Performance Evaluation in Deloitte Doing right things and doing things right. Marina Tulskaya

Transcription

1 Doing right things and doing things right Marina Tulskaya

2 Deloitte around the World years 730 offices in 150 countries employees One of the leading Professional Services Firms (Audit & ERS, Consulting, Tax & Legal, Corporate Finance)

3 Deloitte in CIS years in Russia 3000 employees in CIS More than 2000 employees in the Moscow office 16 offices in 9 countries Growth of North Region more that 200% for the past 3 years, 200 employees in St.Petersburg

4 Our purpose Experienced specialists (3-5 years of experience) with professional qualification who could be effective managers It is easier to grow up a senior specialist from a junior specialist. In the most cases those who are borne at the Firm are progressing much better compared to those who are hired externally Manager Senior Consultant Consultant Intern 4 Partner Director Senior Manager

5 Agenda The Performance Evaluation System is a process to determine the gaps between actual and expected personnel performance, facilitating the establishment of training needs, improvement plans, career and succession plans, and the adjustment of compensation based on performance. In this presentation, I would like to Define the Deloitte s performance evaluation model Determine evaluation criteria Describe the evaluation procedure Specify the role of counselor 5

6 Deloitte Goal Cascade Deloitte CIS Communication of Strategic Goals Function Development of the Functional Business Plan Service Line Setting of targets for each area within the Function Individual Performance Plans set for each individual 6

7 Some of the Deloitte Measures 7 GSR Gross Service Revenue NSR Net Service Revenue Utilization Revenue per client Revenue per industry group

8 Performance Management Overview: Annual Cycle First Year Only Ongoing During first month: Complete Learning Plans Set goals and expectations Behavioral Skills Observation During first 3 months: Level 1 completes Onboarding Program Every year 5-6 months: Skills Inventory (Grades 1-3) or Leadership Evaluation (Levels 3-5) Conduct Mid-Year Check Point 9 12 months: Skills Inventory (Levels 1-3) or Leadership Evaluation (Levels 3-5) Prepare Annual Review 1 year: Deliver Annual Review Set goals for following year 8

9 Counseling Counseling is not about the forms and formal meetings (those come easily if you really know your counselee) Counseling is not only about Performance Reviews Counseling is about Сommunication Knowing your counselee Being interested in your counselee s growth and development 9

10 Planning: Overview To ensure that goals are as relevant and targeted as possible, counselor should draw heavily upon key resources of information about the employee s strengths, opportunities, and career path. 10

11 The criteria for setting individual goals Competency DEVELOPMENT GOALS PERFORMANCE GOALS CAREER GOALS PROJECT GOALS 11 The objective of this type of goals is to acquire the knowledge or develop the skills This should assist in achieving career goals and improve performance The required competencies These goals describe the results that employee is accountable for achieving and reflect the performance contribution for the year Utilization The career goals reflect professional and personal interests and ambitions of counselees Promotion Attaining a professional certification A Counselee and you a counselor should talk to a project manager to make sure that the project goals correspond with the agreed development direction

12 Our Definition of competencies Competencies are observable knowledge, skills, and behaviors that signal success in a given role There are two types of competencies, which reflect the knowledge, skills and behaviors required for successful performance : Core competencies that are common across Deloitte, and Specialized competencies that are unique to a particular function. 12

13 Contribution Framework The competencies in this Model based on their roles and responsibilities contribute to achieving results in the following contribution areas: Providing Exceptional Service to our Clients, Developing our Talents, and Growing our Firm and its Brand. 13

14 The Competency Model 14 Manages Quality & Risk Focuses on Client Knows the Business & the Industry Solves Problems Develops Others Develops Self Builds Relationships Communicates Clearly & Effectively Manages Change Develops Business Manages and Executes Projects Manages to Results

15 How Each Competency Is Presented Serving as column labels are the three proficiency levels: At the foundation level, we expect professionals to demonstrate these basic behaviors. At the advanced level, we expect professionals to demonstrate behaviors at a higher skill level, due to increased experience. At the mastery level, we expect professionals to demonstrate behaviors at the role model or subject matter expert level. 15

16 Professional Qualifications Audit ACCA, CPA, Russian Statutory License ERS CIA, CISA, CFE, ACCA Tax ACCA, CPA Consulting CMA,CFM; CIMA FAS CFA 16

17 Forms Personal Performance Review (PPR) Engagement Performance Review (EPR) Career Planning (CP) Should be filled in, signed by employee and counselor and submitted to HR by a year end. In case of mid year evaluation after the process the forms should be also forwarded to HR. 17

18 Career Plan The Career Plan comprises five sections: Administrative Data Performance Improvement Goals - these development needs relate to the competencies defined for your level in gem Career Development Goals - ensure that the practice s goals and your goals are complimentary Performance Results Plan - should be completed by Counselor and discussed during the Career Planning meeting Approval and Update 18

19 Performance Appraisal Form Goals achievement in each Evaluation area (What & How?) 6 Evaluation areas: Professional Skills Problem Solving Proactive Behavior Communication Skills Team Work and People development Meeting Deadlines 19

20 Performance ratings Substantially Exceeds Expectations (SEE) Performance significantly exceeds expectations in several areas. Minimum supervision is required. Concentration on further development. Exceeds Expectations (EE) Overall performance exceeds expectations in one or several areas. Meets expectations in all other areas. Minimum supervision is required. Concentration on further development. Meets High Expectations (ME) Performance meets high expectations of the Firm. Minimum supervision is required. Concentration on further development. Meets Some Expectations (MSE) Overall performance meets some expectations. Does not demonstrate a consistent approach in achieving goals. Areas for developments is identified. Constant supervision is required. Not Meeting Expectations (NME) Performance does not meet expectations. N/A An area is not relevant for the field of employee s activity. Recent start. The mark that should be aimed for at evaluations is ME The reasons for the marks below/above ME should be very clearly indicated 20

21 Differentiate them Differentiate performance. People want to be differentiated. Instead of increasing bonuses for all people, we could increase them significantly for the best 15%, and if the rules of the game are clear, people will want to the be the best Differentiate their needs: instead of increase the amount of trainings, think and check what is needed Differentiate their strengths. Instead of trying to develop ALL areas, we could focus on the Strong ones and give the person those tasks which suite him/her best 21

22 How Does Performance Management Relate to Promotion? Promotion through the levels is based on performance, which is a combination of demonstrating proficiency in the technical skills, displaying the appropriate behaviors consistently, completing required learning, and achieving goals and metrics that support the values and mission of the organization : Build technical skills to demonstrate 1 2:, ability to Complete perform job Onboarding tasks without Program and supervision. show behavioral Demonstrate skills consistent appropriate for behavioral workplace. skills development to ensure professional success. 3 4: Complete technical testing to display skill mastery. Demonstrate behaviors that display leadership and the ability to supervise others. Level 4 5: Demonstrate behaviors that display leadership and ability to manage the supervision of teams.

23 Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu and its Member Firms. Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in 140 countries, Deloitte brings world class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte's 165,000 professionals are committed to becoming the standard of excellence. Deloitte's professionals are unified by a collaborative culture that fosters integrity, outstanding value to markets and clients, commitment to each other, and strength from diversity. They enjoy an environment of continuous learning, challenging experiences, and enriching career opportunities. Deloitte's professionals are dedicated to strengthening corporate responsibility, building public trust, and making a positive impact in their communities ZAO Deloitte & Touche CIS or 2009 Deloitte & Touche Regional Consulting Services Limited. All rights reserved.