Ppdfp

PPDP 2010-11PPDP 2010-11

(Performance Planning & Development Process)

Reviewee’s guide

PPDP 2010-11Timelines

PPDP Process Start Date Close Date

Reviwee to complete the PPDP form and submit 31-03-11 10-04-11

Review by Reporting Manager (1st Level) 07-04-11 20-04-11

Review by Reviewing Manager (2nd Level) 10-04-11 29-04-11

PPDP FORM – 2010-11

PPDP Form has 5 main sections

• Section A – 2010-11 BSC actual achievement review Sec. A.1- Achievement : Actual Vs. Goal (Targets) Sec. A.2- Achievement summary Sec. A.3 – Reporting Manager’s comment Sec. A.4 – Reviewing Manager’s comment Sec. A.5 – Facilitation by my Supervisor

• Section B – Career Aspirations • Section C – Development Action Plan• Section D – Training Plan• Section E – Performance Drivers• Section F – Overall rating

PPDP – Glossary of Terms

Term Meaning

Reviewee NIITian being appraised

Reviewer / Reporting Manager / 1st Level

Supervisor of the NIITian being appraised

Reviewing Manager / 2nd

Level Supervisor of the Reviewer / 2nd

level supervisor

PPDP Process FlowSTART

Reviewee fills & Submit form

Review discussion by Reporting Manager(Face to face)

•Objective rating finalized•Development discussion happen•Reporting Manger submits form

Reviewing Manager Agrees with Objective

Ratings?

Discusses with Reporting manager

Changesobjective rating?

Yes

Reporting Manager Discusses with reviewee

No

Reviewing Manager discusses with reviewee

& Submit form

Yes

No

Moderation

If reviewee does notagree with rating Escalate with

BU HR head

BU HR head discusses withReporting/reviewing Manger & Closes with reviewee

Escalation Point

Note:Escalation is a parallel processEscalation can be closed by BU HR onlyForm can be send by Reporting/Reviewing to any one for view

PPDP FORM’ 2010-11

Modification of PPDP form 2011: The construct of PPDP form 2011 is same of last year except a minor change as follows:

Actual achievement % under each BSC Objectives: In BSC Objectives viz, Financial, Customer, Internal Process and

Learning growth , form will auto calculate the average achievement % by simple average calculation

∑ Actual approved achievement % of each performance measures under the respective BSC objective / no. of performance measures

Overall Actual BSC achievement % : Overall actual BSC achievement % will be auto calculated by sum of

actual achievement under each BSC objective by actual no. of BSC objective

∑ Actual achievement % under each BSC Objectives / no. of actual BSC objectives.

Numerator or denominator, if zero: Measures where the numerator or denominator are zero or any calculation where auto-computation of achievement % is not possible, the achievement column is left blank for the Reporting Manager to update the same based on actual achievement.

Modification

PART I familiarizes & reiterates the Process followed and the Form Contents followed by some FAQs.

PART II describes the Review and the Feedback Process… It’s role & relevance.

Presentation has been divided into 2 PART’S

Important Facts:

Role Based BSC template : PPDP form has BSC’s for each NIITian based on his / her role.

The PPDP form will have the BSC populated on the form, No modification/addition is not allowed in the performance measures.

The actual achievement needs to be put down in Numbers and not in Text

Two BSC’s would be created in case one has been through a role change or any other reason The latest BSC will be shown in the main PPDP form The previous BSC (s) will be available as link

In case the form appears blank for any one, concerned NIITian needs to contact to the Location HR immediately.

Section A – 2010-11 BSC actual achievement review

Important terms:

Objectives: Objectives are the four main perspectives of BSC i.e., Financial, Customer, Internal Process and Learning & Growth

Performance Measures: Are statement of results to be achieved in a specific time. Each Objectives has 1-3 Performance measures.

Target: Is the deliverable to be achieved or expected output on each objective Actual Achievement: Actual data on performance should be captured in terms of

numbers without any text to the number(in quantitative term and not in qualitative)

Numerator or denominator, if zero: Measures where the numerator or denominator are zero or any calculation where auto-computation of achievement % is not possible, the achievement column is left blank for the Reporting Manager to update the same based on actual achievement.

PPDP 2010-11: Annual ReviewSection A – 2010-11 BSC actual achievement reviewSec. A.1- Achievement : Actual Vs. Goal (Targets)

Target: Is the deliverable to be achieved or expected output on each measure

Actual Achievement: Actual data on performance should be captured in terms of numbers.

PPDP 2010-11: Annual Review

For ex. For a faculty, under BSC Objective “Customer”; Measure is Student Satisfaction, Calculation is “Leakage in %”, Target is 2%..

Section A – 2010-11 BSC actual achievement reviewSec. A.1- Achievement : Actual Vs. Goal (Targets)

FAQs I have had a role change in June..how would I be assessed?

You will have 2 BSC’s for the different roles that you worked on during the year. You will also be assessed by both the supervisor’s with whom you have worked during the year.

The Performance Measure has a target which got changed after HYR…can I amend it and how?

You can make changes in the targets other than VC parameters which would be reflected in a different color.

Can I add new objectives? One of them is missing. No; you can not add/modify the parameters there in your BSC.

PPDP 2010-11: Annual ReviewSection A – 2010-11 BSC actual achievement reviewSec. A.1- Achievement : Actual Vs. Goal (Targets)

FAQs

Can I make changes in my form after I submit it? You can request your supervisor to send the back to you and then the

changes can be made. I would like to know the status of my submitted PPDP form.

You will be able to view from the Form status at the top bar . I am not reporting to the manager stated … whom do I get in touch with?

For changing your reporting manager and reviewing manager, you can approach your Location HR


Section A – 2010-11 BSC actual achievement reviewSec. A.1- Achievement : Actual Vs. Goal (Targets)

What went well?

The Reviewed need to capture these based on moments when her/his sense of pride / achievement was the highest.’For e.g. Defect rate well within defined parameters with minimum re work


Section A – 2010-11 BSC actual achievement reviewSec. A.2 – Achievement Summary

A2. Achievement Summary - Mention highlights of the review period and the learning derived from them. Focus on your strengths and development areas.

What went well?Almost everything went well.

A very broad statement and leaves a lot of scope for interpretation.

What went well?1. Agreement of CG govt. signed up for 600 schools2. Extension of AP govt. project for 1 year3. Developed a favorable relationship for NIIT with State Governments

Specific and Clear

Pls. do not leave it to the Reporting Manager to think of what the reviewee did well in the review period.. Need not be to modest..at the same time, should not mention more than 7-8 points ..

Things to watch out for .. While filling up this section

Section A.2 – Achievement Summary What could have been better?

The reviewee should reflect on the instances where you felt you could have done much better,

What were the assumptions that went wrong, What the reviewee could have done differently to change

the outcome? For eg. Adherence to timelines suffered because of

inaccurate effort estimation

PPDP 2010-11: Annual ReviewSection A – 2010-11 BSC actual achievement reviewSec. A.2 – Achievement Summary

Here the reviewee talks about getting a different role or to work on a different project. This was definitely not in control of the reviewee and it would have followed its own process.

The focus is on things that could have been done by better planning, better estimation etc…. Things that were in the area of control of the reviewee.

Should not write things that were outside our immediate control ..

What could have been better?I should have got opportunities to provide Subject Matter Expertise for MS projects.

LACK OF PLANNING BY BUSINESS GROUPS was HINDERANCE TO COST SAVING

The scripts could have been crisper and the whole design could have been managed better to be within budget.The development should have involved graphics review by specialists (pre-scheduled).


It doesn’t communicate what did not go well and how getting more training would impact work. The effect of the action that didn’t go well has to be communicated.

It is important to communicate the action and the impact i.e. what didn’t happen as per expectations and how it impacted the achievement of goals.

What could have been better?

1. Attending full fledged training related to my work will provide me more confidence.

What could have been better?Attending training on Technical Writing and Business Communication would have helped me write content better, and hence would have reduced the errors in writing. Thus incidence of errors reported from field had increased.

Reviewee to write broad statements without specifying the impact


Here the reviewee talks about getting a different role or to work on a different project. This was definitely not in control of the reviewee and it would have followed its own process.

The focuses on the work are things that could have done by better planning, better estimation etc…. Things that were in the area of control of the reviewee.

Reviewee to write things that were outside our immediate control ..What could have been better?I should have got opportunities to provide Subject Matter Expertise for MS projects.

LACK OF PLANNING BY BUSINESS GROUPS was HINDERANCE TO COST SAVING

The scripts could have been crisper and the whole design could have been managed better to be within budget.The development should have involved graphics review by specialists (pre-scheduled).


Section A.2 – Achievement Summary

Learning The reviewee should reflect on the year gone by and list

down key learning. TIPS :

Learning doesn’t necessarily comes from success. It also comes from failures.

Learning could be both personal or professional.. eg. Training on ‘Art of living’ helped me manage my project as

well as helped me manage my personal life better.


FAQs• Do I need to specify my learning's and what went well and what didn’t?

Wont my supervisor already know about it?• It is better not to work on presumptions. Look at your supervisor as a

Facilitator and not as a Critic..• If I write something in ‘What did not go well’, wont it affect my appraisal

ratings?• No, the idea here is to mention missed opportunities or something you could

have done better. Maybe you didn’t foresee something hence it didn't get executed in the way it should have

• Will I be able to view Forwarding managers and Reviewing Managers comments?• Yes.


Facilitation from my supervisor. Things that supervisor should continue to do or do differently

to enable you perform better. This is one area where you need to reflect on your experiences with

your supervisor and share your views on his supervisory style. Areas where you can provide inputs are Management style, clarity

provided, delegation of work, coaching, timeliness of decision, quality of feedback, frequency and value add of reviews.

For eg. “I would prefer clearer guidelines on assigned tasks” or “I would want more focused and frequent reviews on the quality of my work”


Section A – 2010-11 BSC actual achievement reviewSec. A.2 – Facilitation from supervisor

FAQs

I am scared of giving Feedback to my supervisor. I fear that it’ll spoil my appraisal. What should I do? Giving honest feedback driven by facts and evidence will never do any harm.

Please understand that you are giving feedback to enable your supervisor to improve his approach. This in turn will help him / her in enabling / facilitating your work, growth & development better


Section A – 2010-11 BSC actual achievement reviewSec. A.2 – Facilitation from supervisor

Career Aspirations are a cluster of specific needs, motives and behavioral intentions which individuals articulate with respect to different career fields

Career aspirations are recorded in the PPDP form without an ‘End Date’, since this is used for an open ended discussion with the Reporting Manager to plan for realization of your ambitions & goals.

Section B : Career Aspirations


Arriving at your Career Aspiration

Ask Yourself…….

What is it that you like to do? What are you good at? What about the job, do you enjoy? If you had to create a dream job, what all should it have

and not have? Know your strengths and improvement areas. Rate yourself on current role competencies? Know your options? Be realistic in setting personal goals. It is ok if you are unable to put a name on a role, it is

more important to understand responsibilities or type of work you would like to take on.

What steps you need to take to reach this goal.

Points that need to be kept in mind before filling this section for both Reviewee & Reviewer:

The current role and current set of skills & competencies.

The reasons for wanting to move into a future role.

What are the skills and competencies that would be required for the future role

The gap between the same would lead to development plans / training plan in the next sections

The time frame that would be needed to get equipped with the required competencies.



FAQs Is it necessary to select a role? If I don’t want a change for the next 2 years.

No, its not mandatory to select a role / assignment. It can be left blank. If I don’t want a role change, but want to work on a different project and also want some

additional responsibility in the same role, what should I do? This should be duly noted and discussed with the Reviewee during the appraisal

discussion Will the NIITian be moved in the role in the timeline he/she has

mentioned and agreed on by the Reviewer? A development plan based on the competency gaps after having a

discussion with the Reviewer can be drawn up. The defined time frame in which the NIITian can move to the said role will be given by the Reviewer basis the evaluation.



The Reviewee required to make a development plan for herself/himself to improve performance in the current role and also achieve your career aspirations. This will be reviewed by the Reviewer.

The inputs for the action plan could be taken from : Last PPDP Development PlanIEF evaluations. Link provided on top of the formCareer Aspirations.Current Performance as per BSC.Feedback from peers & supervisors


Section C : Development Action Plan

For creating a Development Action Plan

• List key actions you would work on.• Put a time frame that would be required for each activity in the

action plan.• Formulate success indicators to review your progress vis a vis the

action plan.• Discuss your action plans with the reporting manager. Take inputs

which would help you make your action plans more practical and will also address areas of improvement identified by your supervisor.

After PPDP, the development plan would be available for you to view on iNIITian in “My Review & Development”. Changes can be made, during the year which needs to be validated by your supervisor.



E.g. Development Plan : Education Delivery

Focus Area ActionsExpected Outcomes

Target Date of Completion of Actions

Increased Client Focus

1. Frequent school visits to schools at regular intervals

Increase in no. of schools renewed 31st Aug 2011

2.Make a conscious effort at proactively addressing client concerns that might become issues in future

3. Schedule trainings for teachers in schools at regular intervals



E.g. Development Plan : SalesFocus Area ActionsExpected Outcomes


Achieve Q3 Sales Target

1. Build database of new schools and venture into these schools

Healthy funnel and Signing up of new

Accounts 31st Dec 2011

2. Track and update sales MIS daily

3. Increase no. of demos to be given



E.g. Development Plan : LSE



Reduce QC and Client bug count

1. Review each component very carefully before releasing.

Error free deliveries to both QC and

Client. Achieving

deadlines. 31st Aug 2011

Manage work within the project scope

By understanding the project plan better and clarifying the doubts if any with the project manager on time. Suggesting better ways of doing things.

PPDP 2010-11: Annual ReviewSection C : Development Action Plan

E.g. Development Plan : ILS



Increase in pass % of students

-Qualitative Analysis of the OLT Reports.-Identifying areas of concern.-Regular supervision in batches of bad health.

Increase in pass % as well as mean in each quarter. 31st Aug 2011

Effective Resource Allocation

-Need to calculate the expected new batch launches.-Plan Batch merger for low capacity batches.

Effective Resource Allocation; avoiding crisis in centers.

31st Aug 2011

PPDP 2010-11: Annual ReviewSection C : Development Action Plan

Training Plan has the following components:

Trainings identified in the last PPDP

Trainings that have been attended since April’10.

Trainings ‘Not Attended’ will be displayed in ‘RED’,

Trainings ‘Attended’ will be displayed in ‘BLUE’.

Training Plan for NIITians in Band 1 and 2, would be

created by the Reviewer.

Trainings can be amended after consultation with the

Reviewer based on:

Current Functional requirement for the IBU /

Organization.

Requirement of the Individual ( Development area).


After PPDP, TNI would be available for reviewee to view on iNIITian in “My Review & Development”. Reviewee can modify it during the year with the help of his/her supervisor.

Section D : Training Plan

(Can be viewed only by the supervisor)– These are behavioral attributes required by all NIITians– Rating scale of 1- 4; 4 being the highest

These are… Can be relied upon to deliver results on time Demonstrates required functional knowledge and skills Is innovative at work Has a proactive approach Is able to prioritize tasks at hand Is a team player Is committed to quality deliverables

Section E – Performance Drivers



In case the you do not agree with the assessment and the ratings that have been stated in the PPDP form, there is a window to escalate to IBU HR

IBU HR will discuss this with Reporting Manager, Reviewing Manager or with any manager who is involved in your review.

This will happen only after submission of the form by the 2nd level Reviewing Manager.

Escalation process would run as a parallel process with PPDP.

Escalation Process

Escalation Process – When to escalate

You should escalate if:

Your assessment was not data driven.

Your KPA and performance drivers ratings were not discussed with you; or were changed after the initial discussion.

Face to face review didn’t take place.


Assessment

Moderation is a forced ranking method whereby NIITians are

assigned one of the four performance bands which are A+, A, B, C.

A fixed percentage of NIITians fall into these performance bands

each year. %ages are dependent on company and business performance

and hence changes every year, this is also IBU dependent.

Annual increment is in accordance with the performance band that

the NIITian is assigned to for a year. Also dependent on Company

performance, IBU performance and market scenario.

Moderation Process

Part 2 - AGENDAReview Process

Tips for receiving feedback

Expectations from the Reviewee.

REVIEW PROCESSThe Review Process has 3 Phases:

Documenting and preparingBefore

Structured discussionDuring

Documenting commitments and activities, schedule actionsAfter

Actions

Behaviours

Before

Before Review Discussion

Have you collected the data and analyzed your results and behaviours?

Have you taken into account events which influenced your performance?

Is your performance on track or not?

How does your performance fit in with the overall strategy and objectives of the organization

Are you prepared to provide some ideas on how to improve results and competencies?

Have you determined your strengths and areas for improvement?

Have you based your assessment on specific facts and observable behaviours?

Start on a positive note Accept criticism gracefully

Take feedback positively Share your ideas

Summarize the key decisions Take notes Express confidence Schedule follow-up meetings/actions

Summarize the strengths and the aspects to be improved and agree on follow-up activities

Adjust action plan as required Plan development or training activities

based on the review

Review results Discuss progress/success to date Share area of strength and development Any obstacles and problems you faced Offer solutions for aspects to be improved Areas for coaching

Start on a positive note. State your expectation for meeting

During1. Establish a positive contact

2. Share results3. Listen and assimilate

4. Agree on a follow-up plan5. Document decisions and

schedule a follow-up meeting

Take notes Summarize the key decisions Express confidence Schedule follow-up meetings/actions

Summarize the strengths and the aspects to be improved and agree on follow-up activities

Review development or training activities and make adjustments as required

4. Agree on a follow-up plan

5. Document decisions and schedule a follow-up meeting

Tips for Receiving Feedback

Listen Actively: Make eye contact with the speaker.Ask when in doubt to make sure you

understand what is being said.You could use openers like

“Could you pl. clarify…” “If I have understood correctly , what you are indicating is…”

Don’t get emotional: Breathe deeply. Sit back. Adopt a relaxed body posture. Lower your

voice. Speak slowly.This will help you to understand your supervisor’s perspective, and also

to organize your own thoughts


Don’t get defensive: Feedback is not aimed at you personally.Understand your supervisor’s perspective.Ask for more details on points you don’t agree with.

Accept your Supervisor’s Inputs:Even when you don’t agree with all of it, there will be

some good ideas-accept them. This shows respect for the other person’s perspective


Put your points across:Do this in an objective and well thought out manner.Do not appear aggressive or agitated in case you do

not agree with the feedback given.

Work to Improve:After you have put your own points across, devote

your energy to finding improvement rather than disputing observations.

Offer ideas of your own and build on them to create an action plan

Dealing with Negative feedback….What I Feel? Response to be

AvoidedPositive Response

Sadness

(I thought he liked me!)

Brooding, withdrawal

(Being quieter than usual, feeling demotivated)

How I’m doing in my job isn’t about whether I’m liked.

Fear of change

(How will I ever do all that he wants me to do?)

Denial

(Keep doing things the same way as before)

I must change to keep my job.

I need to run the marathon one mile at a time..

Ambivalence

( Should I stay or should I go?)

Procrastination, passivity

(Waiting for somebody else to solve the problem)

What really serves my interest best?

Nobody is as interested in my well being as I am.

I need to take some action now.

Dealing with Negative feedback….What I Feel? Response to be

AvoidedPositive Response

Anger

(I’m Mad at my boss because he won’t talk to me directly)

Acting Out

(Stomping out, complaining, being irritable, yelling at subordinates or family)

It’s up to me to get the feedback I need.

Anxiety

(I don’t know what will happen)

Brooding

(Withdrawal, nail biting)

Avoiding

(I’m too busy to ask for feedback)

Finding out can open new opportunities for me.

Fear of Confrontation

(I don’t want to do this)

Denial

Procrastination, self sabotage

(Canceling meeting with boss)

Taking the initiative puts me in charge and gives me some power.

Dealing with Negative feedback….

What I Feel? Response to be Avoided

Positive Response

Fear of reprisal

(If I speak up, will I get a pink slip)

Denial

(I don’t need any feedback I am doing just fine)

I need honest feedback on how how I’m doing.

Hurt

(Why did he say I wasn’t trying hard enough)

Irritability, Jealousy of others

(Silence, plotting to get even)

I can still pay attention to what he said even though I feel hurt.

Defensiveness

( I’m better than he says)

Acting out by not supporting the Boss

(You can bet I’m not going to her stupid meeting)

Being defensive keeps me from hearing what she has to say.

Reviewee Checklist

Identify and prioritize your Responsibilities & Objectives

Make a personal checklist on areas you want to focus-include them in your development plan.

Track your development plan regularly.

Reflect on critical incidents & seek feedback on your performance periodically

Do not wait for the annual performance review to seek feedback on your performance, or to solicit help.

Periodicity would depend on the your need & feasibility which could vary from weekly, fortnightly to monthly ..