IVI Framework Viewer

Performance Evaluation

B3

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.