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Representative POMs are described for Performance Evaluation at each level of maturity.

1Initial

• Practice

  Rely on the best endeavours of available personnel.

2Basic

• Practice

  Evaluate performance within the IT function (mainly as an informal part of compensation negotiations).

  Outcomes

  • There is a basic understanding of performance requirements.
  • Evaluations are subjective rather than evidence-based.

  Metric

  # of evaluations per employee per specified time interval.

• Practice

  Encourage line managers within the IT function to identify and promote high-potential employees.

  Outcome

  There is local identification and promotion of high-potential employees.

  Metric

  % of formally identified and managed high-potential employees (as compared to the total number of employees).

3Intermediate

• Practice

  Standardize the evaluation process in IT and some other business units, and conduct evaluations regularly in accordance with previously set and communicated parameters (job families).

  Outcomes

  • There are regular and consistent evaluations of employees within the same job families.
  • Employee performance is measured against set goals.

  Metrics

  • # of evaluations per employee per specified time interval.
  • % of evaluations based on job family parameters.

• Practice

  Establish a process within IT and some other business units to identify high-potential employees as part of the periodic review of employee and organizational requirements.

  Outcome

  High-potential employees are identified on a regular basis.

  Metric

  % of formally identified and managed high-potential employees (as compared to the total number of employees).

4Advanced

• Practice

  Establish organization-wide evaluations with upward and 360-degree feedback.

  Outcome

  The perspective of employees at the same level and lower levels is taken into account.

  Metric

  % of upward feedbacks (as compared to total # of feedbacks).

• Practice

  Allocate employees to predefined performance categories.

  Outcome

  There is consistent evaluation of employees.

  Metric

  % of employees allocated to predefined performance categories.

• Practice

  Define goals until the next evaluation in collaboration with the employee.

  Outcome

  Goals are carried jointly by the employee and employer.

  Metric

  % of evaluations that were preceded by a discussion with employees to define goals.

• Practice

  Establish an organization-wide career development committee at least for top talents.

  Outcome

  A career development committee supports development of top talents.

  Metric

  % of employees discussed in committee meetings.

• Practice

  Encourage the organization-wide career development committee to monitor the identification and development of high-potential employees.

  Outcome

  The size and profiles of the talent pool are actively managed.

  Metric

  % of high-potential employees discussed in committee meetings (as compared to the total number of employees).

• Practice

  Ensure that every career level of every career path has a set of criteria that needs to be fulfilled by employees to become a candidate for promotion.

  Outcome

  Transparent promotion criteria are in place.

  Metric

  % of high-potential employees that became a candidate for promotion based on meeting set criteria during the last fiscal year (as compared to the total number of employees).

5Optimized

• Practice

  Continually monitor performance evaluation and adjust it to meet the changing business environment.

  Outcome

  Performance evaluation supports the organization's needs.

  Metric

  Frequency of reviews.

• Practice

  As far as is available, compare the organization's performance criteria, practices and rewards with those of competitors and business ecosystem partners.

  Outcome

  A best practice performance evaluation process can be established.

  Metric

  # of competitors screened per specified time interval.

• Practices

  • Regularly revise and optimize the process for identifying high-potential employees and align it with the business strategy.
  • Reflect input from business ecosystem partners in the process.

  Outcome

  There is an up-to-date process to effectively identify all high-potential employees.

  Metrics

  • Frequency of process reviews.
  • Frequency of alignment reviews.