 This is a copy of what Rehan is running for Khaddi.

 I think its replicable and we should aim for that. I only need a bit of guidance on
adding numbers and the goals/KPIs we are going to monitor for example the
financial goal for khadi – To achieve UPT of 2.5 ( I’d like to modify it for us… but not
quite sure how… I can try and do it on the cost you shared earlier?
 So the way I run this… is give them an idea of what is reqd of leaders/managers –in
the first few slides, then I tell them how to do it
 There is another presentation I am making that is on the overall performance
management philosophy… so we can run it two ways, give them this one and maybe
one or two more on SMART and stuff and tell them this is it
 OR I can teach them the Performance management philosophy and what its all
about. This will be more than 80 plus slides ( still adding to them ) so it will require
at least 3, three hour sessions at the very least… I wish I could have managed this
earlier but PM turned out to be bigger when you have to implement it from scratch
Implementing
Strategy discussion on :

• Objectives of the program and the criteria for success

• The design of process and forms

• When to Launch the new process and timing of key activities

• Integrating the skills and competencies that are critical to the organization

• How to incorporate organizational goals and align your workplace

• Communication and change strategy

• How will we train everyone

• What approvals and stages

Types of Reviews

 Manager Reviews
 Employee Self – Appraisals
 360º or multilayer assessment
 Project Reviews
 Performance improvement plans or corrective action plan
Types and frequency of reviews

Review Type Frequency

Manager’s reviews

Employee Self Appraisals

360 Degree Multi-rater assessments

Project Reviews

Performance improvement plans or corrective action

plans
 Performance management Schedule
January February March

Quarterly review of Q1 performance

Weekly one-on-one meetings and ongoing coaching , feedback , recognition Weekly one-on-one meetings and ongoing coaching , feedback , recognition
Review and analysis of last year's results
Weekly one-on-one meetings and ongoing coaching , feedback , recognition
Recommendations for compensation adjustments made during previous year's
performance review data as guide  
April May June

Quarterly review of Q2 performance

Weekly one-on-one meetings and ongoing coaching , feedback , recognition Weekly one-on-one meetings and ongoing coaching , feedback , recognition

Weekly one-on-one meetings and ongoing coaching , feedback , recognition

   
July August September

Quarterly review of Q3 performance

Weekly one-on-one meetings and ongoing coaching , feedback , recognition Weekly one-on-one meetings and ongoing coaching , feedback , recognition

Weekly one-on-one meetings and ongoing coaching , feedback , recognition

   
October November December

Preparation for annual performance review: Annual performance review:

Weekly one-on-one meetings and ongoing coaching , feedback , recognition

Managers and employees meet to discuss performance reviews , ratings and

Managers and employees reflect on the past year's accomplishments
feedback
 
Employees complete self-appraisals and draft goals and development plans for Managers and employees establish goals and development plans for the next
the coming year cycle
 
Managers complete employee appraisals and draft goals and development
plans for the coming year Initiate performance improvement plan if required
 

  Managers and employees sign off performance appraisals

  Weekly one-on-one meetings and ongoing coaching , feedback , recognition Weekly one-on-one meetings and ongoing coaching , feedback , recognition
Types of Surveys

 Annual review survey

 Company culture survey
 Employee engagement survey
 Employee satisfaction survey
 Exit interview survey
 Management Performance Survey
 Onboarding Survey
 Training survey
 360º survey
Developing an Employee Survey
 Choose the topic
 Consider the timing
 Establish length and frequency
 Choose questions that yield actionable results
 Select survey format
 Effective survey steps
 Share the results and key themes of the survey with all employees
 Pick 3 things from the survey results for which you will be able to show measurable progress over a
reasonable period and communicate those 3 things to the team
 Focus on improving those three things and keep the team updated on progress
 Provide an end or quarter end report
 Resurvey the team

 Rinse and repeat

Individual Assessment Framework overview
 We at nTask/Naxxa believe that every individual makes a difference to the organization
 Contribution and performance will be assessed and recognized at regular intervals through informal and formal practices
 The individual Assessment wil occur every 3 months. The Performance year will be January 2021 to December 2021 – review in March,
June, Sept, Dec.
 The Individual Assessments will assess ( chec/review/analyse) two key components- KPI goals and Company Behaviour Competencies
 The KPIs should be SMART and company vision aligned with clear pathways for professional development
 CBCs are the behaviours the individual should demonstrate in their day to day tasking and they set the culture of the organization
 The two components are scored and give an overall rating assessment for the individual. This rating will determine learning and
development needs and career pathways for the individual

Mar, June, Sept – KPI goals & December –KPI Goals &
December – KPI goals set
CBCs reviewd CBCs reviewd
 If an employee joins throughout the year, the KPIs will be set at the probation completion assessment
Guidelines for KPI Goal Development
 Performance year will be Jan 2020 – Dec 2020
 All Permanent employees will have SMART Goals
 The Employee should be able to deliver the goal in their scope of influence or current capability
 Goals must be reasonable. The challenge of a stretch goal can be invigorating; an unachievable goal can be disengaging!
 Everyone should have between 4 – 7 Goals – they do not need to be in every category
 Individual Goals will be cascaded from Functional and Departmental Goals. Goals can be created around:
 Problem-solving issues (address known problems identified in organization)
 New innovative ideas
 Department or Function’s objectives
 Individual employee development needs (skills, knowledge, experience)
 Cross functional projects.. Must be aligned with concerned function
 The goals must be weighted
 Measurement must be clearly defined at goal setting stage
 If targets change during the year, the goals should reflect it immediately
 Managers must be prepared to offer training, guidance and coaching
 Ensure regular dialogue between Line Manager and Employee to realign and review
KPI Goal Components
 Category
 Which category does this goal fall in?
 Strategic (Grade 7+)
 Financial
 Operational
 People
 Special Project

 Definition
 What is the rationale for the Goal and what do we want to achieve
 Calculation Methodology
 How will we measure success? Appropriate tracing mechanisms must be available/implemented
 The calculation method will only be useful if the employee and LM (Lead) have agreed on the formulas and the data collection
method at the beginning of the year

 Expected Impact
 What is the impact created
 Understand and agree all aspects ( people, financial, strategic , customer, etc) of impact creation

 Line managers and employee should mutually agree on all the above
KPI Goal Template

 KPI Category – link to the organization goal – financial/ operational/ special project/ people
 KPI – SMART Goal
 Completion date – goal due date/ period for measurement
 Weightage – priority, importance and individual contribution
 Rationale – the reason and link to the organizational objectives
 Calculation method – clear method of measuring results. The results must be able to presented as a percentage
 Score – completed at assessment stage
KPI Goals example
Suggested Goal Weightage
Category Goal ( Examples)
▪ To achieve an average of 2.5 UPT for the year – Retail
▪ 100% Budget adhered too for the year – all departments
▪ To Reduce the cost of 2020 the maintenance contract by
Financial 5% - Ops 35%

• 100% Completion of training modules on time – retail

• 15% of transactions to have data recorded for the year – retail
Operational • 100% Payroll submission on time for each region for year – HR
20%
• No unplanned POS downtime for year – IT

• KPI Goals to be rolled out to all regions by 3oth November – HR

Special • Credit note option to be rolled out to all regions by 30 th 10%
Projects November -

• 100% attendance record for year

• 100% duties attended on time
People • Deliver POS training to all new joiners within 1 st week of
joining
10%

75%
Total weightage must equal 75%
 KPI Goal example

Completion
KPI Category KPI Weightage Rationale Calculation Method
date

Financial 31-Dec 35% contribution to sales units per transaction on individual sales

department reputation and employee regional report received by finance by month

Operational 100% Payroll submission on time for each region for year 31-Dec 20%
morale end date every month

Special project End to end bug/crash free delivery of products 30-Nov 30% customer experience regional training sessions delivered by deadline

People To be at work table ready for duty at start time for full year 31-Dec 10% Team work Attendance Log
Guidelines for weighting KPI Goals
 Weightage must equal 75% across the KPI Goals
 This should be split between the KPI Goals and total 75%
 The weightage should be decided when the goal is set.
 Weightage depends on importance, priority and individual contribution
 E.g. A KPI set for achieving the individual sales target should be given a high weightage because the individual is responsible for achieving this target, it is
critical to the business and the number one priority

KPI Goal Example Example Example

1 35% 25% 40%
2 20% 25% 10%
3 10% 15% 10%
4 10% 10% 15%
Total 75% 75% 75%
Guidelines for scoring KPI Goals
 Scoring is between 0% to 200%
 The measurement should have been decided when the goal was set.
 For example the goal is good attendance. This must be clearly defined that the employee is required to be
on time 100% with 0 absences over a 1 month period (20 duties).
 If the employee achieves this, then the score is 100%.
 If the employee is late on 3 occasions out of 20 then the score is 85%. (17 out of 20 duties on time = 85%)
 If the employee is on time 100% with 0 absences AND covers 10 absences from other team members they would get
score of 150% (30 duties out of a target of 20 on time = 150%)

 Each goal is weighted. The weightage must be decided at goal setting stage.
 The goal score is multiplied by the weightage score to give a weighted score.
 The weighted scores are added together to get a total score for the section.
Completio Achieved Weighted
KPI Category KPI Weightage Rationale Calculation Method Calculation
n date Score Score

units per transaction on individual Achieved 2.1 = 2.1/2.5 =

Financial To achieve UPT of 2.5 31-Dec 35% contribution to sales 84% 29.40%
sales 84%

regional report received by

100% Payroll submission on time department reputation and 40 out of 48 on time =
Operational 31-Dec 20% finance by month end date every 83% 16.60%
for each region for year employee morale 40/48 = 83%
month

Credit note to be rolled out by regional training sessions 3 out 4 regional sessions
Special project 30-Nov 10% customer experience 75% 7.50%
credit note activation date delivered by deadline done on time = 3/4 = 75%

to be on shop floor ready for duty 225 out of 235 duties on

People 31-Dec 10% team work Timetrax 96% 9.60%
at start time for full year shifts time = 225/235 = 96%

                TOTAL SCORE     63%

KPI Goals example
Category Goal ( Examples) Suggested Goal Weightage Weighted Score

▪ To achieve UPT of 2.5

Financial 29.4%
35% 84%

• 100% Payroll submission on time for

each region for the year 20% 83% 16.6%
Operational

Special product/feature/enhancement rolled

out by activation date committed to 10% 75%
29.4%
Projects 7.5%
management

People • To be at the desk ready for duty 10% 96% 9.6%

at the start time for the full year

Total 63%
Company Behaviour
Competency Assessment

2021 - 2022
What is a competency model

 Competency models articulate the knowledge, skills, abilities and other

characteristics deemed to be instrumental for achieving positive
organizational outcomes.
 Job analysis techniques are used to identify key competencies and associated
critical work behaviours
 Job observations
 Interviews
 Focus groups
 Surveys
 Company Behaviour Competency
Competency
Organizational Performance based
Leadership Multi-Tasker Solution Focused Integrity Personable Professional
Awareness learning
Job Category

1 I i i i i i ii i

2 I i ii i i ii iii i

3 Ii ii ii ii ii ii iv ii

4 Iii iii iii ii iii iii iv iii

5 Iv iii iv iii iv iv iv iv

6 v iv v iv v iv v v

7 v v v v v v v v
 Company Behaviour Competency example
CBC Scoring Criteria
1 Does not meet most or no behaviours are met

2 Meets most behaviours

3 Meets all behaviours

Software Engineer V 4 Meets all of required behaviours and 1 or more of next level

5 Meets all of behaviours for next level

COMPETENCIES Required Level Evidence Score Comments

Leadership i Team meetings  3 Ann is of aware of and works towards achieving her targets consistently.

Ann completed 100% of the modules and scored well in the assessments.
Org Awareness i  Completion of training modules 3
 

Ann can handle several customers at once and works quickly to manage
Multi-tasker ii Sprint Reviews 3
their requests  

Ann resolved an issue about a delayed requisitions resulting in  sale prep

Solution Focused i Sprint Reviews 4
being completed on time

Sprint Reviews Ann handles all the banking and there has been no discrepancies or
Integrity i 3
delays

Ann identified that she needed further training on creating tested and
Performance based Learning ii Code review 3
solid APIs and Codeto keep a track of her own performance  

Ann works well in the team often encouraging them to achieve their
Personable iii Team feedback   3
targets

Ann is always on time and reliable. She is involved in training of the

Professional i Attendance/ training of new joiners 4
new joiner

TOTAL SCORE 26

AVERAGE SCORE 3.25

Overall rating score

Score (%)
Rating Description Active
Both the KPI Goals score and the From To

CBC will be combined to give an 5 - Outstanding

Delivers exceptionally by exceeding all goals (Above 101%) in addition to delivery against core job
responsiblities and shows an understanding and demonstration of Naxxa behaviours as per standards
Yes 101% 200%

overall rating – This will be

calculated by HR
Effectively delivers against all goals ( 91% -100%) and core job responsiblities and shows an
4 - Effective Yes 91%  
understanding and demonstration of Naxxa behaviours as per standards

CBC make up 25% of the overall

rating and KPI Goals 75% 3 - Successful
Delivers against goals ( 71% - 90% ) or delivers against goals but underdelivers against core job
Yes 71% 90%
responsiblities and/or some gap in the demonstration of Naxxa behaviours

The overall rating will be a score

between 1 – 5 2 - Marginal
Underdelivers against goals ( 56% - 70% ) or delivers against goals but underdelivers against core job
responsiblities and/ or some gap in the demonstation of Naxxa behaviours
Yes 56% 70%

Underdelivers against goals (below 55% ) or delivers against key goals but significantly underdelivers
1 - Unsatisfactory Yes 0% 55%
against core jobe responsiblities and/or significant gap in the demonstration of Naxxa behaviours
Overall rating results
Overall rating Recommended Increment/ Bonus amount (of annual salary) Action

1 – 1.99 0% Poor performance measures

2 – 2.99 4% Training and performance improvement plans

3 – 3.99 8% Job well done!

4 – 4.99 12% Training for promotion

5 16% Promotion

Employees should be aiming for a score of 3 meaning they are meeting the expectations of their job description and contract terms.

All employees result Those scoring below 2 will be subject to poor performance measures

Those with a score of 2 require training and support and a period to show improvement in performance

Score over 4 should be trained and developed for promotion

Score of 5 should be promoted or in place for the next suitable promotion

The individual performance assessment is linked to financial reward. This is dependent on the company performance and given at
1 2 3 4 5 the company's discretion
• MY CONTRIBUTION TO THE ORG BUY IN

• Post one of more artic les about the benefits of performance e management on your organizations internet or Teams or
nTask
• Create a powerpoint for managers and employees
• Have all executive and managers communicatioe the benefits in staff or all-hands meetings
• Send and email to all employees explaining the benefits
• Includle an oversview of performance management best paractives and benefits in your mnanager and new hire training