the performance period. Ideally your performance document should transfer with you to
each new role, updating objectives at mid-year and year-end accordingly. However, it may also be easier to cancel the current document,
creating a new document in the new role.
When a new performance document is created. My Performance will generate a performance document based on the Document Period
your manager enters on the create document page in My Performance.
- If the Document Period start date entered is prior to July 1st. My Performance will automatically create a 3 stage performance
- If the Document Period start date entered is on or after July 1st. My Performance will display a 2 stage performance document.
Note: In the My Performance Actions below, below 2 and 3 stage documents have been referenced depending on the moving between
roles scenario.
Note: The guidelines are for the new manager to provide the reviews and ratings for an employee once they have worked with the
employee for three months or more. Practically, however, there may be occasions when the new manager who has managed an
employee for less than 3 months in that period, but upon discussion and agreement is better placed to deliver the review.

st
If you move roles on or after 1
January, up to1st April  Your performance document for  If you have already begun setting objectives in My
objectives, Mid-Year and Year-End Performance for the new performance year related
should be completed for the previous to your previous role, your manager should cancel
performance year and role, per the the objectives performance document.
standard performance management
 Your previous manager should copy your previous

process. objectives across to a Supplementary Review
st document.
 Objectives can be set from 1
December and if you have already  Note: The Supplementary Review document will
begun setting new objectives for the not automatically update with your objectives,
new performance year for your previous objectives should be manually copied and pasted
role, these objectives should be across before the objectives document is cancelled.
cancelled.
 Your previous manager may transfer your
 A Supplementary Review document Supplementary Review to your new manager if
should be completed (by your previous required. (Your manager should refer to FAQs and
manager for your previous role). Job Aids regarding instructions for cancelling and /
or transferring performance documents).
 Supplementary Reviews can be
transferred to your new manager for  Your new manager should create a new
ownership if required. performance document in My Performance for the
rest of the performance year (31st December). This
 When you start your new role and the will document will be a 3 stage performance
priorities for your performance change, document containing an objectives, Mid-Year and
you and your new manager should Year-End section
discuss and agree a new set of
objectives for the performance year  If your line manager has changed for your new role,
within 1 month of changing roles. the manager should ensure that the Reports to field
in GHRS is updated before starting a new
If you move roles on or after 1st  Your previous manager should  The Mid-Year section of your performance
April, up to1st July? complete your Mid-Year review and document should be completed in My Performance
indicative rating and transfer the by your previous manager, including an indicative
document to your new manager if rating.
requested. Your previous manger
should ensure they discuss with your  If your new role has not changed significantly from
new manager whether they require your your previous role, your previous manager should
Mid-Year review to be transferred or complete your Mid-Year review and indicative rating
sent as a link (see My Performance and then transfer your performance document to
Actions). your new manager to complete your Year-End
review. Your manager can still add, delete or edit
 Ensure you discuss and agree new your objectives to ensure they are still relevant. Your
objectives for the rest of the manager should discuss any changes they make
performance year with your new with you.
manager within 1 month of moving
roles.  If your new role has changed significantly then your
previous manager should complete your Mid-Year
review and provide an indicative rating. They should
discuss with the new manager whether they want to
see the Mid-Year review (it is best practise for the
new manager to see it for trajectory purposes and
any prior development areas). If it is required, your
previous manager can provide your Mid-Year
performance document to your new manager in two
ways:
- Once you have acknowledged the Mid-Year
review and the document is in its Year-End
stage, your manager can transfer the document
to your new manager. The new manager should
then cancel the Year-End stage of the
document which will move it to their own
historical documents. This means the new
manager can refer back to the completed Mid-
Year document whenever they need to. (Note:
once the Year-End stage has been cancelled it
can no longer be transferred, so ensure the
above process is followed – this is the
preferable option).

- If your new manager only wants to view the
performance document for a short while, once
you have acknowledged the Mid-Year review,
your previous manager can use the Send as
Link functionality to send a view of the
completed Mid-Year document to your new
manager. Your previous manager will cancel
the Year-End stage of the document. Note: the
employee can also Send as Link if required
 Either you or your manager should draft new
objectives in My Performance within 1 month of
moving roles. Objectives should be relevant for the
rest of the performance year (until 31st December).
This should be a 2 stage performance document.
This will only include an objectives and Year-End
section.
 Note: There are no fixed, automatic or default
performance ratings for employees who transfer
between roles or business areas – your
performance will be assessed and rated consistent
with this policy.
If you move roles after 30th June  If you move roles between the 30th June  Once you have acknowledged the Mid-Year review
and before 1st October and before 1st October your previous and the document is in its Year-End stage, your
manager should complete the mid-year previous manager can transfer the document to your
process before transferring your new manager. The new manager should then cancel
document to your new manager. the Year-End stage of the document which will move
it to their own historical documents. This means the
 Ensure you discuss and agree new new manager can refer back to the completed Mid-
objectives for the rest of the Year document whenever they need to. (Note: once
performance year with your new the Year-End stage has been cancelled it can no
manager within 1 month of moving longer be transferred, so ensure the above process
roles. is followed – this is the preferable option).
 New manager will undertake all year-  If your new manager only wants to view the
end activity. performance document for a short while, once you
have acknowledged the Mid-Year review, your
previous manager can use the Send as Link
functionality to send a view of the completed Mid-
Year document to your new manager. Your previous
manager will cancel the Year-End stage of the
document. Note: the employee can also Send as
Link if required.
 Either you or your manager should draft new
objectives in My Performance within 1 month of
moving roles. Objectives should be relevant for the
rest of the performance year (until 31st December).
This should be a 2 stage performance document.
This will only include an objectives and Year-End
section.
with this policy.
If you move roles after 1st October  Your previous manager should discuss  Your previous manager should complete your Year-
and up to 30th November? and agree your Year-End review and End review and provide a final rating. They should
final rating and transfer the document to discuss with the new manager whether they want to
your new manager if requested so they see the Year-End review (it is best practise for the
can review your performance history new manager to see it for trajectory purposes and

and recent documents. Your previous any prior development areas). If it is required, your
manger should ensure they discuss with previous manager can provide your Year-End
your new manager whether they require completed performance document to your new
your complete performance document manager in two ways:
to be transferred or sent as a link to
them (see My Performance Actions). - Once you have acknowledged the Year-End
review and the document is complete, your
 You should be included in the manager can transfer the document to your new
calibration process within your previous manager and the completed performance
Business Area. document will be stored in your new manager’s
 If appropriate, your new manager will be manager can refer back to the completed
able to provide input through a performance document whenever they need to.
Supplementary Review document,
email or verbal discussion with your - If your new manager only wants to view the
previous manager to feed into the performance document for a short while, once
calibration discussion on your you have acknowledged the Year-End review,
performance for the remainder of the your previous manager can use the Send as
performance year. Link functionality to send a view of the
completed performance document to your new
manager. Note: the employee can also Send as
Link if required
 Your previous manager will need to note the date
and details of your transfer on your Year-End review
document (within the Year-End summary comments
field).
 Your previous manager should include an
explanatory note regarding the peer group used to
calibrate your rating in your Year-End review
document. (This will ensure your performance rating
takes into account your performance during the
whole year, not just in your new role).
If you move roles after 1st  Your new manager can start the  Either you or your manager can begin drafting
December? objectives for the next performance year objectives in My Performance from the 1st of
(rather than completing objectives for December for the new performance year. This
one month). performance document will be a 3 stage document,
with an objectives, Mid-Year and Year-End sections.
As a manager what do you need to  Discussion held with employee’s new  HR notified of transfer and changes being made in
do for employees moving from manager. Group HR system.
your team?
 Review and rating delivered if required  Performance Document updated and transferred
(see timeframes above). to new manager or cancelled.
As a manager what do you need to  Discussion held with previous  Change in reporting line made on Group HR
do for employees moving into your manager. System and employee visible on your manager
team? dashboard within My Performance.
 Review and rating delivered when
required (see timeframes above).  Reviewed employee’s performance history and
recent documents.
 All results and feedback in
performance period considered in  Objectives (and job description / role profile) set /
review. refreshed for your new team member or
Performance Document transferred from previous
manager.

8.4. Working abroad – International Assignments
I am working abroad on an international assignment – how will my performance be managed?
HSBC is a global business and the international mobility of our employees is essential to our success. International Assignments includes
specific groups of employees:
 International managers – a permanently globally mobile group of employees managed by Group International Resourcing.
 Globally mobile international contract executive (ICE) – a permanently globally mobile group of employees. They are functional
specialists (e.g. Finance, IT, HR) aligned to a global business.
 International Secondee – employees working abroad for 12 or more months (typically 1 to 3 years) to fill specific business or project
need.
 Short Term Assignee (STA) – employees working abroad for 3 to 12 months to fill specific business or project need.
If you are unsure about whether or not you fall into one of these groups, then please speak to your HR Manager. If you are in one of these
groups then the performance management policy and processes of your current country of work will apply. Please make note of the
additional points below:
 As you start your International Assignment it is vital that you know who is responsible for your performance management. In general,
this will be your current line manager in the host country (the ‘host country manager’).
 Your host country manager should assume all primary performance management responsibilities for you (setting objectives, completing
reviews, attending calibration meetings, holding review discussions).
 See Section 1.3 for all dates that apply.
 If you have changed jobs or countries multiple times during the same performance year, please speak to your HR Manager for
guidance.
For more information and specific process steps in My Performance, please refer to the International Assignments section in the
My Performance system job aid for managers and employees.
What should happen when you start  When you start your new role, you and  If the content of your role is not changing with your
a new role? your host country manager should new assignment then your manager should transfer
discuss and agree a new set of your current objectives and performance document
objectives for the remainder of the to your host country manager. (Your manager
performance year (or the duration of should refer to FAQs and Job Aids regarding
your role, whichever is shortest). This instructions for transferring performance
should take place within the first month documents).
of you starting your new role abroad.
 Your host country manager should continue to
 If the content of your role is not provide feedback for Mid-Year and Year-End in this
changing with your new assignment you performance document.
should refresh your objectives and
performance document with your new  HR should be notified of transfer and changes being
manager when you start your new job. made in Group HR system.
 In your new role, you should receive a

Mid-Year and Year-End review and
rating from your host country manager,
if applicable.
 You will be assessed and calibrated
against an appropriate peer group
within your host country.
What should happen at Mid-Year?  In your new role, you should have a  Your host country manager will complete your Mid-
Mid-Year review discussion with your Year performance document and enter an indicative
host manager. rating which should have be discussed with you
during the Mid-Year review discussion.
 Your host manager should provide you

with a Mid-Year indicative rating.  Note: your indicative rating will only been
communicated to you once your host manager has
received sign-off of your indicative rating.
What should happen at Year-End?  In your new role, you should receive a  Your manager will note the date and details of your
Year-End review and final rating from transfer on your Year-End review document in My
your host manager. Performance and will include, where appropriate an
explanatory note regarding the peer group used to
 You will be assessed and calibrated calibrate your rating. This will ensure your
against an appropriate peer group performance rating takes account of your
within your host country. performance during the whole year, not just in your
new role.
What should happen at the end of  Before ending your International  Before ending your International Assignment, your
your international assignment? Assignment, your host country manager host country manager should complete your
should complete your Performance Performance Document (if during the mid-year or
Document (if during the mid-year or year-end review period) or a Supplementary
year-end review period) or a Review (at any other time of year) in My
Supplementary Review (at any other Performance.
time of year) for you summarising your
performance since your last review and  HR should be notified of changes that may need to
discuss this with you. be made in Group HR system regarding new
manager, for next performance year.
8.5. Working abroad – Short term trips
I am working abroad for less than three months – how will my performance be managed?
For short term trips under three months you are not formally on an International Assignment.
 Your line manager in your home country will retain primary responsibility for your performance management.
 Matrix managers may be required to provide input to your primary manager. A ‘matrix manager’ is a manager who has a shared
responsibility for an employee or responsibility for an employee who is not a direct report.
If you are on a short term trip for  Your home country line manager will  Your home country line manager will complete a
less than 3 months? retain primary responsibility for your performance document and work with you to discuss
performance management, - setting and agree objectives for the performance year.
objectives, completing reviews,
attending calibration meetings, holding  Your home country line manager will be responsible
review discussions. for finalising and agreeing your Mid-Year and Year-
End reviews in My Performance, including providing
 You will continue to be assessed a rating.
against your peers in your home country
location.  Your home country manager can seek feedback
from a matrix manager by either sending a link to a
 Your line manager should ensure you draft review document (Send as Link) and
are aware who will be providing input to requesting email feedback, or creating and
their performance documentation. transferring a supplementary review document for
completion by the matrix manager.
 Your host country manager can complete a
Supplementary Review, or direct feedback on your
performance to your home country manager, as
appropriate.
 You should ensure you complete a Self Assessment
and send it as a link (using the Send as Link
button) to your host country manager.

 Your home country line manager will be the
manager currently showing as the Reports To
manager in GHRS. The matrix manager is any other
manager who takes an active role in managing or
overseeing an employee’s work.
8.6. Promotion to a new role
I am being promoted to a role of a higher band / grade – how will my performance be assessed?
If your promotion is a title change with no significant change in role responsibilities, then the following rules do not apply and you should
continue to use your current performance document.
When a new performance document is created. My Performance will generate a performance document based on the Document Period
your manager enters on the create document page in My Performance.
- If the Document Period start date entered is prior to July 1st, My Performance will automatically create a 3 stage performance
- If the Document Period start date entered is on or after July 1st, My Performance will display a 2 stage performance document.
Note: In the My Performance Actions below, below 2 and 3 stage documents have been referenced depending on the promotion to a new
role scenario.
If you are promoted on or after 1st  Iif you have already begun setting  If you have already begun setting objectives in My
January, up to1st April? objectives for the new performance year Performance for the new performance year related
for your previous role, these objectives to your previous role, your manager should re-open
should be cancelled the objectives document and update the Role
Summary and then cancel the document. Note:
 A Supplementary Review document Document can only be re-opened until the mid-year
should be completed (by your previous process has started.
manager for your previous role).
 A Mid-Year rating is not required at this stage.
 Supplementary Reviews can be
transferred to your new manager for  Your previous manager should copy your previous
ownership if required. objectives across to a Supplementary Review
document.
 When you start your new role and the
priorities for your performance change,  Note: The Supplementary Review document will
you and your new manager should not automatically update with your objectives,
discuss and agree a new set of objectives should be manually copied and pasted
objectives for the performance year across before the objectives document is cancelled.
within 1 month of changing roles.
 Your previous manager may transfer your
Supplementary Review to your new manager if
required. (Your manager should refer to FAQs and
Job Aids regarding instructions for cancelling and /
or transferring performance documents).
 Your new manager should create a new
performance document for the rest of the
performance year. This should be a 3 stage
performance document with an objectives, Mid-Year
and Year-End section.
 If your line manager has changed for your new role,
the manager should ensure that the Reports to field
in GHRS is updated before starting a new

If you are promoted on or after 1st  Your previous manager should  Your previous manager should complete your Mid-
April, up to1st October? complete your Mid-Year review and Year review and provide an indicative rating. They
indicative rating and transfer the should discuss with the new manager whether they
document to your new manager if want to see the Mid-Year review (it is best practise
requested. Your previous manger for the new manager to see it for trajectory purposes
should ensure they discuss with your and any prior development areas for your new role).
new manager whether they require your If it is required, your previous manager can provide
Mid-Year review to be transferred or your Mid-Year performance document to your new
sent as a link (see My Performance manager in two ways:
Actions).
- Once you have acknowledged the Mid-Year
 You should be in included (as best review and the document is in its Year-End
practise) in your previous business area stage, your manager can transfer the document
for calibration to your new manager. The new manager should
then cancel the Year-End stage of the
 Ensure you discuss and agree new document which will move it to their own
objectives for the rest of the historical documents. This means the new
performance year with your new manager can refer back to the completed Mid-
manager within 1 month of moving Year document whenever they need to. (Note:
roles. once the Year-End stage has been cancelled it
can no longer be transferred, so ensure the
above process is followed – this is the
preferable option).
you have acknowledged the Mid-Year review,
completed Mid-Year document to your new
manager. Your previous manager will cancel
the Year-End stage of the document. Note: the
employee can also Send as Link if required
 You and your manager should finalise and
acknowledge new objectives in My Performance
within 1 month of promotion. Objectives should be
relevant for the rest of the performance year (until
31st December). This should be a 2 stage
performance document. This will only include an
objectives and Year-End section for your new role.
with this policy.
If you are promoted after 1st  Your previous manager should  Your previous manager should complete your Year-
October? complete your Year-End review and End review and provide a final rating. They should
final rating. Your previous manager discuss with the new manager whether they want to
should discuss with your new manager see the Year-End review (it is best practise for the
whether they want to see your new manager to see it for trajectory purposes and
completed performance document, any prior development areas). If it is required, your
transferring it or sending it as a link if previous manager can provide your Year-End
requested. completed performance document to your new
manager in two ways:
 You should be included in the
calibration process within your previous - Once you have acknowledged the Year-End
Business Area. review and the document is complete, your
manager can transfer the document to your new
manager and the completed performance
document will be stored in your new manager’s
manager can refer back to the completed

performance document whenever they need to.
you have acknowledged the Year-End review,
completed performance document to your new
manager. Note: the employee can also Send
as Link if required
 Your manager will note the date and details of your
promotion on your Year-End review document and
will include an explanatory note regarding the peer
group used to calibrate your rating. This will ensure
your performance rating takes account of your
performance during the whole year, not just in your
new role.
Note: there are no fixed, automatic or default
with this policy.
As a manager what do you need to  Performance assessed and calibrated  Objectives set for the new band/ grade and new
do if an employee is transferring at the correct level (as per timeframes Performance Document created if appropriate.
into your team? above).
 Include notes on promotion in performance review
document.
8.7. Working above / below band/ grade
I am temporarily working in a job of a higher band/ grade – how does this affect me?
In some cases you may find yourself working in a role of a higher or lower band/ grade than your current role.
You should discuss this with your line manager and agree a timeframe for how long you will be expected to work in this role. Remember it
should only be a temporary situation.
If you are working in a job of a  You will be assessed against your  Your manager should note on your performance
higher band/ grade? current band/ grade level, relative to the review the period that you performed the additional
peer group in your permanent role and responsibilities and the contribution that you have
band/ grade . made to the business.
 You will not be unfairly disadvantaged
by being assessed against a peer group
at a higher band/ grade.
If you are working in a job of a lower  If you are temporarily working below  Your manager should note on your performance
band/ grade? your contracted band/ grade, you will review the period that you performed at a lower
continue to be assessed relative to the band/ grade and reasons for doing so e.g. due to a
peer group in your permanent band/ reduction in team size.
grade.

8.8. Change in manager / no manager
I do not have a manager – who will manage and assess my performance?
All employees must have a manager assigned to them for performance management.
If you temporarily do not have a manager or your manager is on long term absence from work, then your countersigning manager should
take on interim or full time responsibilities for your performance management.
You should continue to have a relevant set of performance objectives, regular performance feedback and formal reviews at Mid-Year and
Year-End. If you do not know or are unsure of who your manager is for performance management, then speak to your HR Manager.
If your manager is moving on?  Until a new manager or interim manager  Your leaving manager should either complete your
is appointed, your countersigning current Performance Document in My Performance
manager should manage your or provide you with a Supplementary Review prior to
performance. moving on (unless you have already had a formal
performance review in the last two months).
 Your leaving manager should transfer your
Performance Document to your new manager, or
transfer the document to countersigning manager.
If your manager has left and failed  Please speak to your HR Manager (or  HR members with administrator rights will be able to
to transfer or complete your current follow local support arrangements) who re-open your document and transfer it to your new
Performance Document? will be able to access the document and manager or countersigning manager.
take the steps required.
As a manager what do you need to  Do you know who you have  Have you finalised the employee’s Performance
do if you are moving roles, leaving performance management Document or completed a Supplementary
HSBC or going on a leave of responsibility for? Review?
absence?
 Are all your team clear on who will  Have you transferred the documents to the new
take responsibility for their manager using My Performance where
performance management? applicable?
 Have you spoken to the new
managers who will be responsible for
their performance management?
8.9. Matrix management
I have more than one manager – who will manage my performance?
All your managers should have an active role in managing your performance. However, one manager will be identified (specifically within
GHRS) as having primary responsibility for the performance management process.
 The Performance Management Framework recognises that a number of managers may have input to an employee’s performance.
 A ‘matrix manager’ is a manager who has a shared responsibility for an employee or responsibility for an employee who is not a direct
report.
 Matrix managers may be accountable for completing the main Performance Documents and discussions for an employee, or may just
be required to provide input to another manager.
 My Performance uses the Report to field from the Group Human Resource System (GHRS) to determine what employees will be

visible to a manager.
 If performance input is required from another manager (e.g. a matrix manager), this document outlines the steps you need to follow
(both within My Performance and using the paper process), particularly in the case of cross-border employees with matrix managers
located in another country.
 Please refer to the Matrix Manager factsheet and FAQs for more information on matrix management.
If you have more than one  Your primary manager will be  Your primary manager will be responsible for
manager? responsible for setting your objectives. finalising and agreeing your objectives document in
You should discuss and agree your My Performance, with input from yourself (through
objectives with your primary manager; Self Assessment) and from other managers input
your objectives should reflect the full into your performance.
scope of your role(s) and work.
 Your primary manager will be responsible for
 Your primary manager will be finalising and agreeing your Mid-Year review
responsible for completing your Mid- document and indicative rating in My Performance,
Year review. They will be responsible including any feedback from other managers.
for assessing your performance,
including feedback from your other  Your primary manager will be responsible for
managers and assigning an indicative finalising and agreeing your Year-End review
rating. document and final rating in My Performance,
including any feedback from your other managers.
 Your primary manager will be
responsible for completing your Year-
End review. They will attend calibration
meetings on your behalf, as
appropriate. You will only be included in
one calibration meeting, and given one
rating. Typically you should be included
in the calibration group that corresponds
with the rest of your immediate team
and your primary manager. In the case
of global function employees (e.g. HR,
Legal, IT, Finance), this will typically be
within your immediate business or
country / region, but global function
reviews may be required.
As a matrix manager what will you  You will need to input to and review  Create Supplementary Reviews and performance
need to do? the above Performance Documents, notes for the employee within the My Performance
ideally participating in the objectives system.
setting and review meetings (or
discussing these with you after they
have taken place).
8.10. Organisation restructure / reorganisation
My area of the business has restructured – who will manage my performance?
At times, the organisation structure will change to reflect business needs. During this time changes to your reporting structure and role may
take place.
 If your manager has remained the  No further action is required, complete  Continue to manage your performance documents
same through the restructure / the performance year with manager as with your manager.
reorganisation? per process.

 If your role has changed through  You should revisit your objectives with  Revisit and refresh your objectives (if required) in
the restructure / reorganisation? your manager and refresh them if My Performance. Or create a new set of objectives
required, or create a new set of with your manager in My Performance (if required)
objectives if required.
 Please use the My Performance guidelines in
 Please use the dates and guidelines in employee scenario 8.3 Moving between roles
employee scenario 8.3 Moving
between roles depending on when in
the performance year your role
changes.
 If your manager has changed, but  You should continue to work against  Your objectives will remain the same in My
your role and business area are your agreed objectives. Performance
the same?
 Please use the guidelines in employee  Please use the My Performance guidelines in
scenario 8.8 Change in manager / no employee scenario 8.8Change in manager / no
manager if your manager has changed manager
or if you have no manager after a
restructure / reorganisation.
8.11. Leave of Absence from work (Planned or Unplanned)
I have had a number of sick days and other days off work – will this count against me in my performance review and rating?
Your manager and HR Manager will manage this on a case-by-case basis and can provide further guidance.
In general, a certain level of planned (e.g. holiday) and unplanned (e.g. sickness) absence from work is expected. However, persistent
attendance issues or unjustified absences from work may be handled as disciplinary issues and may impact your performance assessment.
Please refer to HR Manager for more detailed guidance on how sickness and other types of short term absence are handled.
I am on a long term leave of absence from work – how will my performance be managed?
In cases of approved leave such as maternity, paternity or adoption leave, study or sabbatical leave, carer leave, disability leave, military
service and jury service it will be assumed that your performance level for the period you were not at work, is the same as the period you
were at work. You will not be unfairly disadvantaged during reviews or calibration for taking approved leave.
In the case of unapproved leave, this rule will not be applied and the performance year will be evaluated as a whole.
If feasible, your manager should hold a discussion with you and you should have the opportunity to acknowledge the review document as
normal.
If you are about to go on a planned  If you are starting a long term leave of  If it is not possible to have a review before you leave
long term leave of absence? absence soon, then you should make or to schedule one for when you return, then your
sure your next review is planned to take manager may submit the review document and your
place before you leave work or on your countersigning manager or HR Manager may
return to work. override acknowledgement in your absence.
If you are at work for at least 3  You should receive a review at Mid-  Your manager will note the periods that you were in
months of the performance year? Year and / or Year-End. Your work (covered by the review) and the periods you
performance will be assessed against were on leave of absence (excluded from the
your objectives and relative to your review) clearly on the Performance Document.
peers and, as appropriate, the external
market.
 If feasible, your manager should hold a
discussion with you and you should
have the opportunity to acknowledge

the review document as normal.
If you are on a leave of absence for  You will receive ‘Not Rated (Other)’, but  Your manager will enter a rating of ‘Not Rated
an entire performance period? should receive an informal review (Other)’ in My Performance.
following your return to work.
 Your Countersigning Manager can override your
performance documents during the year.
If you are in work for less than 3  You will receive ‘Not Rated (Other)’, but  Your manager will enter a rating of ‘Not Rated
months of the performance year? should receive an informal review (Other)’ in My Performance.
If you are returning to work following  You should revisit your objectives or set  You should refresh your objectives in My
a long term leave of absence? new objectives with your manager Performance (if required), or set new objectives in
within your first month back. My Performance if your role has changed.
As a manager what do you need to  Leave of absence considered in  Employees starting a leave of absence have
do if your employee is on a long performance assessment fairly. performance review completed or scheduled for
term leave of absence? return.
 Leave of absence dates noted on performance
review document.
 Employees returning from leave of absence have
objectives reset.
8.12. Suspension
I have been suspended from work – how will my performance be managed?
There may be occasions where an employee is suspended from work pending investigation or awaiting a disciplinary hearing.
You will continue to be managed through the HSBC performance management process.
Depending on the reason for your suspension, actions to address under performance may need to be put in place upon your return to work.
If you are at work for at least 3  You should receive a review at Mid-  Your manager will note the periods that you were in
months of the performance year? Year and / or Year-End. Your work (covered by the review) and the periods you
performance will be assessed against were on suspension (excluded from the review)
your objectives and relative to your clearly on the Performance Document.
peers and, as appropriate, the external
market.
 If feasible, your manager should hold a
discussion with you and you should
have the opportunity to acknowledge
the review document as normal.
If you are suspended for an entire  You will receive ‘Not Rated (Other)’, but  Your manager will enter a rating of ‘Not Rated
performance period? should receive an informal review (Other)’ in My Performance.
 Your Countersigning Manager can override your
performance documents during the year.
If you are in work for less than 3  You will receive ‘Not Rated (Other)’, but  Your manager will enter a rating of ‘Not Rated
months of the performance year? should receive an informal review (Other)’ in My Performance.

If you are returning to work following  You should revisit your objectives or set  You should refresh your objectives in My
a suspension of more than 3 new objectives with your manager Performance (if required), or set new objectives in
months? within your first month back. My Performance if your role has changed.
As a manager what do you need to  Suspension considered in  Employees starting a suspension have
do if your employee is on a performance assessment fairly. performance review completed or scheduled for
suspension? return.
 Suspension dates noted on performance review
document.
 Employees returning from a long term suspension
to have objectives reset.
8.13. Leavers
I am leaving HSBC – what happens in the performance management process?
Managers must complete and close the current Performance Document for anybody leaving HSBC, adding any additional comments
required and discussing with the employee if appropriate (and possible).
In those countries where the Mid-Year and / or Year-End ratings need to be communicated to employees please follow local policy and
procedure.
If you leave on or after 1st January,  Your objectives document (if already  If objective setting document has been started,
up to 1st April? started) should be cancelled. your Manager is responsible for cancelling this
document.
 If no objectives document has been
started, then no further action is required.
 A Mid-Year review and rating is not
required.
If you leave on or after 1st April, up  If a Mid-Year performance discussion  Your manager will enter your indicative rating in the
to1st October? has been held with you, your manager Mid-Year Review section of the Performance
will complete your Mid-Year Review and Document (providing you agree the Mid-Year
indicative rating. review – if you do not agree the review, the
escalation process will begin).
 If you leave before your Mid-Year review
is complete, your manager will cancel the  If you have already left HSBC before the Mid-Year
Mid-Year document after entering your review is complete, your manager will enter the
indicative rating. Depending on your local indicative rating and then cancel the Mid-Year
policy or procedure, this indicative rating document.
may be communicated to you even after
you have left.  If you have not already left HSBC before the Mid-
Year review is complete, your manager will submit
the Performance Document for your
acknowledgement. After you have acknowledged
the document, your manager will cancel the Year-
End document (as the Year-End document will
automatically be created once the Mid-Year is
acknowledged).
 If you do not acknowledge the Mid-Year review, HR
Admin or your Countersigning manager can
override the acknowledgement stage, allow the
document to time out or cancel the review with an
indicative rating and comments.
If you leave after 1st October?  If a Year-End review discussion has  Your manager will enter your final rating in the

been held with you, your manager will Year-End Review section of the Performance
complete your Year-End Review and Document (providing you agree the Year-End
indicative rating. review – if you do not agree the review, the
escalation process will begin).
 If you leave before your Year-End review
is complete, your manager will cancel the  If you have already left HSBC before the Year-End
Year-End document after entering your review is complete, your manager will enter your
final rating. Depending on your local final rating and cancel the Year-End document.
policy or procedure, this final rating may
be communicated to you even after you  If you have not already left HSBC before the Year-
have left. End review is complete, your manager will submit
the Performance Document for your
acknowledgement. After you have acknowledged
the document, the document is complete and will
be moved to your manager’s historical documents.
 If you do not acknowledge the Year-End review,
HR Admin or your Countersigning manager can
override the acknowledgement stage, allow the
document to time out or cancel the review with a
final rating and comments.
As a manager what do you need to  Performance review discussion held if  Performance Document updated with rating for
do if your employee leaves HSBC? appropriate (and possible). mid-year or year-end as relevant and cancelled.
8.14. Multiple jobs
I am currently working in two jobs – how will my performance be managed?
Typically, this is a temporary arrangement (during a transfer or when temporarily covering for a vacancy or absence). In these
circumstances your manager will consider this within your normal review and will acknowledge any additional contribution you have made
or flexibility you have shown.
If you work a split week arrangement between two part time jobs for different managers, then you should receive one set of objectives,
reviews and ratings that cover your performance in both jobs and the full scope of the roles performed. One manager should take primary
responsibility for your performance management.
Please refer to the Matrix Manager factsheet and FAQs for more information on matrix or multiple management.
If you work a split week  You should receive one set of objectives,  Your primary manager should set your objectives,
arrangement between two part time reviews and ratings that cover your and enter your reviews and ratings in My
jobs for different managers? performance in both jobs and the full Performance.
scope of the roles performed.
 One manager should take primary submitting your objectives document in My
responsibility for your performance Performance, with input from yourself (through Self
management. Assessment) and from your other manager
(through a Supplementary Review).
responsible for setting your objectives.  Your primary manager will be responsible for
You should discuss and agree your submitting your Mid-Year review document and
objectives with your primary manager; indicative rating in My Performance, including any
your objectives should reflect the full feedback from your other manager.
scope of both of your roles.
 Your primary manager will be submitting your Year-End review document and
responsible for completing your Mid-Year final rating in My Performance, including any
review. They will be responsible for feedback from your other manager.

assessing your performance, including
feedback from your other manager in
your other job and assigning an
indicative rating.
responsible for completing your Year-
End review. They will attend calibration
meetings on your behalf, as appropriate.
You will only be included in one primary
calibration meeting, and given one rating.
Typically you should be included in the
calibration group where applicable that
corresponds with the rest of your
immediate peer group and your primary
manager. In the case of global function
employees (e.g. HR, Legal, IT, Finance),
this will typically be within your
immediate business or country / region,
but global function reviews may be
required.
8.15. Job share
I am part time, but work in a job share – how will my performance be managed?
If you work in a job share then you should continue to receive your own objectives and review documents, ratings and discussions. Your
individual performance and results achieved should be assessed and the impact of the job share should be considered and noted on the
review to ensure fairness of assessment.
If you are job share employee? You should still be included in the global You should still be included in the global
performance management process. Follow performance management process. Follow the
the appropriate guidelines based on your appropriate guidelines based on your start date.
start date.
8.16. Job rotation / graduate schemes
I regularly rotate jobs and business areas – who will assess my performance?
Typically, your current manager will assess your performance.

However, in exceptional circumstances it may be appropriate for someone other than your manager to have primary responsibility for your
performance management. For instance, this may be a career counsellor or the head of a graduate scheme. Please speak to your HR
Manager if you have any questions regarding who should have responsibility for you within the performance management process.
 If your Performance is being managed by your current manager and you rotate to a different role whereby your Manager will
change, please follow 8.3 Moving between roles
 If your Performance is being managed from the a central position, such as career counsellor, please follow 8.9 Matrix
Management

8.17. Contractor / temporary staff
I am a temporary member of staff – who will manage my performance?
As a contractor or temporary member of staff, it is considered good practice to seek direction, feedback and guidance on your performance
from your HSBC manager, but this is not mandatory and you will typically not have access to the My Performance system.
Please speak to your HSBC manager or HR Manager for guidance on whether you will be included in the formal elements of the HSBC
8.18. Issue with objectives, ratings or review comments
How do I deal with issues or concerns regarding performance management?
Issues or concerns regarding performance management may be escalated at any point during the performance year.
 Before escalating an issue or concern please ensure that you have reviewed all sections of the Performance Management
policy.
 This escalation process is subject to the INM formal grievance procedures.
If you need to escalate an issue?  In the first instance, you should discuss  Your acknowledgement will be bypassed if you fail
the problem with your manager, clearly to acknowledge a performance document within 28
explaining your cause for concern. days of it being submitted as final to you by your
manager. If you raise a challenge or a formal
 If the discussion with your manager fails
grievance, your manager or countersigning
to resolve the issue or if you cannot
manager can contact HR to have a ‘hold flag’
discuss the issue with your manager in
placed against your document to prevent this
an appropriate timeframe, then you
timeout from happening.
should escalate the issue to your
countersigning manager (or to your HR
Manager if appropriate).
 The countersigning manager’s decision
is final. If however the issue remains
unresolved then existing grievance
procedures should be followed. Once this
has commenced and the document in
question is under formal challenge, then
your manager or countersigning manager
should request for a ‘flag’ to be placed
against the review document in order to
identify that it is subject to formal
challenge. This is done by raising a case
to HR.
8.19. Joint Ventures/External secondments
I am working for an external company but still employed by HSBC – how will my performance be managed?
Your performance should be managed by your accountable HSBC manager, with your joint venture manager acting as a matrix manager.

If you are a joint venture or remote  Your joint venture manager should provide  Your accountable HSBC manager will initiate the
worker? feedback on your performance through a performance document.
paper-based Supplementary Review
document, email or verbal discussion with
 Your joint venture manager should complete a
your HSBC manager to feed into the paper-based Supplementary review or provide
calibration discussion on your feedback via email or verbal discussion to your
performance for the remainder of the HSBC manager.
performance year.
8.20. Virtual teams
I am part of a virtual team, who will manage my performance?
There are some known best practices on managing virtual teams, such as:
 Creating face time whenever possible
 Setting clear goals and expectations
 Contact frequently
 Please refer to the Matrix Manager factsheet and FAQs for more information on matrix or multiple management.
If you are working in a virtual team?  Ensure you seek additional feedback  Additional feedback from matrix managers should
from matrix managers and other teams be entered into a Supplementary Review in My
you have worked with. Performance.
 If your manager requires someone else to
complete a Supplementary Review for their
employee, that person must create a performance
document in the system and transfer it to your
manager. (Refer to FAQs and Job Aids regarding
instructions for transferring performance
documents).

9. Policy Notes
 All employees are expected to have read and be familiar with the elements of this policy and comply with its
minimum standards. Failure to comply with these minimum standards may result in disciplinary action.
 This document covers active management employees of HSBC working in INM
 Employees from other areas of HSBC working temporarily within INM will be covered by this policy
document (see Section 2.3). Please note individuals who are not on regular employee payroll (e.g.
independent contractors and temporary contract staff employee through agencies) are not covered by this
policy, unless otherwise stated or agreed locally between the line manager and employee.
 Nothing contained within this document will, or is intended to override local legislation, collective agreements
or other HSBC policies (e.g. disciplinary policy) in India. You should ensure that you comply with all local
laws and regulations insofar as they are applicable to you.
 This document is subject to change to ensure that policy remains relevant and supports business
requirements accordingly. Changes will be communicated and will also be made to training and other
support materials. The latest version of this document is available on the INM HR intranet site and will be
updated as and when there are changes/amendments to policy.
 Performance management is subject to local laws and policies, which prohibit discrimination based on race,
ethnic group, nationality or national origin, religious or other philosophical beliefs, gender, age, class, marital
status, sexual orientation, non-disqualifying physical or mental disability or any other characteristic that is
protected by applicable law.
 Please note that performance documents and ratings are private data and you must take actions to protect
this data from inappropriate or unauthorised use. Where they exist, local data protection laws and
regulations will prevail.
 Appropriate controls should be placed around the use of this data – this includes collection, recording,
storage, alteration, disclosure, discussion, transmission and destruction of performance data. Employees
have the right to access information held about them and to access their performance history.
 For further information/clarification on any of the subjects in this document please contact:
INM Performance & Rewards:
Sonia Daryanani (Extn. 1628)
Somshukla Ghosh (Extn. 5313)

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PERFORMANCE

Performance Management Global Policy – Final

INM Performance Management Policy – Final 2 of 53

INM Performance Management Policy – Final 3 of 53

INM Performance Management Policy – Final 4 of 53

2.2. What is the global performance management framework?

2.3. Who does this policy apply to?

INM Performance Management Policy – Final 5 of 53

3.2. Who is responsible for Performance Management?

3.3. Setting Objectives

3.3.1. Why do I need objectives?

3.3.2. What are the policy requirements?

3.3.3. How do I set my objectives?

INM Performance Management Policy – Final 6 of 53

3.3.5. What if my circumstances change?

3.4. Managing Your Performance

3.4.1. Who is responsible for managing my performance?

3.4.2. What are the policy requirements?

3.5. Mid-Year Review

3.5.1. What is a Mid-Year review?

INM Performance Management Policy – Final 7 of 53

3.5.3. What are the policy requirements?

3.5.4. What is a Self Assessment?

3.5.5. How will my performance be assessed at Mid-Year?

3.5.6. Who is responsible for my Mid-Year Review?

INM Performance Management Policy – Final 8 of 53

3.6. Year-End Review

3.6.1. What is a Year-End Review?

3.6.3. What are the policy requirements?

3.6.4. How will my performance be assessed at Year-End?

INM Performance Management Policy – Final 9 of 53

3.6.5. Who is responsible for my Year-End Review?

3.7. Managing Under Performance

3.7.1. How is under performance defined?

3.7.2. How is under performance actively managed?

INM Performance Management Policy – Final 10 of 53

3.7.4. What is a Performance Improvement Plan?

INM Performance Management Policy – Final 11 of 53

3.8. Escalating Issues

INM Performance Management Policy – Final 12 of 53

4.2. Setting Objectives

4.2.1. Why do my team members require objectives?

4.2.2. What are the policy requirements?

INM Performance Management Policy – Final 13 of 53

4.2.4. What do I need to know when drafting or finalising objectives?

4.2.5. What are my responsibilities during the objective setting period?

INM Performance Management Policy – Final 14 of 53

4.2.6. What should I do if a team member’s circumstances change?

4.3. Managing your team’s Performance

4.3.1. Why is it important that I manage my team’s performance?

4.3.2. What are the policy requirements?

INM Performance Management Policy – Final 15 of 53

4.4.1. Why is a Mid-Year review important?

4.4.3. What are the policy requirements?

4.4.4. How should I assess my team’s performance at Mid-Year?

INM Performance Management Policy – Final 16 of 53

4.5.2. How should I prepare for a calibration meeting?

INM Performance Management Policy – Final 17 of 53

4.5.3. What are my responsibilities during a calibration meeting?

4.5.4. How should deadlock be managed?

4.5.5. What should I do after the calibration meeting?

4.6. Year-End Review

4.6.1. What is a Year-End Review?

INM Performance Management Policy – Final 18 of 53