TLA_Performance a Process- Goal setting, Rating Decision_200116.pptx

TLA_Performance a Process- Goal setting, Rating Decision_200116.pptx

1. TL Academy Performance Review Process Aga Szewczyk January 17 th , 2020

2. Agenda Performance Management Framework Year-End Review Process Outcomes and Ratings Calibration Year-End Conversation

3. Performance Management Framework

4. DXC’s Performance Management Framework Ongoing Conversation & Feedback Ongoing Conversation & Feedback Mid-Year Review Goal Setting Year End Review Development Planning Goal Setting Managers set goals and objectives Employees set personal goals Manager and employee discuss and agree on goals Mid-Year Review Manager assesses goals Performance discussion Goals refresh where necessary Address performance concerns Year-End Review Performance evaluation Performance discussion Address concerns Reward good performance Employee Development Employee skills update in SABA Upskilling and reskilling via DXC University Individual development planning Ongoing Conversation & Feedback Ongoing Conversation & Feedback DXC University Rewards and Recognition SABA Cloud Skills taxonomy Succession Planning Workday

5. FY20 Corporate Wide Goal for People Managers This Goal is a mandatory goal for all people managers. New people managers need to enter this goal as part of their new employee orientation actions in the ‘Personal’ category in Workday Goal: FY20 People Manager Performance Management Goal Description: Action #1 - Ensure every direct report employee has Goals set for FY20 in Workday within the timeframes communicated by Corporate and/or Regional Leads. These Goals must adhere to the guidelines laid out in the training resources. Goals are to be reviewed and adjusted throughout the year to ensure appropriate business alignment. Target: 100% completion by all direct reports Measurement obtained from: Workday reporting Action #2 - Meet no less than 4 times per year with your direct report employees to provide coaching, performance feedback, career aspiration/alignment and guidance on business strategy. This includes, but is not limited to adherence to Quarterly Check-ins, Mid-Year Progress Check and the Year-End Performance Review. All reviews must include input from the Business Manager (Two-in-a-Box), where applicable. Target: Minimum 4 meetings per year with all direct reports Measurement obtained from: Workday reporting for Goal setting plus Mid-Year and Year End Review with comments provided Category: Personal Status: In Progress Due Date: March 31, 2020

6. 5 Guidelines to Follow for Giving Feedback as a Manager Feedback should be specific Feedback should be timely- don’t wait until performance review! Feedback should be purposeful Feedback should be tactful Feedback should be ongoing

7. Career Development at DXC DISCOVER Skills and Competencies Leadership Values Skills Assessment EXPLORE Career Path Job Architecture & Success Profile Learning Path PLAN G oal Setting Development Planning Performance Reviews GROW Career Opportunities Coaching & Mentoring Upskilling & Reskilling O ngoing process of gaining knowledge and improving skills , supporting to reali ze career aspiration and based on a culture of p artnership M anager enable development by shaping the right environment regular c oaching r ecognizing performance and behavior e ngaging with employees regularly Call to Action: Set time for career conversations Review career development goals and learning path Review progress Provide support to accelerate learning and growth

8. Year-End Review Process

9. Year-End Process Flow Offline Feedback People Manager Employee Self-Evaluation Discuss Self-Evaluation Manager Evaluation Employee People Manager Employee People Manager People Manager Agree on Evaluation Business Manager Save & Wait for Calibration / Certification Outcome People Manager People Manager Calibration ICP Eligible People Manager Certification Non-ICP Eligible Make Changes and Submit Review People Manager Comments & Acknowledgement Employee YE Discussion People Manager Employee Self-Evaluation Jan 13-24 Manager Pre -check until Jan 10th Manager Evaluation ICP: Jan 27 – Feb 21 Non-ICP: Jan 27 – Mar 6 Rating Validation for ICP Feb 24 – Mar 20 NLA Approval for non-ICP Mar 9 - 20 CEO Approval Mar 23 - 27 Ratings due to Total Rewards Mar 27 Final Submission & Acknowledgement April 1-30

10. Year-End Review: Employee / Manager Responsibilities Employee Ensure Goals are up to date and valid in Workday Complete the Self-Evaluation and have a quick chat with your manager Prepare for the Year-End Discussion Manager Acknowledge YE Discussion in Workday Plan FY21 Goals Provide robust justification for team ratings Understand the Employee Self-Evaluation by discussing with your employee Solicit additional Feedback, if required Hold Year-End Review Discussion with every employee Start discussion for FY21 Goal Setting Solicit Feedback Follow the Year-End Review Guidelines

11. Outcomes and Ratings

12. Performance evaluation Great leaders: Establish clear and specific performance expectations that include the “what” and the “how” Identify and document specific behavioral examples for the entire cycle, not only the most recent or memorable events Are impartial and base the review on facts and observable behaviors Gather feedback from other sources to support and confirm their observations of performance Discuss employee performance in terms of “what” has been accomplished and “how” it was accomplished Avoid common pitfalls and biases Individual performance vs relative performance Great leaders take the time to evaluate, differentiate, and provide feedback about their employees’ performance. It takes work. It is difficult to consistently be a courageous, conscientious reviewer.

13. DXC Performance Management Outcomes Performance Results are based on assigned Goals with the following Categories: Financial Strategic Customer Satisfaction Personal Consistent demonstration of DXC’s CLEAR values Client Focus Leadership Execution Excellence Aspiration Results Exceeds all expectations Surpasses performance expectations, resulting in substantial business impact. Reward and develop for broader roles Meets all and exceeds Some Meets and may occasionally exceed performance expectations, resulting in significant contributions to the organization. Develop and coach Meets most expectations Meets most performance expectations, making a contribution to the organization. Develop and address any performance gaps Does not meet expectations Does not meet expectations, resulting in contributions to the organization that are considerably below targets. Address with a formal performance improvement plan in Workday Either support development, move to another position or manage out

14. Absolutely surpassed every expectation in role, goals, change management, leadership. Occasionally/in some areas exceeded expectations and improved team effectiveness. Met some but not all expectations and generally worked well within the team. Did not achieve goals and/or poor team work and/or poor response to change. How to Differentiate Between the Ratings CONTRIBUTION CLEAR VALUES TALENT What was the employees contribution to the team ? How well did they demonstrate the values? How far did the person reach above their peers? Role model every single CLEAR value all of the time and actively coaches others to do the same. Consistently demonstrates DXC CLEAR Values and sets an example for others. Consistently demonstrates DXC CLEAR Values. Exhibits notable deficiencies in demonstrating CLEAR values. High Medium Low Not at all

15. Calibration

16. Calibrating performance The main objectives of performance calibration are for: You and your employees to have a clear understanding of performance expectations and the criteria used to evaluate their performance. You and other managers to consistently and fairly apply the criteria to evaluate employee performance and determine performance ratings . Senior leaders to ensure that the aggregated performance rating distributions are appropriately aligned with business results. Conducting calibration sessions between managers is one approach that can help develop a common understanding of performance, differentiate employee performance across the organization, and align the performance of the organization to business results.

17. Preparing for calibration session Review and understand the performance of each employee. Prepare examples of demonstrated performance, such as project work, critical incidents and responses, and feedback from stakeholders. Review and understand the performance ratings and how individual and relative performance considerations played a role in determining each employee’s performance rating. Individual performance considerations include accomplishment of individual performance goals, or "what" was achieved, and the demonstrated "how" goals were achieved. Relative considerations include the impact of employee contributions to the team and organization and employee performance relative to peers in the same or similar role.

18. Calibration session Because of the sensitive nature of the information discussed during calibration sessions, all participants must treat the information presented or shared by others as confidential. This includes, but is not limited to, documents, reports, and discussions Effective calibration sessions includes four steps: Review business results of the organization Align performance rating description Discuss actual employee performance Review overall results You are empowered to make balanced, accurate, objective assessments of your employees’ performance and determine performance ratings. Do not confuse a challenging calibration dialogue with being forced to change a rating. The intent of a calibration session is to ensure that performance ratings are consistently and fairly determined for employees.

19. Year-End conversation

20. Year End conversation To prepare for the conversation, complete these tasks: Complete Manager Evaluation in Workday Gather documentation Recommend appropriate awards if available Schedule the conversation Here are some examples of documentation to have available: A copy of the employee’s performance review from Workday that includes employee and manager review comments Performance feedback collected in Workday (managers only) from peers, direct reports, or internal customers, as appropriate. NOTE: the feedback was identified as confidential preserve the anonymity of those who provided performance feedback by consolidating and summarizing the feedback. A list of strengths and areas for growth and development  Performance rating descriptions and actions  

21. Example of bad & good Year-End conversation https://www.youtube.com/watch?v=hI1Xejz5YnU https://www.youtube.com/watch?v=jfdBIRk-O7E

22. Year End conversation- case study

23. Thank you!