LatentView Performance Management System Guidelines PDF

A KNOW-HOW GUIDE TO POWERING PERFORMANCE A KNOW-HOW GUIDE TO POWERING PERFORMANCE PERFORMANCE MANAGEMENT SYSTEM Process and Guidelines effective 1st April 2024 Performance Management - Process and Guidelines documents provide the appraisal eligibly criteria and shall be applicable to all employees...

A KNOW-HOW GUIDE TO POWERING PERFORMANCE A KNOW-HOW GUIDE TO POWERING PERFORMANCE PERFORMANCE MANAGEMENT SYSTEM Process and Guidelines effective 1st April 2024 Performance Management - Process and Guidelines documents provide the appraisal eligibly criteria and shall be applicable to all employees working in LatentView Analytics across all levels and locations. We follow a 180-degree appraisal process, and this document covers the performance evaluation eligibility criteria, evaluation period, and guidelines and timelines of the process. PERFORMANCE REVIEW PERIOD Biannual Performance Employees from level 1 to level 3 will be eligible for the biannual Review Eligibility performance review based on the below table. Biannual Appraisal: April to September & Performance Review Period Eligibility October to March April to September Joined on or before 31st May October to March Joined on or before 30th November Annual Performance Employees from level 4 and above levels will be eligible for the annual Review Eligibility performance review based on the below table. Annual Appraisal: April – March Performance Review Period Eligibility April to March Joined on or before 30th September Goal Setting - Beginning of the appraisal cycle Process timelines Monthly Review - 1st week of every month Self-Evaluation - 1st week of the 5th/11th month of each cycle Manager Evaluation - 3rd week of the 5th/11th month of each cycle 01  PERFORMANCE REVIEW PROCESS GOAL MONTHLY SELF MANAGER SETTING REVIEWS EVALUATION EVALUATION Goal setting discussion Managers and Employees record Managers evaluate, between employee and employees are their achievements record feedback, manager to set goals at expected to connect in the current cycle and rate the the beginning of every on a monthly basis and rate their performance of their performance review to evaluate the performance on a 5- team members in a period. progress of the goal point scale for the 5-point scale for the Employees need to record accomplishments individual individual and ensure dimensions. Each dimensions for their goals in the goal continuous dimensional score is every performance sheets. feedback is given calculated based on review period. Goals are structured the sumproduct of based on the 4 dimensions the sub-dimensional – Delivery, Organization weightages and sub- Development (OD), dimensional scores. Business Development The final score is (BD)/Functional calculated based on Development (FD) and the Dimensional People Management (PM) weightages and dimension for L3+ has Dimension ratings been included. (refer to your goal Every goal dimension sheet for more (Delivery, OD, BD and PM) understanding) has been further classified into sub-goals and a dimensional weightage is added to it. There are standard weightages defined according to the level and career tracks of employees (Know more about the details of the dimension-wise weightages here To know more about the details of the dimension in the Object Performance Evaluation Document click here 02  Ratings, Description, and Calculation Rating Scale for each dimension from 1 to 5 (5 being the highest) Rating Description Lower Band Upper Band A+ LatentView Star 4.50 5.00 A Growth Catalyst 4.00 4.49 B+ Meets Expectations 3.00 3.99 B Can do better 2.00 2.99 C Does not meet expectation 1.00 1.99 PERFORMANCE The performance category is calculated based on the current rating and the previous rating (for L1 to L3) obtained during the previous appraisal CATEGORY cycles. The performance category is calculated based on the current rating and the current rating (for L4+) obtained during the previous appraisal cycles. Using the performance category, the compensation (incentive and increment) percentages, and promotion eligibility are derived For employees being rated for the first time their previous rating will be “Not Applicable - NA” and their performance category will be calculated based on the below grid Previous rating A+ A B+ B C NA A+ TT TT HP GP CP HP A TT HP HP GP CP GP Current rating B+ HP HP GP GP CP CP B GP GP CP CP CP CP C CP CP CP PP PP PP TT - Top Talent; HP - High performer; GP - Good performer; CP - Consistent Performer; PP - Potential Performer; NA – Rating not applicable 03 Dimensions and Weightage Guidelines: Each employee’s goal is defined across Delivery, Organizational Development, Business Development, Process/ Outcome (Growth Team), Functional Development (Enablement Team), People Management. The goals are categorized into 4 dimensions as detailed below: Delivery dimension is primarily derived from Delivery Excellence Level, Delivery Issues and Voice of Customer (VoC) survey. The SDE team will provide a Delivery Metric score which is a DELIVERY combination of Delivery Excellence and VoC scores. The entity leaders and managers are encouraged to use these scores as a reference to evaluate the goal accomplishments during the performance appraisal discussion Organizational Development dimension assesses the ORGANIZATIONAL employee’s contribution to Org wide initiatives (inter and intra DEVELOPMENT (OD) function) BUSINESS Business Development dimension assesses the employee’s DEVELOPMENT (BD) contribution towards business growth. People Management dimension assesses employees’ people PEOPLE management competence. MANAGEMENT (PM) Note: Managers/Entity leads can use the quarterly pulse surveys scores to assess the people managers on this dimension. 04 Annexure 1 WEIGHTAGE GUIDELINES ACROSS LEVELS - DELIVERY OFFSHORE (L1 - L4) DELIVERY WEIGHTAGES DIMENSIONS L1 L2 L3 L3 L4 L4 DELIVERY 70% 60% 50% 60% 40% 40% ORGANIZATIONAL DEVELOPMENT 20% 20% 20% 20% 20% 20% BUSINESS DEVELOPMENT 10% 20% 20% 20% 40% 30% PEOPLE MANAGEMENT 10% 10% TOTAL 100% 100% 100% 100% 100% 100% WEIGHTAGES DELIVERY SUB-DIMENSION L1 L2 L3 L4 DELIVERY EXCELLENCE (DEL 45% 45% 40% 40% INSIGHTS) VOC SCORE 45% 45% 50% 50% ISSUE TRACKER 10% 10% 10% 10% TOTAL 100% 100% 100% 100% ODORGANIZATIONAL WEIGHTAGES DEVELOPMENT (OD) SUB- DIMENSIONS L1 L2 L3 L4 OD INITIATIVES 70% 70% 90% 90% SKILL DEVELOPMENT 30% 30% 10% 10% (ORGANIZATIONAL) TOTAL 100% 100% 100% 100% WEIGHTAGES BUSINESS DEVELOPMENT (BD) SUB- DIMENSIONS L1 L2 L3 L4 PARTICIPATION 100% 100% 40% REVENUE 60% 100% TOTAL 100% 100% 100% 100% 05 Annexure 1.1 WEIGHTAGE GUIDELINES ACROSS LEVELS - DELIVERY OFFSHORE (L5+) OFFSHORE WEIGHTAGES DELIVERY DIMENSIONS L5 L6 L7 DELIVERY 20% 20% 20% ORGANIZATIONAL DEVELOPMENT 20% 20% 20% BUSINESS DEVELOPMENT 40% 50% 50% PEOPLE MANAGEMENT 20% 10% 10% TOTAL 100% 100% 100% WEIGHTAGES DELIVERY SUB- DIMENSIONS L5 L5 ENTITY LEAD L6 L7 VALUE STORIES (DEL 2+) 20% 20% 20% 20% CSAT PROJECTS HANDLED/ ENTITY 20% 20% 20% 20% QUALITY INDEX 20% 20% 20% 20% ATTRITION % 20% 20% 20% 20% EMPLOYEE ENGAGEMENT INDEX 20% 20% 20% 20% TOTAL 100% 100% 100% 100% ODORGANIZATIONAL WEIGHTAGES DEVELOPMENT (OD) SUB- DIMENSIONS L5 L5 ENTITY LEAD L6 L7 ORG RECOGNITION (AWARDS) 100% 100% 100% 100% TOTAL 100% 100% 100% 100% WEIGHTAGES BUSINESS DEVELOPMENT (BD) SUB- DIMENSIONS L5 L5 ENTITY LEAD L6 L7 REVENUE OUTCOME 100% 100% 100% 100% TOTAL 100% 100% 100% 100% 06 Annexure 2 WEIGHTAGE GUIDELINES ACROSS LEVELS - DELIVERY ONSITE (L2 - L4) WEIGHTAGES DELIVERY DIMENSIONS L2 L3 L3 L4 L4 DELIVERY 60% 40% 50% 30% 40% ORGANIZATIONAL DEVELOPMENT 20% 20% 20% 20% 20% BUSINESS DEVELOPMENT 20% 30% 30% 40% 40% PEOPLE MANAGEMENT 10% 10% TOTAL 100% 100% 100% 100% 100% WEIGHTAGES DELIVERY SUB- DIMENSIONS L2 L3 L4 DELIVERY EXCELLENCE (DEL INSIGHTS) 45% 40% 40% VOC SCORE 45% 50% 50% ISSUE TRACKER 10% 10% 10% TOTAL 100% 100% 100% WEIGHTAGES ORGANIZATIONAL DEVELOPMENT (OD) SUB- DIMENSIONS L2 L3 L4 OD INITIATIVES 70% 90% 90% SKILL DEVELOPMENT (ORG) 30% 10% 10% TOTAL 100% 100% 100% WEIGHTAGES BUSINESS DEVELOPMENT (BD) SUB- DIMENSIONS L2 L3 L4 PARTICIPATION 100% 40% REVENUE 60% 100% TOTAL 100% 100% 100% 07 Annexure 2.1 WEIGHTAGE GUIDELINES ACROSS LEVELS - DELIVERY ONSITE (L5+) ONSITE WEIGHTAGES DELIVERY DIMENSIONS L5 L6 L7 DELIVERY 20% 20% 20% ORGANIZATIONAL 15% 15% 15% DEVELOPMENT BUSINESS DEVELOPMENT 50% 50% 50% PEOPLE MANAGEMENT 15% 15% 15% TOTAL 100% 100% 100% WEIGHTAGES DELIVERY SUB- DIMENSIONS L5 L5 ENTITY LEAD L6 L7 VALUE STORIES (DEL 2+) 20% 20% 20% 20% CSAT PROJECTS HANDLED/ ENTITY 20% 20% 20% 20% QUALITY INDEX 20% 20% 20% 20% ATTRITION % 20% 20% 20% 20% EMPLOYEE ENGAGEMENT INDEX 20% 20% 20% 20% TOTAL 100% 100% 100% 100% ORGANIZATIONAL DEVELOPMENT WEIGHTAGES (OD) SUB- DIMENSIONS L5 L5 ENTITY LEAD L6 L7 ORG RECOGNITION (AWARDS) 100% 100% 100% 100% TOTAL 100% 100% 100% 100% WEIGHTAGES BUSINESS DEVELOPMENT (BD) SUB- DIMENSIONS L5 L5 ENTITY LEAD L6 L7 REVENUE OUTCOME 100% 100% 100% 100% TOTAL 100% 100% 100% 100% 08 Annexure 3 WEIGHTAGE GUIDELINES ACROSS LEVELS - HORIZONTALS - VALUE PROP WEIGHTAGES DELIVERY DIMENSIONS L1/L2 L3 L4 L5 DELIVERY 70% 40% 20% 10% ORGANIZATIONAL DEVELOPMENT 20% 20% 20% 20% BUSINESS DEVELOPMENT 10% 30% 50% 60% PEOPLE MANAGEMENT 10% 10% 10% TOTAL 100% 100% 100% 100% WEIGHTAGES DELIVERY SUB- DIMENSIONS L1/L2 L3 L4 L5 VALUE PROPS/SOLUTION 80% 70% 70% 70% DEVELOPMENT DELIVERY EXCELLENCE (DEL INSIGHTS) 10% VOE (SURVEY) 10% 10% 10% 10% COLLABORATION (WITHIN 20% 20% 20% HORIZONTALS) TOTAL 100% 100% 100% 100% WEIGHTAGES ORGANIZATIONAL DEVELOPMENT (OD) SUB- DIMENSIONS L1/L2 L3 L4 OD INITIATIVES 90% 90% 90% 90% SKILL DEVELOPMENT (ORG) 10% 20% 10% 10% TOTAL 100% 100% 100% 100% WEIGHTAGES BUSINESS DEVELOPMENT (BD) SUB- DIMENSIONS L1/L2 L3 L4 L5 PARTICIPATION 80% 20% REVENUE 20% 80% 100% 100% TOTAL 100% 100% 100% 100% 09 Annexure 3.1 WEIGHTAGE GUIDELINES ACROSS LEVELS - HORIZONTALS - EXPERTISE WEIGHTAGE - EXPERTISE DELIVERY DIMENSIONS L1/L2 L3 L4 L5 DELIVERY 70% 40% 20% 10% ORGANIZATIONAL DEVELOPMENT 20% 20% 20% 20% BUSINESS DEVELOPMENT 10% 30% 50% 60% PEOPLE MANAGEMENT 10% 10% 10% TOTAL 100% 100% 100% 100% WEIGHTAGE DELIVERY SUB- DIMENSIONS L1/L2 L3 L4 L5 VALUE PROPS/SOLUTION DEVELOPMENT 80% 20% 20% 20% DELIVERY EXCELLENCE (DEL INSIGHTS) 10% 40% 40% 40% VOE (SURVEY) 10% 20% 20% 20% COLLABORATION (WITHIN 20% 20% 20% HORIZONTALS) TOTAL 100% 100% 100% 100% WEIGHTAGE ORGANIZATIONAL DEVELOPMENT (OD) SUB- DIMENSIONS L1/L2 L3 L4 L5 OD INITIATIVES 70% 80% 90% 90% SKILL DEVELOPMENT (ORG) 30% 20% 10% 10% TOTAL 100% 100% 100% 100% WEIGHTAGE BUSINESS DEVELOPMENT (BD) SUB- DIMENSIONS L1/L2 L3 L4 L5 PARTICIPATION 80% 20% REVENUE 20% 80% 100% 100% TOTAL 100% 100% 100% 100% 10 Annexure 3.2 WEIGHTAGE GUIDELINES ACROSS LEVELS - HORIZONTALS - GOVERNANCE WEIGHTAGE - GOVERNANCE DELIVERY DIMENSIONS L4 L5 L6 L7 DELIVERY 20% 10% 10% 10% ORGANIZATIONAL DEVELOPMENT 20% 20% 20% 20% BUSINESS DEVELOPMENT 50% 60% 60% 60% PEOPLE MANAGEMENT 10% 10% 10% 10% TOTAL 100% 100% 100% 100% WEIGHTAGE DELIVERY SUB- DIMENSIONS L4 L5 L6 L7 VALUE PROPS/SOLUTION DEVELOPMENT 70% 70% 70% 70% VOE (SURVEY) 10% 10% 10% 10% COLLABORATION (WITHIN 20% 20% 20% 20% HORIZONTALS) TOTAL 100% 100% 100% 100% WEIGHTAGE ORGANIZATIONAL DEVELOPMENT (OD) SUB- DIMENSIONS L4 L5 L6 L7 OD INITIATIVES 90% 90% 100% 100% SKILL DEVELOPMENT (ORG) 10% 10% TOTAL 100% 100% 100% 100% WEIGHTAGE BUSINESS DEVELOPMENT (BD) SUB- DIMENSIONS L4 L5 L6 L7 REVENUE 100% 100% 100% 100% TOTAL 100% 100% 100% 100% 11 Annexure 4 WEIGHTAGE GUIDELINES ACROSS LEVELS - SALES OFFSHORE OFFSHORE WEIGHTAGES GROWTH DIMENSIONS L3 L4 PROCESS & LEADS 30% 30% OUTCOME 60% 60% OD 10% 10% TOTAL 100% 100% WEIGHTAGES PROCESS & LEADS SUB - DIMENSIONS L3 L4 L5 L6 L7 NUMBER OF MEETINGS 75% 75% 75% 75% 75% NUMBER OF CAMPAIGNS 25% 25% 25% 25% 25% TOTAL 100% 100% 100% 100% 100% WEIGHTAGES OUTCOME SUB - DIMENSIONS L3 L4 L5 L6 L7 REVENUE 50% 50% 50% 50% 50% ORDER BOOKING 50% 50% 50% 50% 50% TOTAL 100% 100% 100% 100% 100% WEIGHTAGES OD SUB - DIMENSIONS L3 L4 L5 L6 L7 CAPABILITY 50% 45% 40% 30% 25% COLLABORATION 50% 35% 40% 35% 35% TEAM MENTORING 20% 20% 35% 40% TOTAL 100% 100% 100% 100% 100% 12 Annexure 4.1 WEIGHTAGE GUIDELINES ACROSS LEVELS - SALES ONSITE OFFSHORE WEIGHTAGES GROWTH DIMENSIONS L3 L4 L5 L6 L7 PROCESS & LEADS 30% 30% 25% 10% 20% OUTCOME 60% 60% 60% 60% 50% OD 10% 10% 15% 15% 15% PM 15% 15% TOTAL 100% 100% 100% 100% 100% WEIGHTAGES PROCESS & LEADS SUB - DIMENSIONS L3 L4 L5 L6 L7 NUMBER OF MEETINGS 75% 75% 75% 75% 75% NUMBER OF CAMPAIGNS 25% 25% 25% 25% 25% TOTAL 100% 100% 100% 100% 100% WEIGHTAGES OUTCOME SUB - DIMENSIONS L3 L4 L5 L6 L7 REVENUE 50% 50% 50% 50% 50% ORDER BOOKING 50% 50% 50% 50% 50% TOTAL 100% 100% 100% 100% 100% WEIGHTAGES OD SUB - DIMENSIONS L3 L4 L5 L6 L7 CAPABILITY 50% 45% 40% 30% 25% COLLABORATION 50% 35% 40% 35% 35% TEAM MENTORING 20% 20% 35% 40% TOTAL 100% 100% 100% 100% 100% 13 Annexure 4.2 WEIGHTAGE GUIDELINES ACROSS LEVELS - CONSULTING OFFSHORE WEIGHTAGES DELIVERY DIMENSIONS L3 L4 L5 L7 DELIVERY 50% 50% 20% 20% BUSINESS DEVELOPMENT 40% 40% 40% 40% ORGANIZATIONAL DEVELOPMENT 10% 10% 20% 20% PEOPLE MANAGEMENT 20% 20% TOTAL 100% 100% 100% 100% WEIGHTAGES DELIVERY SUB - DIMENSIONS L3 L4 L5 L7 EXECUTION REVENUE TARGET (YEARLY) 70% 70% 75% 75% CLIENT FEEDBACK - SATISFACTION 20% 20% 25% 25% SCORE REUSABLES ASSETS, ACCELERATORS & 10% 10% FRAMEWORKS TOTAL 100% 100% 100% 100% WEIGHTAGES BUSINESS DEVELOPMENT SUB - DIMENSIONS L3 L4 L5 L7 INFLUENCED REVENUE TARGET (YEARLY) 60% 60% 75% 75% CLIENT RFPS & PROPOSALS 40% 40% 25% 25% TOTAL 100% 100% 100% 100% WEIGHTAGES OD SUB - DIMENSIONS L3 L4 L5 L7 PERSONAL ASPECT: THOUGHT 50% 50% 50% 75% LEADERSHIP ORGANIZATION ASPECT: TRAINING, 50% 50% 50% 25% SESSIONS & MENTORING TOTAL 100% 100% 100% 100% 14 Annexure 5 WEIGHTAGE GUIDELINES LEVEL 4 - SDE DIMENSIONS WEIGHTAGE DESCRIPTION WEIGHTAGES QUALITY INDEX 40% DELIVERY 50% VALUE STORIES 40% PROJECTS ELEVATED TO DEL2+ 20% TOTAL 100% DIMENSIONS WEIGHTAGE DESCRIPTION WEIGHTAGES VOC CPRJ COVERAGE 30% NPS TREND 30% OD 40% FEEDBACK FROM END USERS FEEDBACK FROM DELIVERY TEAMS CROSS POLLINATION INDEX 20% TOTAL 100% DIMENSIONS WEIGHTAGE DESCRIPTION WEIGHTAGES BD 10% CSAT 100% TOTAL 100% 15 OBJECTIVE PERFORMANCE EVALUATION Goal Terminologies DELIVERY GOALS FOR DELIVERY TEAMS Delivery dimension goals are primarily derived from Delivery Excellence Levels (DEL), Delivery Issues, Voice of Customer (VoC) survey and CSAT. Delivery Score: An average of DEL score & VoC score will be calculated to get the employee level Delivery score (this will again be on a scale on 1-5, 5 being the highest). The SDE team will provide the DEL and VoC scores. Note: We encourage managers to use these scores as a reference to enhance performance evaluation discussion and rate the employees on the dimension. Delivery Excellence Level: Voice of Customer Issue Tracker: The delivery excellence (VoC) Survey: levels are assigned to Issue tracker is used to every deliverable through SDE team conducts record, monitor & track a business review VoC survey for every delivery-related pain conducted by the SDE six-month (January points and address them team. During this review and July) to get the accordingly. This will be process, the SDE classifies Client (Immediate used to track delivery- the deliverables under Stakeholder) feedback related pain points, different delivery and understand the prioritize, develop a excellence levels as pulse of the customer. response, or action plan, detailed in the SDE Metric and monitor them. document. Note: For L1s and L2s, the delivery metric will also be measured using the project level issue trackers (SDE will share the template) that the project leads will have to maintain (this is mandatory). The occurrence of various types of issues, and their frequency, will be compared with the VoC feedback on these issue types. The leads are advised to use this comparative view while appraising the L1s and L2s in their team. Non-tracking of issues by the leads will impact the final delivery rating of the entire team including the lead. Customer Satisfaction Score (CSAT): CSAT index is derived from the VoC survey. This index is used to assess the level of client satisfaction while partnering with LatentView. This is a mandatory metric for all L4+. Please refer the SDE Metric document to know more about DEL, VoC and CSAT 16 DELIVERY GOALS FOR HORIZONTAL TEAMS Delivery dimension goals are primarily derived from Value Props/Solution development, Delivery Excellence (DEL Insights), VOE (Survey) and Collaboration (within horizontals). The weightages of these sub-dimensions are based on the wing that the resources are part of. Under Horizontals, there are 3 wings at a high level and below are their overview and responsibilities: Expertise: The resources under Governance: Expertise will be available Value Prop: for client billed roles and The resources under will have the Delivery The resources under Governance will own the Excellence (DEL Insights) Value Prop will be Value prop development as a significant factor for predominantly focusing and client support as them under Delivery on building Value props needed. The weightage goals.Once they move into and their solution for them will be a bit billed roles, their Delivery development work will less under Delivery will be owned by the play a significant role compared to their respective Entities until the under Delivery goals. overall BD weightage. billing closure. The OD and BD will continue to be owned under Horizontals. Note: We encourage managers to use these scores as a reference to enhance performance evaluation discussion and rate the employees on the dimension. Value Props/Solution development: The Value prop excellence levels are assigned to every value prop through a business review conducted by the core management team. During this review process, the value props will be assessed based on the ABC metrics including the activity on sales, branding, and capability among others. This has significant weightage for the resources under Horizontals – Value Prop wing. Delivery Excellence (DEL Insights): The delivery excellence levels are assigned to every deliverable through a business review conducted by the SDE team. During this review process, the SDE classifies the deliverables under different delivery excellence levels as detailed in the SDE Metric document. This has significant weightage for the resources under Horizontals – Expertise wing. VOE (Survey): SDE team conducts VoE survey for every six-month (January and July) to get the Entities (Immediate Stakeholder) feedback and understand the pulse of the entities. Collaboration (within horizontals): The teams are expected to collaborate not only within their teams but also are expected to collaborate with different Horizontals to build value props and in GTM activities. Please refer to the SDE Metric document to know more about DEL, VoC and CSAT 17 ORGANISATIONAL DEVELOPMENT GOALS (OD) Organizational Development dimension assesses the employee’s contribution to Org wide initiatives (inter and intra function). OD goals will be evaluated across these 2 sub- goals based on Gauging Involvement across Ownership, Participation and Skill Development. This could be across multiple organisational development initiatives/ projects such as Thought Leadership, Recruitment support, Employee Engagement (Events, Initiatives and Club activities), CSR initiatives, and SDE activities etc.) OD SUB-DIMENSIONS OD INITIATIVES SKILL DEVELOPMENT (ORGANIZATIONAL) OD initiatives rating definition: The OD Skill Development (Organisational level): ratings would be defined by the The learning activities are categorized into Number of OD activities an employee Basic Hygiene learning (mandatory and participates or owns per cycle (6 pre-requisites) and Value Add (credit months) at a minimum cap of “6” based). The OD ratings would be defined initiatives. by the value add credits earned per cycle. PARTICIPATION Basic Hygiene: These mandatory tasks are Participation refers to the contribution prerequisites for Value add learning. of the employees in various organizational initiatives. Value Add: Categorized into three levels of significance, each with corresponding credits: high (100), medium (50), and low OWNERSHIP (25). Demonstrate a proactive and engaged approach, actively driving the initiative Category Context Level Credit and taking ownership to ensure its Delivery: Pre-requisites (3) success. Basic Hygiene Enablement Functions: N/A N/A Pre-requisites (2) High 100 Value Add With Credits Medium 50 Low 25 18 OD INITIATIVES PARTICIPATION OWNERSHIP EMPLOYEE LEVEL RATING ACTIVITIES ACTIVITIES 6+ 2+ 5 6 2 4 L1 5 1 3 1 to 4 0 2 0 0 1 4+ 4+ 5 4 4 4 L2 3 3 3 1 or 2 1 or 2 2 0 0 1 2+ 6+ 5 2 6 4 L3 & L4 1 5 3 0 1 to 4 2 0 0 1 OD REPOSITORY (ORG / ENTITY DRIVEN) Thought Leadership: Collaborate with stakeholders to create thought leadership such as blogs/case studies/video snippets/infographics, etc. Practice at an org level (RFP/RFI), meeting with stakeholders Industry and Hosted Events: Evangelize to ensure the participation of clients/prospects. Customer Advocacy: Client testimonials/Co-branded content/peer reviews Share knowledge gained in the form of project ideas from the engagement(s) with other teams ( Ideas vetted by the Delivery Manager) Lead and participate in employee engagement and club initiatives CSR: Specifics of the CSR goals are to be decided by the Volunteer, for example, Field Visits, Curation of the Program, Attending Workshops, etc. This repository is a guideline for the metrics for evaluation. 19 BUSINESS DEVELOPMENT GOALS (BD) Business Development dimension assesses the employee’s contribution towards business growth. (Example: Identify the growth opportunities within existing groups, preparing content for proposals, develop PoVs, achieving the Revenue Target, etc.) BD component will be assessed based on 2 sub-dimensions – Participation Revenue targets BD INITIATIVES RATING PARTICIPATION 8+ 5 The BD ratings would be defined by the 7 TO 8 4 Number of BD initiatives an employee 6 3 participates per cycle (6 months) at a minimum cap of “6” initiatives. 4 TO 5 2 Indicative repository is defined 0 TO 3 1 B D R E P OS I TOR Y Strategic guidance and insights to deal team and support how we bring depth to new prospect conversations. Building decks or technical proof-of-concepts (POVs) that are used in client meeting. Develop compelling and persuasive presentations, sales collateral, and materials that effectively communicate the value proposition of products or services. Creation of case studies, white papers, blog posts, or other content assets that support sales and marketing efforts. Gathering and mining information about leads, prospects, and their work. Collect data, and analyze competitor activities, identify potential opportunities, and contextualize the capabilities that can be positioned for sales efforts Presenting in client meetings and actively engaging with prospects. Delivering compelling conducting product demonstrations or similar. Identify growth opportunities within Existing Groups/Projects 20 REVENUE TARGET For billed L3+ will be on a target linked performance with their BD dimension rating linked to a revenue achievement, the BD dimension rating would be as below based on achieving the Revenue (Hurdle/Target): BD RATING REVENUE ACHIEVEMENT Rating 5 Above Target Revenue Rating 4 Target Revenue Rating 3 Hurdle Revenue Rating 2 80% Hurdle Revenue Rating 1 < 80% Hurdle Revenue < 80% 80% ABOVE HURDLE TARGET HURDLE HURDLE TARGET REVENUE REVENUE REVENUE REVENUE REVENUE RATING 1 RATING 2 RATING 3 RATING 4 RATING 5 For those in Governance layer as per RMG records will be on a target-based incentive, and the Revenue/Hurdle will be as defined in their latest revision or offer. For L3s the BD target will be on a 40% and 60% breakup. 40% of the target number will be taken as a target for H1 and 60% will be taken for H2. Example - If 1M is the target and 800k is the hurdle given, 400k will be taken as the target and 320K as the hurdle for H1 (Sep cycle), and 600K target and 480K hurdle will be taken for H2 (March cycle). 21 PEOPLE MANAGEMENT GOAL People Management dimension assesses employees’ people management competence. The HR team runs quarterly pulse surveys to collect the feedback from employees about their direct reporting manager. The pulse survey scores will be published for each cycle and managers can use these scores to assess the employees People Management dimension. These scores are a reference to validate the people management goal accomplishments during the performance appraisal discussion. There are few other goals in the people management repository for discretionary inclusion. Example: Understanding of individual and organization goals, Inspiration to contribute beyond regular delivery, Recognition, Feedback and Evaluation, Growth, Development and Guidance. Below are the timelines and calculation metrics of the People Management Score: The Pulse survey will be administered once half yearly. The average of the pulse survey scores (2) for the cycle will be taken Though the survey will be non-anonymous, individual responses will not be disclosed at any level Scores will be computed by averaging the responses of all employees reporting to the respective managers For managers who do not have 100% response rate, the rating for the non respondants will be defaulted to “2” and then average score is calculated The average scores across all surveys will be taken to compute the final people management rating score for each manager during their evaluation period Reference Rating Guidelines for People Score Rating Lower Band Upper Band 5 4.50 5.00 4 4.00 4.49 3 3.00 3.99 2 2.00 2.99 1 0 1.99 22 OBJECTIVE PERFORMANCE EVALUATION CONSULTING SERVICES PERFORMANCE DIMENSIONS Team members' performance will be evaluated across the following four dimensions: CLIENT DELIVERY BUSINESS DEVELOPMENT ORGANIZATIONAL DEVELOPMENT PEOPLE MANAGEMENT (WHEREVER APPLICABLE) DELIVERY EVALUATION CRITERIA EXECUTION REVENUE TARGET The evaluation will assess the extent to which revenue targets (execution only) for client projects have been met or exceeded, including successful project completion. FOR L3 AND L4: FOR L5: Execution Revenue Range Rating Execution Revenue Range Rating Less than $30,000 1 Less than $210,000 1 Between $30,000 and < $40,000 2 Between $210,000 and < $280,000 2 Between $40,000 and < $55,000 3 Between $280,000 and < $400,000 3 Between $55,000 and < $75,000 4 Between $400,000 and < $510,000 4 Greater than $75,000 5 Greater than $510,000 5 23  CLIENT FEEDBACK - SATISFACTION SCORE (1-10) Client satisfaction will be measured through both formal and informal feedback collected by the Consulting Head from the Client Sponsor. This feedback will focus on the quality of deliverables, timeliness, and responsiveness to client needs. FOR L3, L4, L5 Client Satisfaction Score (1-10) Rating Less than 5 1 Between 5 and 6 2 Between 6 and 8 3 8 4 Greater than 8 5 DEVELOPMENT OF WELL-DEFINED ASSETS, ACCELERATORS & FRAMEWORKS This criterion evaluates the creation and implementation of reusable assets, accelerators, and frameworks that support various types of engagements, including discovery and domain-specific projects. These tools should enhance efficiency and consistency in project execution. FOR L3 FOR L4: Number of Accelerators Rating Number of Accelerators Rating Listing only 2 WIP 1 WIP 3 1 Accelerator 2 1 Accelerator 4 2 Accelerators 3 1 Accelerators 5 3 Accelerators 4 4 Accelerators 5 FOR L5: NA 24 BUSINESS DEVELOPMENT EVALUATION CRITERIA INFLUENCED REVENUE TARGET (YEARLY) The appraisal will measure the revenue generated through the team member's direct influence and contributions to business development activities across entities. This includes identifying and nurturing new business opportunities and converting prospects into clients. FOR L3 FOR L4: Booked Order Value Rating Booked Order Value Rating Less than $260,000 1 Less than $300,000 1 Between $260,000 and < $310,000 2 Between $300,000 and < $600,000 2 Between $310,000 and < $410,000 3 Between $600,000 and < $900,000 3 Between $410,000 and < $560,000 4 Between $900,000 and < $1,100,000 4 Greater than $560,000 5 Greater than $1,100,000 5 FOR L5 Booked Order Value Rating Less than $1,500,000 1 Between $1,500,000 and < $2,200,000 2 Between $2,200,000 and < $3,000,000 3 Between $3,000,000 and < $4,050,000 4 Greater than $4,050,000 5 25  LEADERSHIP IN CLIENT RFPS & PROPOSALS This criterion assesses the team member’s participation and leadership in responding to client Requests for Proposals (RFPs), developing comprehensive proposals, engaging in prospect conversations, and providing substantial support for business development initiatives. This includes their role in crafting winning proposals and driving business growth. Aspects like complexity & effort spent on activity, consulting contribution, outcome, value delivered will be accounted. FOR L3 FOR L4: Number of instances Rating Number of instances Rating 1 instance with supportive contribution 2 2 instances with supportive contribution 1 2 instance with supportive contribution 3 3 instances with supportive contribution 2 3 instance with supportive contribution 4 5 instances with supportive contribution 3 4 instance with supportive contribution 5 7 instances with supportive contribution 4 FOR L5 - NA ORGANISATIONAL DEVELOPMENT EVALUATION CRITERIA PERSONAL ASPECT - THOUGHT LEADERSHIP (YEARLY): The assessment will consider the team member’s contributions to thought leadership, including activities such as publishing articles, speaking at industry conferences, and participating in forums. These activities should position the team member and the organization as leaders in their field. FOR L3 & L4 Number of publications Rating Thought Leadership - WIP 2 TL with original thought for specific client topic/industry trend – 1 3 TL with original thought for specific client topic/industry trend – 2 4 TL published externally 5 26  FOR L5 Number of publications Rating Thought Leadership - WIP 2 TL with original thought for specific client topic/industry trend – 2 3 TL published externally – 1 4 TL published externally – 2 5 ORGANIZATION ASPECT - SKILLS ENHANCEMENT TRAINING, KNOWLEDGE SESSIONS & MENTORING This criterion evaluates the team member's involvement in internal skills enhancement initiatives. This includes conducting knowledge sharing sessions, mentoring other entity / horizontal members, and conducting in training programs aimed at improving overall team competency and skills. FOR L3, L4, L5 Number of activities Rating Activity planned 2 Completed 1 Activity 3 Completed 2 Activities 4 Completed 3 Activities 5 27 ORGANIZATION’S HYGIENE METRICS Employees are expected to adhere to the organisation’s compliance and processes. The chargeability and QBR/MBR data are Organization Hygiene metrics and would impact the employees’ overall rating based on the manager’s discretion. Organization’s Hygiene Metrics Category L1 L2 L3 L4+ Chargeability : Chargeability is measured by the billed time of an employee during the appraisal cycle. The following chargeability guidelines are comprehensive and dictate the rating during performance evaluations. In other words, regardless of an employee's performance in OD/BD, their rating will be capped based on chargeability. The chargeability for FY25 is calculated as follows: Minimum chargeability = ((Days in cycle - Buffer days) *90%)/Days in cycle The minimum chargeability percentage of an employee is verified against the chargeability percentage in the PRM report a. If the PRM Chargeability Percentage is greater than the Minimum Chargeability Percentage, the Final Rating aligns with the manager’s rating. b. If the PRM Chargeability Percentage is less than the Minimum Chargeability Percentage, the Final rating is reduced by 1 score from the manager’s rating. For example, if the manager has rated an employee as A, it will be adjusted down to B+ The overall rating cap of any employee is based on this irrespective of what. The repository of supporting data will be shared by the HR team prior to the appraisal season and managers are suggested to use the data as reference for evaluating the employee’s performance. A failure to complete mandatory compliance courses within the given timeline (POSH, Data Security, Anti Bribery, Risk, and Compliance, etc.) or not willing to relocate onsite post H1Bapproval or PRM fill rate less than 95% will have an impact on the incentive payout. 28 SDE DATA FOR APPRAISAL EVALUATION a) Delivery Excellence Level DEL Level Tag Definition Deliverable acknowledged by the Immediate Stakeholder/Key DEL1 Client Benefits Sponsor or equivalent + Quantifiable Benefits Deliverable acknowledged by the Immediate Stakeholder/Key DEL2 Client Outcome Sponsor or equivalent + Realized Client outcomes (Client’s KPI) Deliverable acknowledged by the Key Sponsor or equivalent + Solution Implemented by client (with evidence) + Realized DEL3 Client Impact Business Impact *Additional validation by Rajan & Krishnan Note: Based on the above classification, DEL scores are calculated and are mapped at an employee level. The employees respective DEL scores would be given to the managers during the manager evaluation phase (early September and early March). Managers are expected to take this score as a reference for the rating discussions. 29  DEL Review Process: “Starting April 2024, the below process will be followed for DEL reviews. Please note this is applicable only for client acknowledgement date on or after April 2024” Step1: Prepare Step2: Set up Step3: Fill DEL Step4: DEL Step5: the confluence SDE review User form for finalization Employee- page under FY24-25 level DEL respective Team to send At the end of account space the calendar Team should the review, Employee- invite to the MANDATORILY SDE team will level insight Process: As and SDE team fill the Google update the count will be when the team based on form BEFORE DEL level auto- has a client mutual the SDE review. (DEL1/DEL2/ populated in acknowledgement availability. DEL3) in the the DEL for a deliverable, Ensure to back-end file, Insights they are expected include the which will tracker in to create the confluence reflect in the real-time confluence page page link in the DEL Insights in the respective invite. tracker in account space. real-time 30 Note: 1. It is MANDATORY to fill the Google form (for each deliverable) & create confluence page (for each deliverable) BEFORE the review, else the review will be cancelled 2. Teams are expected to present the insight to the SDE team within 1 month from the date of client acknowledgement. Non-compliance to the above timeline will not be entertained (insight will not be considered). 3. DEL0s will no longer be a part of SDE reviews. Teams to maintain a DEL0 tracker internally for simple client appreciation. Approach for DEL Score (based on DEL1, DEL2 & DEL3): 1. Number of DEL1, DEL2 & DEL3 for the appraisal time period is considered 2. Weights are assigned to different DEL (50% for DEL3, 40% for DEL2 & 10% for DEL1) for levels L1 to L3 and the corresponding Weighted DEL numbers are calculated 3. Weights are assigned to different DEL (75% for DEL3, 25% for DEL2) for levels L4+ and the corresponding Weighted DEL numbers are calculated 4. DEL score (on a scale of 1-5, 5 being the highest) will be calculated at an employee-level by standardizing the weighted DEL numbers WEIGHTED DEL COUNT CALCULATION: (WEIGHTED DEL1 X 0.1 + WEIGHTED DEL2 X 0.4 + WEIGHTED DEL3 X 0.5) DEL score on a scale of 1-5 is calculated by standardizing the weighted DEL count 04 31 b) Voice of Customer (VoC) VOC Metrics: The client responses that are captured at a CPRJ/Project level are mapped at an employee level. The employees respective VoC metrics would be given to the managers during the manager evaluation phase (early September and early March). Managers are expected to take this as a reference for the rating discussions. The client responses from the VoC survey will be considered to evaluate the below Goals: Level VOC Metrics Recommended Score Delivery - Quality Business Context L1 & L2 Project Requirements Approach to Problem Solving Team Satisfaction Index A composite metric created by combining the above VoC metrics. VoC Score is calculated by Recommendation Index standardizing this composite metric on a scale of 1 to 5 (5 being the Quality Index highest) L3 & L4+ Cross Pollination Actionable Insights Tangible Benefits Project Management 32  VOC SURVEY PROCESS c) Customer Satisfaction Score (CSAT) CSAT index is derived from the VoC survey. This index is used to assess the level of client satisfaction while partnering with LatentView and is a organization mandate metric to be achieved at 90% for L4+. Based on the client rating (on a scale of 1 to 5), CSAT index is calculated which will be in a range of 0 to 100 CSAT The client responses that are captured at a CPRJ/Project level are mapped at an employee level. The employees respective CSAT index would be given to the managers during the manager evaluation phase (early September and early March). Managers are expected to take this as a reference for the rating discussions. 33  MATERNITY AND SABBATICAL LEAVE – NOT RATED CONCEPT A default rating could imply a fall or increase in performance (for example for a TT or CP). Rating an employee who has not worked for that period is misleading. An employee who has worked less than 3 months in the cycle will be ‘not rated’. Employees who have worked for 3 months or more in the cycle will be rated and it will be an absolute rating (HR team to work with the managers and close the performance process before employees go on leave). For increment and incentive – The last cycle’s rating (actual cycle worked in LatentView) of the employee will be considered. For employees on sabbatical, the incentive will be calculated only for the number of days worked that year. For employees on maternity, any leave without pay days will not be considered as a part of the incentive calculation. Effect on promotion: The promotion will be based on the minimum promotion eligibility criteria, and we will treat this on a case-to-case basis considering potential and previous performance. 34 Maternity and Sabbatical Leave – Not Rated Concept (Biannual Cycle) Maternity and Sabbatical Leave – Not Rated Concept (Biannual Cycle) 1st Cycle of “not rated”: An employee who has worked for less than 3 months in the cycle will not be evaluated and would be given a default rating based on their previous rating as given below: If an employee has received a rating which is “B+ and above “in the previous cycle, then the employee's not the rated cycle would default to a “B+” rating If an employee has received a rating which is “B and below” in the previous cycle, then the employee's not the rated cycle would default to a “B” rating Employees who have worked for 3 months or more in the cycle will be evaluated and rated and included in the evaluation process. 2nd Cycle of “not rated”: We would recommend the employee to be given a “B” rating and the rating is subjected to change based on managers inputs/suggestion and can be decided on a case- to-case basis. Maternity and Sabbatical Leave – Not Rated Concept (Annual Cycle) 1st Cycle of “not rated”: An employee who has worked for less than 6 months in the cycle will not be evaluated and would be given a default rating based on their previous rating as given below: If an employee has received a rating which is “B+ and above “in the previous cycle, then the employee's not the rated cycle would default to a “B+” rating If an employee has received a rating which is “B and below” in the previous cycle, then the employee's not the rated cycle would default to a “B” rating Employees who have worked for 6 months or more in the cycle will be evaluated and rated and included in the evaluation process. 2nd Cycle of “not rated”: We would recommend the employee to be given a “B” rating and the rating is subjected to change based on managers inputs/suggestion and can be decided on a case-to-case basis. Performance management is not about the annual appraisal, but the daily practices that build an engaged, high-performing workforce!