Performance Evaluation in Deloitte Doing right things and doing … · 2015. 5. 18. · FAS — CFA 16 Performance Evaluation in Deloitte. Forms •Personal Performance Review (PPR)

Performance Evaluation in DeloitteDoing right things and doing things right

Marina Tulskaya

Deloitte around the World

• 150 years• 730 offices in 150 countries • 130 000 employees • One of the leading Professional Services Firms (Audit & ERS, Consulting, Tax &

Legal, Corporate Finance)

2 Performance Evaluation in Deloitte

Deloitte in CIS

• 18 years in Russia• 3000 employees in CIS• More than 2000 employees in the Moscow office• 16 offices in 9 countries• Growth of North Region more that 200% for the past 3 years, 200 employees in

St.Petersburg


Consultant

Manager

Senior Consultant

Senior Manager

Director

Partner

Intern

Our purpose

Experienced specialists (3-5 years of experience)with professional qualification who could be effective managers

It is easier to grow up a senior specialist from a junior specialist. In the most cases those who are borne at the Firm are progressing much better compared to those who are hired externally

Performance Evaluation in Deloitte4

Agenda

The Performance Evaluation System is a process to determine the gaps between actual and expected personnel performance, facilitating the establishment of training needs, improvement plans, career and succession plans, and the adjustment of compensation based on performance.

In this presentation , I would like to

•Define the Deloitte’s performance evaluation model•Determine evaluation criteria•Describe the evaluation procedure•Specify the role of counselor


Deloitte CISCommunication of Strategic Goals

FunctionDevelopment of the Functional Business Plan

Service Line Setting of targets for each area within the Function

IndividualPerformance Plans set for each individual

Deloitte Goal Cascade


Some of the Deloitte Measures

• GSR – Gross Service Revenue• NSR – Net Service Revenue• Utilization• Revenue per client• Revenue per industry group


Performance Management Overview: Annual Cycle

Every year…

5 - 6 months:

• Skills Inventory (Grades 1-3) or Leadership Evaluation (Levels 3-5)

• Conduct Mid-Year Check Point

9 – 12 months:

• Skills Inventory (Levels 1-3) or Leadership Evaluation (Levels 3-5)

• Prepare Annual Review

1 year:

• Deliver Annual Review

• Set goals for following year

First Year Only…

During first month:

•Set goals and expectations

During first 3 months:

•Level 1 completes Onboarding Program

Ongoing…

• Complete Learning Plans

• Behavioral Skills Observation


Counseling

Counseling is not about the forms and formal meetings (those come easily if you really know your counselee)

Counseling is not only about Performance Reviews

Counseling is about

Сommunication

Knowing your counselee

Being interested in your counselee’s growth and

development


Planning: Overview

To ensure that goals are as relevant and targeted as possible, counselor should draw heavily upon key resources of information about the employee’s strengths, opportunities, and career path.


The criteria for setting individual goals

Competency DEVELOPMENT GOALS

PERFORMANCE GOALS

CAREER GOALS

PROJECT GOALS

• The objective of this type of goals is to acquire the knowledge or develop the skills

• This should assist in achieving career goals and improve performance

• The required competencies

• These goals describe the results that employee is accountable for achieving and reflect the performance contribution for the year

• Utilization

• The career goals reflect professional and personal interests and ambitions of counselees

• Promotion• Attaining a

professional certification

• A Counselee and you a counselor should talk to a project manager to make sure that the project goals correspond with the agreed development direction


Our Definition of competencies

Competencies are observable knowledge, skills, and behaviors that signal success in a given role

There are two types of competencies, which reflect the knowledge, skills and behaviors required for successful performance :• Core competencies that are common across Deloitte, and• Specialized competencies that are unique to a particular function.


Contribution Framework

The competencies in this Model based on their roles and responsibilities contribute to achieving results in the following contribution areas:

Providing Exceptional Service to our Clients, Developing our Talents, and Growing our Firm and its Brand.


The Competency Model

• Manages Quality & Risk• Focuses on Client• Knows the Business & the Industry• Solves Problems• Develops Others• Develops Self• Builds Relationships• Communicates Clearly & Effectively• Manages Change • Develops Business• Manages and Executes Projects• Manages to Results


How Each Competency Is Presented

Serving as column labels are the three proficiency levels:• At the foundation level, we expect professionals to demonstrate these basic

behaviors.• At the advanced level, we expect professionals to demonstrate behaviors

at a higher skill level, due to increased experience.• At the mastery level, we expect professionals to demonstrate behaviors

at the role model or subject matter expert level.


Professional Qualifications

Audit — ACCA, CPA, Russian Statutory LicenseERS — CIA, CISA, CFE, ACCA Tax — ACCA, CPA Consulting — CMA,CFM; CIMA FAS — CFA


Forms

• Personal Performance Review (PPR)• Engagement Performance Review (EPR)• Career Planning (CP)

Should be filled in, signed by employee and counselor and submitted to HR by a year end. In case of mid year evaluation – after the process the forms should be also forwarded to HR.


Career Plan

The Career Plan comprises five sections:Administrative DataPerformance Improvement Goals - these development needs relate to the competencies defined for your level in gEm

Career Development Goals - ensure that the practice’s goals and your goals are complimentary

Performance Results Plan - should be completed by Counselor and discussed during the Career Planning meeting

Approval and Update


Performance Appraisal Form

Goals achievement in each Evaluation area (What & How?)

6 Evaluation areas:

• Professional Skills• Problem Solving• Proactive Behavior• Communication Skills• Team Work and People development• Meeting Deadlines


Performance ratings

Substantially Exceeds Expectations (SEE)

Performance significantly exceeds expectations in several areas. Minimum supervision is required. Concentration on further development.

Exceeds Expectations (EE) Overall performance exceeds expectations in one or several areas. Meets expectations in all other areas. Minimum supervision is required. Concentration on further development.

Meets High Expectations (ME) Performance meets high expectations of the Firm. Minimum supervision is required. Concentration on further development.

Meets Some Expectations (MSE) Overall performance meets some expectations. Does not demonstrate a consistent approach in achieving goals. Areas for developments is identified. Constant supervision is required.

Not Meeting Expectations (NME) Performance does not meet expectations.

N/A An area is not relevant for the field of employee’s activity. Recent start.

The mark that should be aimed for at evaluations is METhe reasons for the marks below/above ME should be very clearly indicated


Differentiate them

Differentiate performance. People want to be differentiated. Instead of increasing bonuses for all people, we could increase them significantly for the best 15%, and if the rules of the game are clear, people will want to the be the best

Differentiate their needs: instead of increase the amount of trainings, think and check what is needed

Differentiate their strengths. Instead of trying to develop ALL areas, we could focus on the Strong ones and give the person those tasks which suite him/her best


How Does Performance Management Relate to Promotion?Promotion through the levels is based on performance, which is a combination of demonstrating proficiency in the technical skills, displaying the appropriate behaviors consistently, completing required learning, and achieving goals and metrics that support the values and mission of the organization.

1 2:, Complete Onboarding Program and show behavioral skills appropriate for workplace.

2 3: Build technical skills to demonstrate ability to perform job tasks without supervision. Demonstrate consistent behavioral skills development to ensure professional success.

3 4: Complete technical testing to display skill mastery. Demonstrate behaviors that display leadership and the ability to supervise others.

Level 4 5: Demonstrate behaviors that display leadership and ability to manage the supervision of teams.


Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which

is a legally separate and independent entity. Please see www.deloitte.com/about for a detailed description of the legal structure of Deloitte Touche Tohmatsu and its Member Firms.

Deloitte provides audit, tax, consulting, and financial advisory services to public and private clients spanning multiple industries. With a globally connected network of member firms in 140 countries, Deloitte brings world class capabilities and deep local expertise to help clients succeed wherever they operate. Deloitte's 165,000 professionals are committed to becoming the standard of excellence.

Deloitte's professionals are unified by a collaborative culture that fosters integrity, outstanding value to markets and clients, commitment to each other, and strength from diversity. They enjoy an environment of continuous learning, challenging experiences, and enriching career opportunities. Deloitte's professionals are dedicated to strengthening corporate responsibility, building public trust, and making a positive impact in their communities.

© 2009 ZAO “Deloitte & Touche CIS” or © 2009 Deloitte & Touche Regional Consulting Services Limited. All rights reserved.

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Performance Evaluation in Deloitte Doing right things and doing … · 2015. 5. 18. · FAS — CFA 16 Performance Evaluation in Deloitte. Forms •Personal Performance Review (PPR)