Appraisal System Capgemini Background and Process Final Project. Capgemini. Name: Chaitrali Badhan SMS ID : Branch : Aundh - Pune

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1 2012 Capgemini Name: Chaitrali Badhan SMS ID : Branch : Aundh - Pune PGCHRM-12 Guide / Mentor PROF - ANITA SARKAR Appraisal System Capgemini Background and Process Final Project

2 Table of Contents Performance Review Introduction... 3 Appraisal Role Definitions... 3 Process and Goal Setting... 5 Project Assignment Review: Concept and Philosophy... 4 Project Assignment Review: Process Workflow on SuccessFactors... 5 Step by Step Process to Recruitment Team Function Review... 4 Feedback through Survey on the Evaluation Cycle P a g e

3 Performance Appraisal is defined Performance review in Capgemini and it is the process of assessing the performance and progress of the associates / employees based on their role and responsibilities Performance Review meetings are regarded as conversation with a purpose. Regular performance reviews are a critical practice for your career and skills development. Employees thrive for feedback. Regular performance reviews provide a consistent framework for providing positive reinforcement. Thus, regular reviews can identify weak performance areas, and allows you to set clear goals and expectations, and develop yourselves on a fast track, to undertake complex challenges. 3 P a g e

4 Project Assignment Review: Concept and Philosophy The Project Assignment Review (PAR) aims to increase the frequency of the formal feedback giving process and serves as a channel to analyze deficiencies in the current performance, and construct strategies to meet and exceed performance targets in the future. It is recommended that a PAR be completed every 3-4 months for employees on long term assignments and should be completed at the end of each project assignment that is greater than 8 weeks in duration. The Project Assignment Review is initiated by the employee who self rates his or her performance and submits it to his or her Project Manager, who in turn completes the review, provides an overall rating and engages the employee in a constructive feedback session. The final rating will be considered during the Annual Appraisal Review process and during re-hire considerations, if applicable. Eligibility, Scope and Coverage: This process is applicable to all full time employees in US and Canada. This includes all employees on Transfer on Long and short term assignments to any of the North America locations. Goal Setting: Goal Setting stage consists of two major sub stages: 1. Goal Creation (Employee): The employee does his or her goal creation on entry into a new project. 2. Goal Approval (Project Manager) Performance Review: The employee initiates his or her self review at the time of exit from a project. The Performance review consists of two major sub stages: 1. Employee Self Review: The employee initiates the self review at the time of exit from a project by self rating his or her performance. We can use the get feedback feature to collect client feedback to substantiate our comments on the form itself. Rate the goals individually, track completion status, and justify our performance via comments and submit it to your supervisor for final evaluation. Performance Review: Supervisor Evaluates performance (This is a mandatory activity for the project manager where he or she needs to rate each goal, provide comments/ justifications in the comments boxes and a summary on the overall performance using the appraisal summary section. 2. Manager Review and Discussion: Once the employee submits the form, the Supervisor receives it. The Supervisor provides an overall rating and engages the employee in a constructive feedback session. The Supervisor has the option to send the form back to the employee or collect feedback for the employee. The final rating will be considered during the year-end review decisions and during re-hire considerations. Once this is done, the form enters the Talent Management validation stage. 4 P a g e

5 Completion: This is the completion stage where the form gets stored in the employee s completed folder. Overlook: Our Tool/system for Appraisal evaluation Succes factors : To help us streamline and successfully accomplish consistent goal alignment and achievement of business demands across locations in India, the FS GBU Senior Management team has assigned a set of organizational goals in SuccessFactors in Delivery Functions. These goals are mandatory to execute, specific to an employee s designation, region and to the business he/she is aligned to. These goals will appear in his/her goal plan and are applicable to him/her throughout the year. Current Parameters in Success Factors Customer Satisfaction Financial Results Internal Business Process Development Internal Process Compliance Learning and Growth Practice Contribution 5 P a g e

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7 Rating # Differentiators A Exceeds All Coaches, mentors and trains others (brings others along) Sees and acts toward accomplishing the larger goal/sees the big picture Higher results sustained over time Obvious go to person who sets the standard for others B Succeeds Understands tasks and processes and regularly produces results successfully Corrects own behavior/outcomes with little or no coaching Always able to transfer knowledge from assignment to assignment C Unacceptable Even with coaching, employee does not correct his or her behavior/outcomes Work always needs to be checked The assessment should demonstrate a positive attitude during the appraisal process. We have to try to show the IMPACT of your contribution against each goal We have to be honest when writing about your achievements and failures. Acknowledge achievements with facts and figures, e.g. savings in cost etc. Collect feedback on our achievements to substantiate your claim. You may use Quick Notes to do so. Demonstrate our enthusiasm to work on your improvement areas. Cover all the aspects of our performance including the opportunities that you would like to have for your development and improvement. Suggest ways / solutions to overcome the problems being faced. Assess our capabilities, behaviors and skills and competence. Seeking future responsibilities would help display our competence to take on higher responsibility. We have to be objective, specific and concise on our statements about our performance. Specific to the Recruitment function: Recruiter: Recruiter Scorecard (Measurable) Source (IRW) (Monthly) Hiring Manager Satisfaction with the results (Random survey) (Quarterly) Value Addition /Contribution done in improving recruitment. Assessed through project undertaken (Subjective) Source wise hiring (Measurable) (Quarterly) Candidate, applicant, and new hire satisfaction (Random survey) (Measurable) (Quarterly) Learning programs attended (Measurable) Inputs from L&C or the Recruitment SPOC for Learning Program (Quarterly) 7 P a g e

8 Sourcing: Sourcer scorecard (Measurable) Source IRW (Monthly) Source of the candidate (int ref/vendor/database/networking site/internet) (Measurable) (Quarterly) Feedback from the hiring manager and the Recruiter (Random Survey) (Measurable) (Quarterly) Value Addition finding new sourcers of resumes, finding,different styles of sourcing (Subjective) Compliance on processes (Measurable) (Quarterly) Standard formats to be used Source - IRW Learning programs attended (Measurable) Inputs from L&C or the Recruitment SPOC for Learning Programs (Quarterly) Mapping of new parameters to existing Goals in System Existing Goal Mapping of the new parameters Recruiters Sourcing Customer Satisfaction Hiring Manager & Candidate Satisfaction Hiring Manager & Recruitment Financial Results Source wise hiring & Leave Planning & Time Sheet Entry Source wise hiring & Leave Planning & Time Sheet Entry Internal Business Process Development Value Addition /Contribution done Value Addition /Contribution done Internal Process Compliance System Usage / Quality compliance System Usage (Standard Formats, etc) Learning Growth Learning Programs attended Learning Programs attended Practice Contribution Not Applicable Not Applicable Performance Assessment*** Recruiter Scorecard Sourcing scorecard Finalization of the goals based on leadership inputs Discussion with People Partner To discuss ways to implement the same in Success factors Check on the dates when the goals need to be entered for this year Work on the Customer Feedback forms and get them approved from Recruitment Leadership and HR. Educate the leads and team regarding the new structure Work with the leads to have the success factors keyed in the system before the End Date Based on the success in the FS side, we can customize it for TS/OS and implement Work on defining success factors for Schedulers, Shared Services, team members 8 P a g e

9 Self Review Supervisor Review and Discussion It is a mandatory exercise to be performed during an employee s project exit, an employee s supervisor change or during his/her separation process. It aims to increase the frequency of the feedback giving process and serve as a channel to analyse deficiencies in current performance and construct strategies to meet and exceed performance targets. The review is initiated by the employee who self rates his/her performance and submits it to his/her supervisor for final evaluation. The employee self review is followed by the supervisor completing the review, providing an overall rating and engaging the employee in a constructive feedback session. The final rating would be considered during year end review decisions and during rehire considerations. When a feedback was sought from the Appraisers and Appraisees on the below parameters the results were varied and inline with the overall organizations market recognition today. Goal setting process(mbo) Overall procedural justice Halo effect Liniency bias Feedback process Satisfaction level on the reward & recognition process in the organisation Suggestions came in: As the organization has One appraisal cycle in a year it was suggested we go in for a 360 degree feedback. The current process of evaluations was praised and critized at the same time with reasons such as what haapens when an employee moves from one project to another or when a supervisor changes. There were policies for all these in place. There were Project exit reviews / Mid year reviews / feedbacks processes to facilitate the following. A strong agreement was reached upon that not every employee seeks knowledge upon what is required to be fully knowledgeable about the entire process. This exercise actually gave some of the appraisers and appraises insight into the whole process. In Scope Redefine the performance assessment of Recruiters & Sourcers Map the existing goals to the new parameters Try and redefine the Goal setting in Success Factors 9 P a g e