E C A P P 02 /2 1 /3 01 E R FO R M A N C E A SS E

0 2 SS M E N T & 4 1 CA R E E R E N H A

N C E M E N T Reviewee Training 0 1 AGENDA Performance Assessment at NIIT PACE 2014 PACE Process New Features How to fill up PACE form Understanding PACE Score Important Timelines DOs and DONTs of PACE BSC 2015 Some Guidelines Q&A 20 1/20 3 /

1 0 2 P 01 0 02 2 1/ /3 M R O F ER C N A M S S E S S EA @ T

EN IT I N 3 PERFORMANCE ASSESSMENT @ NIIT TIMED Milestones Comprehensive Performance Review @ PACE Quick Performance Review @ HYR & CARD 20 1/20 3 / 1 0 Annual Review in Apr-May [PACE] Half-Yearly Review in

Oct-Nov [HYR&CARD] 4 FOSTERING CAREER BUILDING CARD 70 : 30 ::Career Discussion : Performance Review Quick Performance Review Based on BSC .half year status Focus Areas for Rest of the Year Refer & discuss IEF Career Aspirations Provision for Recommending Role Change in Apr-May Next Year Leading To Role Change Recommendation for next FY if any Individual Development Plan for Role Change Cases Performance Improvement Plan PA C E 70 : 30 :: Performance Review : Career Discussion Performance Assessment based on

BSC , Rating on Values & Behavior at work & Qualitative Assessment of Performance Discuss & propose Desired Career Options Refer to: Role Competencies Career Aspirations @ HYR/CARD for Career development inputs Leading To Individual Development Plan Performance Improvement Plan eCRP Comp/Role/Desig changes if any 5 C A P 01 0 02 2 1/ /3 O R P

E S S CE 6 PACE PROCESS FLOW Start Face-to face /telephonic discussion with 1st Level Reviewer Reviewee fills form and submits to 1st Level Reviewer 1st Level Reviewer fills & submits To Another First Level Reviewer &/or Matrix Level Reviewer (if applicable) AFLR &/or MLR complete relevant sections in the form PACE form reaches the 2nd Level Reviewer 2nd Level Reviewer fills

up the relevant section Yes Reviewee will have an option to escalate (in case of any concern) after completion of the PACE process Trigger to first level TAT of 3 calendar days in case of concern / further change Change in Data No Submit to HR Yes Stop 1st Level Reviewer communicates PACE Level to Reviewee Post HR Screening , PACE form is released to 1st Level Reviewer 7 PACE FORM FLOW NIITian submits

PACE form First Level Reviewer Another First Level Matrix Level All Submit 2nd Level NOTE: In case, there are more than One BSC blocks, the same needs to be evaluated by the concerned Reviewer, before the First level submits the form 20 1/20 3 / 1 0 8 HOW IS PACE SCORE CALCULATED? BSC Achievement

80% 20 1/20 3 / 1 0 Values & Behavior Score Qualitative Assessment Overall PACE Score 10% 10% 100% 9 PACE PERFORMANCE LEVELS # PACE Score Performance Levels 1

>=100% Extraordinary Performance 85 to <100% Valuable Performance 70 to <85% Average Performance 60 to < 70% Performance Needs Attention <60% Unacceptable Performance 2 3 4 5 No upper limit to number of NIITians for each Performance Level For all PACE scores between the threshold of two performance levels (.5 decimal points), rounding off will be applicable and will get reflected in the PACE Performance Level . Eg.: 84.7 will Become Valuable Performance however, 84.4 will remain Average Performance 20 1/20 3 /

1 0 10 E C A P 01 0 02 2 1/ /3 1 0 2 4 S E R U T A E F P IM

11 IMPORTANT FEATURES OF PACE 2014 Ensuring Reviews by the Right Manager BSC Section 2nd Level Reviewer can change approved achievement Upside in Achievement Upload Internal Tracker Introduction of Qualitative Assessment (QA) BSC:V&B:QA = 80:10:10 Guidelines to issuing Performance Improvement Plan Linking IDP to Leadership Competencies as well as Business Needs Friendly User Interface 20 1/20 3 / 1 0 12 ENSURING REVIEWS BY THE RIGHT MANAGER Term Definition Reviewee Reviewee/NIITian to be appraised

First level Reviewer 1st Level Reviewer with whom the reviewee has spent the maximum time during the review period Another First Level Reviewer 2nd Level Reviewer If the reviewee has reported to multiple 1st Level Reviewers during the review period, then the reviewer with whom the reviewee has spent the second highest time shall be the Another First Level Reviewer. Note: The Current supervisor shall definitely be either First Level or Another first level. Is the Matrix 1st Level Reviewer. (S)he will share qualitative comments about the NIITian which will be referred to by the Second Level reviewer and NIITian. Is the 1st Level Reviewer of the current supervisor, even if the First Level Reviewer is not the current supervisor. HR The HR Representative Matrix level Reviewer 20 1/20 3 /

1 0 13 IMPORTANT CHANGE IN THE LOGIC IN PACE 2014 If the Another First Level is the Current Reporting Manager of the Reviewee based on the Duration logic, he/she will be will required to fill certain sections for the Reviewees PACE, which are forward looking Lets us take an example: Reviewee : David Reporting manager 1 :: Ram (1st April13 31st Dec13) Reporting Manager 2 :: Shyam (1st Jan14 31st Mar14 , and continuing in FY15) In the above case, during PACE 2014 evaluation, Ram will be the First Level Reviewer and Shyam will be the Another First Level Reviewer as per the duration logic. However, since Shyam is the current Reporting manager, all forward looking attributes of David will be filled by Shyam viz.: Desired Career Options Individual Development Plan (IDP) NOTE :: The Current Reporting manager is the Manager of the Reviewee as on 31st March14 20 1/20 3 / 1 0 14

A 2ND LOOK AT ACHIEVEMENT DATA ! 2nd Level Reviewer will have an option to change the approved achievement data Lead time of 3 calendar days for the 1st level reviewer to get back to 2nd level reviewer incase of disagreement A prompt to upload internal tracker in case the data source is Internal tracker Option to upload documents otherwise as well Upside in the achievement of the following parameters / KPAs: KPA Finance Upside At Parameter level Customer At KPA Level Details 150% - OC/OP/GM/EBIT/EBITDA & Collections 125% - For Parameters where higher the achievement, the better it is. e.g. Revenue, Order Intake. 110% VC payout for previous year is determined by the VC Policy for that year 20 1/20 3 / 1 0

15 QUALITATIVE ASSESSMENT Qualitative Assessment (QA): A 10-point scale assessment to be done by the First level Reviewer The purpose is to take care of circumstances which do not get captured in the objective evaluation Through QA, you will typically assesses factors such as: Recognizing the possibility of exceptional contribution, unanticipated situations, additional assignments, acts of nature and other similar developments Personal contribution on the BSC achievement in the parameters which are related to team goals Quantum of effort put in to achieve the targets Ability to go beyond the call of duty and to overcome unforeseen exigencies etc. 2nd Level Reviewer also has the option to override the QA Score; in such a case, appropriate intimation is sent to the 1st level Reviewer 20 1/20 3 / 1 0 16 PERFORMANCE IMPROVEMENT PLAN (PIP) Mandatory Performance Improvement Plan(PIP) for NIITians with Performance Levels Performance Needs Attention Unacceptable Performance PIP to be created during PACE with specific deliverables and timelines PIP form available to 2nd level Reviewer for reference & editing,

where required PIP Effective Date :: Date of Performance Level Communication 20 1/20 3 / 1 0 17 FRIENDLY USER INTERFACE Different tabs for different sections No restriction on the sequence of data to be filled in Specific disclaimers / instructions for each section Highlighted sections / Prompt for missing information No need to scroll through the entire form to go to a specific section 20 1/20 3 / 1 0 18 I L L I F

01 0 02 2 1/ /3 G N P U C A P E TH M R O F E 19 THE PACE FORM 2014 Balanced Score Card (BSC) Qualitative Comments

Reflect Back on the Year (Reviewee to fill) Enabling Supervisor to Enhance Performance (Reviewee to fill) Feedback & Key Messages to Reviewee (1st level Reviewer to fill) Assessment & Feedback (another 1st level/Matrix level to fill) Desired Career Options Individual Development Plan (IDP) & IEF Values and Behavior (V&B) Questions Qualitative Assessment (QA) Overall Assessment Final PACE score Calculation (BSC + V&B +QA scores) 2nd level Reviewers Overall Comment on Reviewees performance Key Focus Areas of the Reviewee going forward 20 1/20 3 / 1 0 20 CY U What are the different weightages in the Overall PACE score ? If 2nd level changes Approved Achievement and submits to HR, the PACE form is available to the 1st level to seeking clarifications, etc. for calendar days. Arjun Reported to A for the first 8 month of FY14 and B for the last 4 months; Who is the First level Reviewer, Another First Level Reviewer, Current Reporting Manager during PACE. Also, highlight other critical implications as regards filling the PACE form What is the maximum achievement allowed in any parameter under Finance KPA? 20 1/20

3 / 1 0 21 N A L A B 01 0 02 2 1/ /3 D E C A C E R O SC D R

22 BSC - 1 20 1/20 3 / 1 0 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment 23 BSC - 1 BSC - 2 Qualitative Comments

Desired Career Options IDP V&B Overall Assessment BSC: Guiding principles: PACE form will show Reviewees BSC as created during the year Two or more BSCs would be created in case of a role change. The same will be displayed in the PACE form The parameters and targets are auto populated and are not editable In cases where threshold has not been defined (mainly for Plan P & Q), the following thresholds will be used to auto calculate the achievement % For Parameters where target is Zero threshold will be 10 Parameters with Date as UoM Editable, with upside upto 110% Reviewee fills up actual achievement against each parameter. Please note that achievement data is subject to validation and audit PACE will not be active for NIITians whose BSCs are not online 20 1/20 3 / 1 0

24 BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment BSC: Rules of Assessment: Lead Indicators reflect Reviewees efforts (Internal Process and Learning & Growth KPAs) which supports him/her in achieving Lag indicators that reflect outcome/performance (Finance & Customer KPAs) While approving the Reviewees achievement, keep in mind the following: For parameters of non-conformance, targets reflect Maximum Acceptable Levels Performance cannot be more than 100% For example Unplanned leave in MS-LSE, Defects, Audit NCs, Errors, Customer Complaints, Student Absenteeism, Slippage, Leakage, C/w Gap For parameters that have a Maximum level, and target is less than Max level Performance cannot be more than 100% For example - Feedback goal for TY is 4.5/5. If actual is 4.6, then achievement is 100% Representation of numeric data for actual achievement should be strictly as per the Unit of

Measurement (UoM) defined in BSC For example, if the UoM is in INR K, the actual data should not be an absolute number or in USD K. If the source of data is an Internal Tracker, make sure that the Reviewee has the approved tracker uploaded with the PACE form for reference. It is an auditable document 20 1/20 3 / 1 0 25 A U Q 01 0 02 2 1/ /3 M O C E V I T A LIT

S T EN M 26 BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Reflections of Last Year 20 1/20 3 / 1 0 27 BSC - 1

BSC - 2 Qualitative Comments Desired Career Options IDP V&B Reflections of Last Year - Guidelines What did I do well Capture the moments when your sense of pride / achievement was the highest What could I have been better Reflect on the instances where you felt you could have done better, what assumptions went wrong, and what you could have done differently Learning Reflect on the year gone by and list down key learning Focus on Critical Few ideally not more than 3-5 under each section 20 1/20 3 / 1 0 28 BSC - 1

BSC - 2 Qualitative Comments Desired Career Options IDP V&B Things to watch out for: Section What did I do well All activities done on time (A very broad statement and leaves a lot of scope for interpretation.) Completion of SAP & People soft projects on time as per requirement of customer (Be Specific & Clear) What could I have been better Learning 20 1/20

3 / 1 0 1. I should have got opportunities to provide Subject Matter Expertise for MS projects. 2. Lack of planning by business groups was hindrance to cost saving. Taken initiative to offer my expert knowledge for MS Projects for better project management Created a detailed plan & ensured tracking at regular intervals for 100% adherence to plan (not in control of reviewee, hence invalid) (Communicate the action and the impact) No time to learn new technologies or improve the existing knowledge in the technology. Creating a project plan and enrolling all stakeholders from the very beginning is critical to the success of the project. (Learning is not necessarily in terms of new technologies/ training programs) (Learning doesnt necessarily comes from

success. It also comes from failures.) 29 BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment Enabling Supervisor to Enhance your Performance Provide feedback on the leadership style of your Reviewer and not the person Mention the things you would want the Reviewer to continue doing which has helped you to perform better. Mention areas where you need active support from your Supervisor, and would want him/her to help you in a certain way to perform better . 20 1/20 3 / 1 0

30 R CA 01 0 02 2 1/ /3 R E E I T P O S N O 31 BSC - 1 20 1/20 3 /

1 0 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment 32 BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP V&B

Career Options - Guidelines Career aspirations are specific needs and intentions with respect to different career options within NIIT Where applicable, refer back to the discussions during CARD Refer to Mobility Maps, Tenure Matrix, Job Rotation Framework and Role Competency Lists on iNIITian During your review discussion with your 1st Level Reviewer, the career aspiration can be defined into desired career options for the next 3 years within the same IBU or any other IBU at NIIT The career options will be defined based on the following structure: IBU->Function->Position There would always be Individual and Business Considerations for Role Changes to materialize 20 1/20 3 / 1 0 33 CY U If parameters with Zero target doesn't have a threshold, whats the default threshold considered for Approved Achievement Calculation ? If the target for Slippage parameter is 5% and achievement is 3%. What will be the Approved Achievement %age ? If a Client Feedback parameter has a goal of 4.6/5. And the Actual achievement is 4.95, what will be the approved achievement ? 20 1/20

3 / 1 0 34 I V I D IN 01 0 02 2 1/ /3 O L E V E D L A DU N A L P

T N E PM ) P (ID 35 BSC - 1 20 1/20 3 / 1 0 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment

36 BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment IDP Filling up the relevant sections Type of Intervention: Training On the job Special Project Others (If any training is not available in the drop down, same can be mentioned under others option) Action / Training Name: Chose trainings from the drop down (if training is the intervention type) Enter text related to the action (if any other intervention type is selected) Measure of Completion / Expected Outcome: In case of training, it would be clearing the exit test (auto populated) In case of other interventions, this column is filled manually by Reviewee and validated by 1st level Reviewer

Target Date of Completion of Actions/Training: The expected date of completion Mode: ILT or e-Academy (either a classroom training or an online course on iNIITian) Duration: Will get defined automatically based of Training Name & Mode selected 20 1/20 3 / 1 0 37 BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment IDP Critical changes this year Defined Minimum Training Days as per DIS :: D : 7 days, I : 2 days, S : 5 days

Hence introduced Mode & Duration: ILT or e-Academy training. Understanding the Types of Training Domain trainings: All Technical & Role based/functional training Leadership Trainings: Based on 6 leadership competencies of NIIT. These are trainings that enhance the leadership within an organization Statutory Compliance Trainings: This form of training typically has a legal liability e.g. Gender Sensitivity at Workplace Mandatory Trainings: a must-training, identified by the BU for the pivotal roles. These trainings will come pre-populated in IDP for pivotal role holders. These are the trainings which are identified as critical at PP strategy Generic trainings: Skills required by an individual to enhance his language, knowledge, and personality 20 1/20 3 / 1 0 38 BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP

V&B Overall Assessment IDP Some Guiding Principles Training offerings linked to Leadership Competencies have been categorized based on Benefit Plan Domain Specific Trainings have been defined linked to IBU+ Function While approving the Trainings offerings selected by the Reviewee, do ensure the following: Aligned to the Business Needs & Reviewees performance/competence in the current role On the Job/Special project, as types of interventions may be opted in the interest of your function/business & enhancing effectiveness of the Reviewee in the role Option to chose Generic trainings for self development IEF Summary & Score Sheet link are available for developmental discussion with the reviewee 20 1/20 3 / 1 0 39 & S E U L VA

01 0 02 2 1/ /3 R O I V A H BE 40 BSC - 1 20 1/20 3 / 1 0 BSC - 2 Qualitative Comments Desired Career Options

IDP V&B Overall Assessment 41 BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment Evolution of V&B 5 Traits identified which are required in every NIITian. These basic traits are the drivers which help NIITians perform in the NIIT way and enhance the capability of NIIT to deliver sustainable performance:

Organizational Alignment Professionalism Customerism Collaboration Leadership The Traits have been drawn from the NIIT Vision and the Performance Drivers in the erstwhile PPDP process For each Trait, there are associated statements against which the NIITian is assessed 42 BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment V&B: Defining the five traits

Organizational Alignment : This is the 1st trait which expects all to demonstrate alignment to organizational values as stated in the Vision document NIIT is people, NIIT is quality & value, and NIIT is a mission Professionalism : This helps to evaluate the basic professional values & behavior that is expected in the way we work and of being a dependable professional Customerism : This refers to the customer focus of the individual ability to understand requirements, having the positive attitude to deliver the best & initiatives taken to provide quality & value to customers Collaboration : This refers to how an individual functions and contributes as a team player Leadership : Leadership is a trait expected in every individual in every role. It is an attitude of taking the lead in all situations and propelling self, team & organizational growth 43 BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment

Organizational Alignment Demonstrates organizational values in internal & external interactions Demonstrates commitment to organizational initiatives Has positive regard for other people at work Professionalism Meets time commitments & if not possible, informs in advance with alternatives Prepares well for assignments / meetings Prioritizes tasks and ensures that the main deliverables are not compromised Customerism Responds with an it is possible attitude to customer requirements and creates Customer Delight by own actions Takes up issues on behalf of client within the organization Meets & exceeds customer expectations Collaboration Shares knowledge & seeks inputs from others in the team Brings positive energy & enthusiasm to every task Networks with others inside/outside NIIT to gather information, best practices Leadership Finds innovative ways of achieving results Anticipates potential problems and creates alternatives Seeks opportunities for higher responsibilities 44

BSC - 1 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment V & B: Evaluation Mechanism & Guidelines Rating on a 4-point scale for each Question: 1= Never observed 2= Occasionally observed 3= Frequently observed 4= Almost always observed Each Question will have equal weightage Have a discussion on the V&B score you have allocated and substantiate with instances, wherever possible; Reviewee does a self evaluation, gives a self rating followed by the 1 st level & 2nd level Reviewers score V & B score gets finally calculated based of the score given by the 2 nd level Reviewer 45 V

O 01 0 02 2 1/ /3 R E L L A M S S E S S A T EN 46 BSC - 1 20 1/20 3

/ 1 0 BSC - 2 Qualitative Comments Desired Career Options IDP V&B Overall Assessment 47 UNDERSTANDING PACE SCORE Case 1 Case 2 BSC Weightage Finance 40 Customer 30 IP 15

L &G 15 Goal Achievem ent 100 127% 100 105% 100 89% 100 95% BSC Score ary n i d r O Extra mance r Weighted Perfo BSC Score Score 50.8 31.5 13.35 14.25 109.9 BSC Weightag

e Finance 40 Customer 30 IP 15 L &G 15 Goal Achieveme nt 100 105% 100 97% 100 87% 100 85% BSC Score le b a u l Va nce a m r Perfo 88

Weighted BSC Score 78 Qualitative Assessment 9 Qualitative Assessment 9 Weighted V&B Score 8 Weighted V&B Score 8 Overall PACE Score 104.9 Overall PACE Score 94.5 Case 3 BSC Customer L&G 20

1/20 3 / 1 0 Case 4 Weightage Goal Achievem ent 40 100 91% Finance IP Score 42 29.1 13.05 12.75 96.9 30 100 e g100 a r e v

A 15 100 n ce a m r erfoScore PBSC 15 Score BSC 36.4 Finance Customer 90% 25.5 13.5 93% 13.95 85% 89.4 Weightag Goal Achieveme e

nt 40 100 71% Score 28.4 100 73% 15 ce100 n a m L & G rfor 15 100 on Pe ti n e tt Score ABSC 21.9 10.2 64% 9.6 IP

30 s Need 68% 70.1 Weighted BSC Score 71 Weighted BSC Score 56 Qualitative Assessment 5 Qualitative Assessment 7 Weighted V&B Score 5 Weighted V&B Score 5 Overall PACE Score 81.5

Overall PACE Score 68.1 48 UNDERSTANDING PACE SCORE Case 5 BSC Finance Case 6 Weightage Goal Achievem ent 40 100 132% Customer 30 IP 15 100 100 e l b a

L & G Valu 15 e100 c n a m Score rBSC o f r e P Score 52.8 BSC Finance 107% 32.1 Customer 30 62% 9.3 IP 15

100% 15 L &G 109.2 Weighted BSC Score 87 Qualitative Assessment Weightag Goal Achieveme e nt 40 100 132% 100 100 e l b ua 100 Val15 n ce a BSC Score m r Perfo

Score 52.8 107% 32.1 98% 14.7 100% 15 114.6 Weighted BSC Score 92 8 Qualitative Assessment 8 Weighted V&B Score 9 Weighted V&B Score 4

Overall PACE Score 104.4 Overall PACE Score 103.7 In addition to the PACE score being >= 100, following two conditions also have to be met for performance to be rated as Extra Ordinary: All four KPA Scores to be least 70% of Target Minimum V&B score of 5 20 1/20 3 / 1 0 49 CONSEQUENCES OF PACE PERFORMANCE LEVELS # Pace Score Levels 1 >=100% Extraordinary Performance

85 to <100% Valuable Performance 70 to <85% Average Performance 60 to < 70% Performance Needs Attention <60% Unacceptable Performance 2 3 4 5 20 1/20 3 / 1 0 Consequence Appropriate CRP increases and Role change, if applicable Possible Outcomes ::

Mandatory PIP Re-Deployment Lower/No CRP Increases Any other executive management decision 50 CY U What is the Minimum Training Days decided for an Direct Role Holder, as per the DIS categorization ? What are the two new columns added in the Individual Development Plan (IDP) this year? What is the description of the scale 4 on the V & B evaluation ? Weighted BSC score : 20 1/20 3 / 1 0 89, QA : 8, V & B : 4 What will be the PACE Performance Level ? 51 P ID 02 /2

1 /3 01 C A P 4 1 0 2 E 0 52 IDP EVALUATION DURING PACE 2014 For ALL NIITIans who have IDP Adherence as a BSC Parameter: Nation-wide IDP adherence, as on date is merely ~50% of the NIITians having completed >=75% of their IDP. And, since this is the first year with IDP adherence as a BSC parameter & is an issue of change management, an executive level decision has been taken to award NIITians with a 100% achievement for the parameter. 20 1/20 3 / 1 0 53

IMPORTANT TIMELINES OF PACE 2014. NIITians Upto Plan Q April 2 - April 21:: Reviewees fill their Forms NIITians in Plan R & S [Extended Timelines to ensure audited data is captured] April 2 May 22 :: Reviewees fill their Forms Advised to fill up the PACE Form Online in April, if any, except for parameters dependent on Yearly Closing By April 30 :: Last date for completion of 1st Level By May 31 :: Last date for completion of 1st level Reviews Reviews By May 7 :: Last date for completion of 2nd Level By June 10 :: Last date for completion of 2nd Level Reviews Reviews Completion of PACE on time & with rigour is matter of compliance with NIITs Performance Management Work Culture. PACE forms will get auto-forwarded to the next level if not completed as per timelines mentioned. Additionally, there may be consequences on performance evaluation & eCRP Timelines. Check out for more details in the PACE 2014 Training & PACE 2014 Handbook. PACE 2014 will be deemed complete only if BSC FY15 is approved and online. 20 1/20 3 / 1 0 54

U Q E S N CO 02 /2 1 /3 01 C N E M E G A AN T N E EM 0 55 CONSEQUENCE MANAGEMENT :: PACE 2014 For PACE Reviewees:

NIITians who do not submit their own PACE FORMS by published deadline:: Lose the right to do a self-evaluation The form will get Auto-forwarded to the 1st Level Reviewer, and his/her eCRP review will be deferred to October 2014, subject to PACE completion, even if the 1st & 2nd level PACE evaluation has been completed as per deadline. The CRP, however, will be effective July 2014. In the event of non-completion by Sept 30th, the reviewee will not be eligible for eCRP for the review period 20 1/20 3 / 1 0 56 CONSEQUENCE MANAGEMENT PROPOSAL CONTD. For PACE Reviewers: 1st level Reviewers who do not complete the PACE evaluation of the forms submitted to them by published deadline, form will be auto-fwd to the 2nd level Reviewer, except in cases where the 2nd level reviewer is one of the Directors. 2nd level Reviewers who do not complete the PACE evaluation of the forms submitted to them by published deadline, PACE evaluation will be deemed completed as per the 1st level reviewers evaluation. For cases of non-adherence to timelines, a) appropriate intimation will be sent to the reviewee. b) VC/PLI/SI payout for the concerned 1st level reviewer will be deferred to October 2014. In cases, where the self-evaluation has been completed but the 1st & 2nd level evaluation has not been done, the actual achievement and V&B rating entered by the reviewee will be deemed as the approved achievement/rating ; the qualitative assessment (QA) score will be fwd to the Biz HR for completion. PACE for this reviewee will therefore be deemed as completed as per published deadline. However, the final PACE rating will be declared only after internal audit of the actual achievement has been completed

20 1/20 3 / 1 0 57 ESCALATION PROCESS 1 After the PACE performance level is communicated, the Reviewee is able to view the an Escalation Form link . This will be made available to the Reviewee for next 10 days. 2 If the Reviewee disagrees with the PACE score or has any other concern, Reviewee can escalate to HR by filling the online PACE escalation form 3 Reviewee submits the Escalation form to the HR Representative (system generated mail gets sent to the HR) 4 HR representative will have a discussion with concerned stakeholders & may send the form back to the Reviewee to seek clarification or may close the escalation after offline discussions. The same will be documented in the escalation form 20

1/20 3 / 1 0 58 S.No. PACE Poll Questions 1 Your PACE review was conducted in an undisturbed environment, 2 Your PACE 1st level review was completed either in a face-to-face discussion or over phone 3 Your review discussion was meaningful and objective, supported with relevant facts and figures 4 You have clarity on what you should focus on, or do differently, in order to enhance your performance in the current year 5

Your Individual Development Plan (IDP) as created in PACE will contribute towards your success in the current role and will help you meet your Career Aspirations in the long term 6 The discussion on Values & Behavior (V&B) was interactive & to your satisfaction Rating on a 5-point scale; 1: Disagree, 2: Somewhat Disagree, 3: Neither Agree or Disagree, 4: Somewhat Agree, 5: Strongly Agree Questions focused on assessing the Quality of Review Discussions A trigger to HR if the score in any of the questions or overall average is <=3; appropriate action to be taken 20 1/20 3 / 1 0 59 EN / 01 R U S G IN

EF C E F E V TI V E R S W E I 20 20 / 31 60 DOS AND DONTS FOR YOUR PACE DISCUSSION Listen actively Dont get emotional Dont get defensive OWN your performance & dont externalize Accept your Reviewers inputs Put your points across 20

1/20 3 / 1 0 61 BEFORE THE REVIEW Collect the data and analyze the results. Check if your performance is on track. Ensure that you make a list of events that influenced your performance. Be prepared to provide some ideas on how to improve your results. Determine your strengths and areas of improvement. 20 1/20 3 / 1 0 62 DURING THE REVIEW Start on a positive note Take notes, if needed State the obstacles and problems you faced Offer solutions for areas to be improved Summarize the strengths and the aspects to be improved and agree on follow-up activities Share your ideas and take feedback positively

20 1/20 3 / 1 0 63 AFTER THE REVIEW Document decisions made during the review Schedule follow-up meetings/actions Regularly review development or training activities and make adjustments as required 20 1/20 3 / 1 0 64 Q&A Session 20 1/20 3 / 1 0 65

Wish you a meaningful PACE 2013-14. Together..building consistency & acceptability in our Performance Management System 20 1/20 3 / 1 0 66 Create your own Growth Story 20 1/20 3 / 1 0 67 5 C 1 BS 14& 20 G R N I FO T T S E S NE

L I A L E O D G UI G a M 4 01 2 r 68 CONTENTS Goal Setting Guidelines What is a Balanced Score Card Balanced Score Card (BSC) Guidelines How to Create BSCs Online Implications of not having BSC Goal Setting and BSC Calendar Mar 2014 69 WHAT IS GOAL SETTING? Goal setting is a formal process during which you define targets that you plan to

achieve When you set goals, you commit to outcomes that you can accomplish personally or through your team Goal setting creates a long-term vision for you & your team, and provides the motivation to get you there It has the additional benefit of helping you decide how you want to focus your resources and time Goals are the fuel in the furnace of achievement. Brian Tracy, Eat that Frog 2014 Mar 70 ELEMENTS OF GOAL SETTING Aligning goals with overall organizational objectives Formulating and communicating SMART goals Ensuring that goals are stretched yet achievable Providing the resources required and understanding the constraints involved The way the goals have to occur to us is that Goals have exceeded , yet goals have to be challenging to be Goals have to be defined for improvement all parameters and results must improve year on year, period on period 2014 Mar 71 CASCADED GOAL SETTING Strategies & Focus Areas of Business

Unit Goals of a Business Unit Functional HEAD Functional HEAD IBU HEAD IBU HEAD Goals of a Function, Department or Team Goals of a Role Goals of an Individual NIITian 2014 Mar 72 R O C S D S E C E N N I A L EL

A B UI D G a M D R A C E ) C S B ( 3 01 2 r 73 A TYPICAL BSC 2014 Mar 74 TYPES OF BSCS FOR AN INDIVIDUAL NIITIAN Type of Goal

Sheet Standard Parameters Goals Standard [IBU HEAD or Functional Head ] Standard [IBU HEAD or Functional Head ] Standard [IBU HEAD or Functional Head ] Non-Standard [Reporting Manager & Reviewing Manager, approved by next higher level, if required ] Mostly Non-standard [NIITian prepares, validated by Reporting Manager & approved by Reviewing Manager, or by next higher level, if required] Non-Standard [Reporting Manager & Reviewing Manager, approved by next higher level, if required ]

Customized Unique 2014 Mar 75 BSC : KEY TERMINOLOGIES Performa Calculatio Unit Of Data KPA nce n Measure Source Measure Method ment Key Parameter Perform s that are ance objective Areas and (eg Outcomes Finance, Custome r, Internal Process, Learning & Growth) 2014 Mar

Detailed calculation method or formulae being used to compute the achieveme nt Unit used to quantify the target/thr eshold Parameter Type VC Parameter Source "Standard" refers to the Applicable to NIITians where the parameter with in benefit plan R & S to data is standard targets eg. identify whether this is obtained Slippage % where for a VC parameter or not. from to every one in a particular Wherever it is "Yes" it establish role having this is a VC parameter and the

parameter will have the wherever it is "No", it achieveme same target. In all other is not a VC parameter nt situations it will be nonstandard 76 BSC : KEY TERMINOLOGIES Annual SI Annual VC Target - Performan paramete Weightage Target - Threshol ce Upside r 100% weightage d Applicable Weightages to 100% to NIITians be assigned to Goal to covered the identified be under Sales VC parameters achieved Incentive depending on against (SI) plan to the criticality the identify for NIITians in paramete whether this benefit plan R r during is a SI & S. The total the year parameter weightages or not. should add up

Wherever it to 100% is "Yes" it is a SI parameter . 2014 Mar Minimum acceptable level of performanc e against the parameter during the year Achievement Flag Remark s Weightages to Applicable To be indicated where both Any be assigned to the target and threshold are explanator against each following the same (eg "Deviation y note or BSC VC against statutory additional performance parameter compliance" where both comments

measure sthe target & threshold will any depending on Revenue, be 0%). In this situation it performan the criticality. Gross has to be specified whether ce This will be Margin,Gro higher the achievement the measure used to ss better it is or lower the compute the Profit,Oper achievement the better it is. over all BSC ating In all other situations, it will achievement Profit,Colle be done automatically %age. The ction,Order based on 100% target and total Book Threshold target weightages should add upto 100%. 77 SOME SAMPLE PERFORMANCE MEASURES KPA Sample Performance Measures Finance EVA, EBITDA, PAT ; Order Intake; Collections; Revenue [+ TIRM, C/w Revenue, Fresh Revenue, Revenue from Order Book] , BR Days, Productivity

[VAPCO, EBITDA pr of people cost, Rev pp, Rev pr of people costs]; Costs [Variable, Premises, Staff Welfare, People Costs, Training, Inventory]; B/R; Net Cash; Cost per hour; Customer OB Compliance % ; Lead Generation; WOM, C-Sat, BPCS, CSS; Feedback, Slippage, Student Retention; Student Performance; Placements; # Fresh Clients Added; Product Launch; Site Uptime; # tests; Walk in Conversions; Unplanned Leave (MS-LSE) ; Process Effort Utilization ; Audit NCs, # Errors ; reporting; Project ; Imprest handling; Bank Reconciliation; Courseware Gap; Learning & Growth (People) ESS; Attrition ; # role changes; IDP Adherence; Faculty Certification; performance management completion score; Financial and LnG measure masters are uploaded on the BSC module 2014 Mar 78 FINANCIAL KPA The Performance Measures should be the ones which result in a direct financial outcome , as already explained in the previous slides.

Process to improve the monitoring/ MIS etc should NOT form part of Financial measure The targets should only be in INR/USD/CNY/GBP terms, except for Gross Margin which can only be in %age terms. The Performance Measures should not be captured in terms of %age achievement against budgets. The exact target in terms of INR/USD/CNY/GBP value should be captured. The Threshold target has to be a minimum of 80% of the target or last years actual whichever is higher. 2014 Mar 79 FINANCIAL KPA For the Expenses /Costs Performance Measures, the Threshold target will be equal to the Budget/Plan and the 100% target will be 15% savings on Budget/Plan. There will not be any upside on this Performance Measure. Parameters, Unit of Measurement and Target need to be consistent. E.g. If Revenue is the measure, UoM and targets will be in Rupee/Dollar/INR M/USD K/USD M/CNY K/CNY terms, and cannot in terms of % achievement against Budget/Plan Data source for all Financial Measures should be an independent source and auditable. 2014 Mar 80 LEARNING AND GROWTH KPA IDP Adherence(Self+ Team) as a Performance Measure for all NIITians in benefit plan up to Q and individual contributors in benefit plan R with

a minimum goal of 75% adherence. This measure will be pre-populated in the BSCs of NIITians upto benefit plan Q. Performance Management Completion Score will be a pre-populated mandatory parameter for all Managers in Plan R & S with Teams including Centre Heads of SBS. This will be a composite score consisting of BSC, PACE & HYR Completion. Attrition % :: Minimum 2% points lower than FY14, or NIIT Attrition rate of 18% whichever is lower. Kindly note that the ultimate goal on this is <=15%. Business/Teams where the attrition is <=15% need not carry a target on this parameter. ESS Score :: 2% points higher than FY14 or 80% whichever is lower, subject to minimum target being 65%. Businesses/Teams where the ESS Score is already 80% need not carry a target on this parameter 2014 Mar 81 PERFORMANCE MEASURES UNDER WRONG KPAS Performance Measures should be placed under the applicable KPAs only. Some examples of wrongly placed performance measures from the current BSCs 2014 Mar 82 VARIABLE COMPENSATION AND SALES INCENTIVE PARAMETERS VC Linked Performance Measures & Targets Applicable to Plan R and S only VC linked Performance Measure NOT to exceed a maximum of 5 parameters. Ideal is 3

VC linked Performance Measures should be the critical deliverables from among the BSC Performance Measures. For Supervisor Ratings UOM, parameter cannot have VC associated with it A parameter that has a VC attached to it must be necessarily auditable Final VC/SI guidelines will be as per the respective VC/SI policy to be announced in Q1-2015 2014 Mar 83 VARIABLE COMPENSATION AND SALES INCENTIVE PARAMETERS Threshold Targets for VC & Sales Incentive Applicable to VC /Sales Incentive parameters only For Financial parameters where Achievement is higher the better, threshold targets will be minimum 80% or last years actual achievement whichever is higher. Eg : Revenue, Productivity, OI, Collections, etc. If last years achievement data doesnt exist, 80% will be threshold target for such parameters Final VC/SI guidelines will be as per the respective VC/SI policy to be announced in Q1-2015 2014 Mar 84 VARIABLE COMPENSATION AND SALES INCENTIVE PARAMETERS For Financial parameters where Achievement is Lower the better, threshold target will be equal to the Budgets like COSTs, C/w Gap . Wherever the Budget is higher than LY, the target will be

LY Actual and Threshold will be TY s target. For Eg :: Cost Per Hire. If LY was 35K, TY expected to be 37K, then Target will be 35K, Threshold will be 37K, since this amount cannot be exceeded For non-financial parameters, threshold can be decided by the nominated SM responsible for Goal Setting, since the 80% rule or LY Actual will not apply. For Eg : % of Projects completed as per deadline Final VC/SI guidelines will be as per the respective VC/SI policy to be announced in Q1-2015 2014 Mar 85 VARIABLE COMPENSATION AND SALES INCENTIVE PARAMETERS Sales Incentive parameters NIITians in Sales Roles in benefit plans EP, P, EQ, Q & R should have their Sales Incentive parameters from among the BSC parameters. All the Sales Incentive Parameters should be only from Finance and Customer (Customer acquisition related) KPA. All Sales Incentive parameters must have the quarterly targets and threshold targets based on which the Sales Incentive will be paid. The total number of Performance Measures which has SI weightage should not exceed a maximum number of Three. None of the SI parameters must have a subjective evaluation. All the achievement data against the SI parameters should be available from an independent data source which is auditable. Final VC/SI guidelines will be as per the respective VC/SI policy to be announced in Q1-2015 2014 Mar 86 SOURCE OF DATA

Worknet Timeliness, Iterations, System Changes timelines, CGRS TAT. Audit Report VSS Updation, Technical Documentation, Timeliness(TSO) SAP EVA Data Project Management Project completion timelines TTS People Productivity INIITian Training Days, TSO Helpdesk Error Report/SLA Report Tecknow Park Time Tracking. BPDROME BPCS, Counsellor Report, Sales Reporting Tool, Centre Dashboard. Encore Registration , OB collection , Appraisal, Feedback, R/E etc. Student.com Student CSS data. IPS Portal No. of Students placed against student on load HR MIS Attrition, Head Count, etc DIS Score Card @ IND Batch Occupancy, FCU, QMS Rating etc 2014 Mar 87 PERIODICITY OF TARGETS All parameters by default to have H1 and Annual goals captured separately Wherever H1 and Annual Goal is same, capture the Annual goal If H1 goals are not available or applicable, capture Annual goal. All Sales Incentive parameters to have quarterly goals 2014 Mar 88 ROLE -WISE SUGGESTED RANGE OF %AGE WEIGHTAGE IN BSC All BSCs, even for technical people, need to have a relevant FINANCIAL

parameter that the NIITian influences to the max. However, if under extreme situations, NIITians in Direct roles dont have a Financial parameter, then the suggested distribution of weightage is as per the table below Role -wise Suggested range of %age weightage in BSC Roles Financial Customer Intnl Process LnG Sales, Profit Centre Roles 45 - 60 20 - 30 10 - 15 10 - 15 Gen Mgt. 35 - 55 25 - 35 10 - 20 10 - 15

Customer facing Roles 5 - 15 45 - 55 30 - 40 10 - 15 Process Roles 5 - 15 35 - 45 40 - 50 10 - 15 2014 Mar 89 INDIVIDUALIZATION OF BSCS For Standard and Customized BSCs, to take care of the additional responsibilities, if any, option to individualize and add Performance Measures up to a maximum of 20% weightage will be possible. No modifications to the standard Performance Measures and Targets can be made. These could be through addition of single or multiple Performance Measures where weightages can be assigned in the multiples of 5% upto a

maximum of 20% weightage. Depending on the total weightages being assigned to these additional Performance Measures, the weightages already assigned to the Standard Performance Measures will get reset automatically. However, no changes would be made to the weightages assigned to the Performance Measures under the Financial KPA. All such modifications will need to be approved by the immediate supervisor. 2014 Mar 90 BSC CREATION : RULES TO BE FOLLOWED All parameters need to have numeric values that can be objectively calculated, with accuracy & reliability on measurement criteria & source of data. All Performance Measures should be output driven and not efforts based Data Source should be an independent source and auditable. If such a data source is not available, make it available as an internal plan in the beginning of the year that can be accessed by both and reviewee, supervisor and the audit division. All KPAs should have at least one Performance Measure Avoid subjective rating as Unit of Measurement; to be used only under exceptional situations For Performance Measures such as Attrition, Lead Time, Defects etc., the threshold target has to be equal to or higher than the 100% Target; the threshold target should be last years target (if lower) 2014 Mar 91

BSC CREATION : RULES TO BE FOLLOWED It is mandatory to have performance weightage against every Performance Measure. The weightages should add up to 100%. Avoid Zero as targets. Reconstruct the Calculation Method in such a way that Zero does not need to be captured as a target. Wherever Zero is captured as a target, auto computation of the achievement will not be possible Number of Parameters in a BSC :: Min 5 , Max 12, Ideal 10; Learning & Growth KPA can have a maximum of 15% weightage. Finance and L&G Parameters will be available from the pre-defined Performance Measure master. Any new Performance Measure to be added under Finance or Learning and Growth will go through a pre-defined approval process. 2014 Mar 92 KEY CHANGES/ ENHANCEMENTS IN BSC MODULE 2014-15 Pre-populated mandatory parameters in L&G on IDP Adherence BSC for new joinees to have the option to define IDP for the year (where applicable) 1st level supervisors will have the option to make changes in the BSC, under intimation to NIITian Timed interventions during the year to make changes in the BSC, to address market fluctuations or role enhancements Online workflow for approval of new performance measure request by NIITian Upside and Accelerator flag for the purpose of VC is applicable to Financial parameters only Option to view BSC of next 2 levels (+2 and -2 levels), excluding SHR IBU and Function Cascaded Goal Sheet to be uploaded to the online BSC module with controlled access BSC & Goal Setting Guidelines & Consequence management actions to be available on iNIITian.

2014 Mar 93 CY U IDP Adherence(Self+ Team) is a mandatory performance measure for all NIITians upto Plan R True or False ? Sales Incentive Parameter should be from which KPAs ? While doing Individualization in BSCs, to what extent can the weightage assigned to Financial KPAs change ? Learning & Growth KPA can have a maximum of 20% weightage True or False ? 1 01/3 0 /202 94 WHAT IS EXPECTED FROM NIITIANS NIITians are expected to discuss with their supervisor and finalize the BSC by 31 May 2014 st 2014 Mar

95 IMPLICATIONS OF NOT HAVING BSC ONLINE NIITians BSC Status Implications CRP FY16 Calculations will be pro-rated to 75% BSC online between June 1, 2014 of CRP policy increase. and September 30, 2014 These NIITians will not be eligible for HYR & CARD 2014 On Rolls as on 31st March 2014 BSC online between October 1, 2014 and December 31, 2014 CRP FY16 calculations will be pro-rated to 50% of CRP policy increase. These NIITians will not be eligible for EP or VP Rating for PACE 2015 BSC online after December 31, 2014 CRP FY16 Calculations will be pro-rated to 25% of CRP policy increase. These NIITians will not be eligible for EP or VP Rating for PACE 2015

BSC is for the current year, basis which the annual performance evaluation is done & CRP for the next year is calculated. Absence of the BSC impacts deliverables of the current year, hence the resultant performance evaluation and the resultant CRP. BSCs cannot have a recency effect! PACE 2014 will be deemed complete only if BSC FY15 is approved and online 96 IMPLICATIONS OF NOT HAVING BSC ONLINE NIITians BSC Status Implications CRP FY16 Calculations will be pro-rated to BSC online between 91 and 180 days 75% of CRP policy increase. of Date of Joining/role change These NIITians will not be eligible for HYR & CARD 2014. New Joinee/Role Change CRP FY16 calculations will be pro-rated to BSC online between 181 and 270 50% of CRP policy increase. days of Date of Joining/role change These NIITians will not be eligible for EP or VP Rating for PACE 2015 CRP FY16 calculations will be pro-rated to 25% of CRP policy increase. BSC online after 270 days of Date of These NIITians will not be eligible for EP or Joining/role change VP Rating for PACE 2015

. For New Joinees of JAS-14 and OND-14, CRP increase will be pro-rated based on DOJ PACE 2014 will be deemed complete only if BSC FY15 is approved and online 97 TRACKING OF YOUR GOALS Track your Goals on a Monthly basis. Pin it on your workstation and make it a Score Card. Review your BSC Achievement on an monthly basis. In case of any issue, reach out to your PEM or write to ASSIST. BSC THE FIRST STEP TOWARDS DELIVERING HIGH PERFORMANCE 2014 Mar S T R I C T LY C O N F I D E N T I A L 98 N A H T 20 20 / 1 /3 01

! U O Y K 99

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