Performance Achievement | Accenture- PPT

Accenture had a long-standing performance management model that was built when the company was primarily a consulting organization in a less global and digital environment. Over time, changes in technology, Accenture’s business services and the company’s workforce led to reimagining performance management for the company.Accenture Human Resources designed Performance Achievement, a new performance management approach in collaboration with Accenture’s global IT organization; Fjord, part of Accenture Interactive; and early adopter groups. Human Resources and Fjord focused on applying human-centered, experience design to the concepts, while global IT partnered with Human Resources to develop the functional and technical requirements.

Global IT together with Human Resources solution architects assessed the marketplace for packaged solutions but were unable to find any that would meet this project’s unique requirements. This outcome led the team to turning to build a solution. Development had to be done quickly to meet a tight timeline. To support this objective, a core global IT team started with three main tenets:
Stay on the leading edge architecturally and use on-demand cloud computing platforms to allow for fast development and experimentation.
Move toward use of microservices architecture.
Be cloud-first.

1. Accenture Performance Appraisal
M.Pavithra Sai

2. Agenda
Topicone:IntroductionofPerformance
appraisal.
Topictwo:MethodsofPerformanceappraisal
Topicthree:IntroductionaboutAccenture
Topicfour:MethodsusedinAccenture
Topicfive:Conclusion.
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3. Topic One:
Introduction of Performance appraisal.

4. Introduction
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Thetermperformanceappraisalreferstotheregularreviewofan
employee'sjobperformanceandoverallcontributiontoacompany.
Alsoknownasanannualreview,performancerevieworevaluation,
oremployeeappraisal,aperformanceappraisalevaluatesan
employee'sskills,achievements,andgrowth,orlackthereof.

5. Topic Two: Methods of Performance
Appraisal
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6. Topic three: Company Description
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•Accenture is a global professional services company with leading capabilities in digital,
cloud and security. Combining unmatched experience and specialized skills across
more than 40 industries, we offer Strategy and Consulting, Interactive, Technology and
Operations services—all powered by the world’s largest network of Advanced
Technology and Intelligent Operations centers. Our 674,000 people deliver on the
promise of technology and human ingenuity every day, serving clients in more than 120
countries. We embrace the power of change to create value and shared success for our
clients, people, shareholders, partners and communities.

7. Accenture –Core Values:
•Since its inception, Accenture has been governed by its core values. They shape the culture and define the character of
the company. They guide on how to behave and make decisions. The core values are
•Stewardship: Fulfilling our obligation of building a better, stronger and more durable company for future generations,
protecting the Accenture brand, meeting our commitments to stakeholders, acting with an owner mentality, developing
our people and helping improve communities and the global environment.
•Best People: Attracting, developing and retaining the best talent for our business, challenging our people, demonstrating
a “can-do” attitude and fostering a collaborative and mutually supportive environment.
•Client Value Creation: Enabling clients to become high-performance businesses and creating long-term relationships by
being responsive and relevant and by consistently delivering value.
•One Global Network: Leveraging the power of global insight, relationships, collaboration and learning to deliver
exceptional service to clients wherever they do business.
•Respect for the Individual: Valuing diversity and unique contributions, fostering a trusting, open and inclusive environment
and treating each person in a manner that reflects Accenture’s values.
•Integrity: Being ethically unyielding and honest and inspiring trust by saying what we mean, matching our behavior's to
our words and taking responsibility for our actions.
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8. HR Policy at Accenture:
•AccenturehasgotacomprehensiveHRpolicyineachofthefollowingsegments
•Absences,Leaves,WorkArrangements.
•Benefits,Rewards,Compensation.
•Career/PerformanceManagement&Training.
•PersonalResponsibilities&Behavior.
•Recruiting&Hiring.
•Resignations,Terminations,Retirement.
•Time/ExpenseReporting&Travel.
•WorkAssignments,Relocation,Transfers&Immigration.
•Accentureoffersaworkingenvironmentwhichisdiverse,stimulating,supportiveandprofessional.Theygivealotofemphasisonstrikingabalance
betweentheworkandpersonallivesofemployeesbyofferingflexiblework,flexibleworkarrangements,workingawayfromhomelocationsandvideo
conferencing.Theyalsogivealotofemphasisonmaintainingadiverseworkforceandattracting,retainingandpromotingwomenemployees.
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9. Topic four: Performance
appraisal methods used in
Accenture:
Walt Disney
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10. Performance Factors:
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•Accentureusesvariousperformancefactorstomeasurewhetheranindividualhastheskillsandbehavioursrequiredtoeffectivelyrespondtothe
typicaldemandsofthejob.Thesefactorshelpinprovidingeachemployeewithtargetedfeedback.ThevariouscareerlevelsinAccentureisas
shownbelow:
•CareerLevelsinAccenture:
•Programmer/JuniorSoftwareEngineer
•SeniorProgrammer/SoftwareEngineer
•AnalystProgrammer/SeniorSoftwareEngineer
•SystemsAnalyst/TeamLead
•SeniorSystemsAnalyst/SeniorTeamLead
•Manager/ProgramManager
•SeniorManager
•Accentureusesthefollowingparametersasperformancefactorstomeasuretheperformanceofeachemployeeintheorganization.

11. Performance Factors:
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•OrganizesandDirectsQualityWorkEfforts
•DrivesforValueAddedResults
•AnticipatesandHandlesCriticalSituations
•BuildsTechnicalCapabilities
•Demonstrates Professionalismand
Confidence
•MaximizesTeam’sPerformance
•CommunicatesandInfluencesEffectively
Althoughthebasicframeworkremainsthe
same,eachemployee’sperformanceis
analyzedandratedaccordingtothelevelin
theorganization.

12. Performance Appraisal System-
Annual Calendar at Accenture:
•The Accenture performance period starts from June to May of every year. All employees
of the organization, no matter what designation they hold, need to set the objectives &
targets at the beginning of every performance period. Employees set the objectives &
targets according to their role and project using an online tool called “My Performance
Tool”. The objectives are divided into 3 Leadership Contribution Areas.
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13. 3 Leadership Contribution Areas:
BUSINESS
OPERATOR:
•Thisrelatestothe
employee’sperformancein
project-relatedactivities.It
measureshowmuchthe
employeehascontributed
inhisprojectandhow
criticallyhe/shehas
performedthatrole.
VALUE CREATOR:
•Thisindicateshowmuch
valuetheemployeehas
createdfortheorganization,in
additiontoworkinginhis
project-capacity.Thisshows
whethertheemployeehas
goneoutofhisroletoplaya
crucialfactorinhisteam,how
muchtechnicalcontributionhe
hasdonetothevarious
technicalcommunities,etc.
PEOPLE DEVELOPER:
•Thisindicateshowmuch
the employee has
contributedtowardshis
ownallrounddevelopment,
aswellasthesubordinates
workingunderhim/her.
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14. Objectives:
Every employee need to fill in midyear self input in the month
of December wherein they have to specify how far they have
been successful in fulfilling their objectives and meeting their
targets. This is a kind of self assessment and it is done twice
a year. After the employee submits the self input in the My
Performance tool, a copy of that is sent to his supervisor. He
gives a midyear feedback to the employee on the basis of his
performance in the first half of the year. In the midyear
feedback supervisor gives his reviews and also tell about the
employee’s strengths and areas of development. The
employee need to work on the areas of improvement
mentioned in the feedback.
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15. Mid-year Review:
•TheMid-yearreviewgivesanimportantchancetotheemployeeandthesupervisorto
reviewtheprogressatthemiddleoftheyear,toensurethateverythingisontrackandthe
modificationsneededtoensureeffectiveperformanceonthepartoftheemployee.It
ensuresthattheemployee&thesupervisorhavethesameideaabouttheemployee’s
performanceandremoveanymisunderstandings.
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16. The final self input:
•The final self input has to be filled by the employee in the month of March /April and the supervisor gives the
annual feedback after evaluating the performance of the employee against his objectives & targets. The
supervisor uses the 7 performance factors for evaluating the performance of the employee. Each parameter
in the performance factor is given a 4 point Rating Scale:
•Exceeded expectation
•Met expectation
•Partially met expectation
•Did not meet expectation
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17. After the Final of Input:
•If the employee is satisfied with the feedback then he can accept it by clicking on the
accept button in the tool. If he is not satisfied with the feedback then he can request for
a one on one meeting with his supervisor to raise his concerns.
•After the feedback for all employees are given, each employee would be given a relative
rating based on his/her performance in the performance period and whether targets
have been met and objectives fulfilled. The ratings and promotions if any are
communicated to the employee in the month of August. The appraisal of each
employee depends on the rating he gets. The appraisal happens in the beginning of the
Accenture financial year i.e. September.
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18. Focused Plan:
•Based on feedbacks from last year, each and every employee has to create a focused
plan for performance enhancement, performance improvement and career
development. The employee has to consult his/her career counselor and the supervisor
(optional), before deciding on the future career-development plan.
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19. Career-Counsellor:
•The Career-Counselor Framework is very unique to Accenture. Usually, a person who is
at least two career-levels above the employee and working in the same technology or
business-domain is appointed as the Career-counselor to the employee and remains so
throughout the employee’s duration at Accenture. The Career-Counselor acts as the
employee’s voice during meetings with the supervisor or during moderation meetings
and tries to ensure that the employee is not discriminated against. He also plays a
critical role in guiding the employee regarding how to achieve his/her career goals and
advises him based on experience. It is in the employee’s own need to maintain a regular
and close contact with the career-counselor in order to make full utilization of this
system.
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20. Topic five: Conclusion:
SET
OBJECTI VES:
ASSESS
OUTCOMES:
•Outcomes: Structured
feedbacksontheresults
achievedandhowtheywere
achieved.Firstself-assessment,
thensupervisorandsenior
assessment.Thisisdonetwicea
year.
COMPARE AND
R ATE:
•Final relative ratings based
on outcomes according to
the objectives.
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•Topdownapproachwith
seniormanagementdeciding
theorganizationalobjectives,
thenatvariouslevelsbelow.
Finallyindividualsset
objectivesaccordingtorole
andproject.Objectivesare
setaccordingtoSMART
(Small, Measurable,
Attainable,Realisticand
Timely)principle.The
Objectivesarereviewedby
Supervisorandfinallyfixedby
bothemployeeandsupervisor
Based on feedbacks from last
year, each and every employee
has to create a focused plan for
performance enhancement,
performance improvement and
career development. The
employee has to consult his/her
career counselor and the
supervisor (optional), before
deciding on the future career-
development plan
PLAN
DEVELOPMENT

21. Thank You
Presenter Name: M. Pavithra Sai
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