Performance Evaluation
Define and manage the performance evaluation approach.
Improvement Planning
Practices-Outcomes-Metrics (POM)
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.