Managing Performance

Learn ● Perform ● Develop

What’s Inside

For today’s briefing, we will cover the

following topics:

1 Objective Setting

2 Development Planning

3 Year-End Performance Review

Objective Setting
Section 1

What is Objective Setting?

The Value

Gives common direction Keeps you focused

Clarifies your role and responsibility Facilitates communication and

collaboration

Defines expected results Gives sense of purpose and drive to

excel

Measures your success Executes effectively

Section 2

How to align objectives?

Alignment of Objectives

The individual and team

objectives should be
aligned with that of
organization’s for it to
be effective.
Key Result Area
BUSINESS CUSTOMER

KRA represents the Initiatives that lead to

business results.
Value delivered to
customers in terms
of time, quality,
categories for which our service and cost.

business is responsible for

outcomes. PROCESS PEOPLE
Internal processes Quantity and quality
that lead to efficiency of employees that
and effectiveness. lead to personal,
team and
organization growth.
Example of Aligned Objectives

VP Human Resources
Lead a talent management strategies to ensure
organizational and structural effectiveness.

Manager - Talent Manager - Recruitment

Develop the succession management process Build a manpool of right fit candidates to
and standards to ensure availability of talent ensure availability of talent pool for critical
pool for critical posts at any given time. posts at any given time.

Staff Staff
Execute the activities of succession plan to
Execute the activities of sourcing plan to have
make the talent pool available at any given
a ready manpool pool at any given time.
time.
Section 3

How to make a Performance Objective?

Making a Performance Objective

Target
An indicator established to
determine how successfully a
person is achieving an objective.
Making a Performance Objective
LEAD TARGETS LAG TARGETS

Drivers Results

Cause Effect

Forward Looking After-the-fact

Example: Lead & Lag Targets
Objective: Contribute to the profitability of the project.

Lead Targets:
• Make a sound workload plan for implementation starting on 1 January 2019.
• Closely monitor the results versus time spent to highlight outliers for RCA and action
starting on 1 January 2019.
• Review the process of workload planning to 1 April 2019.
Lag Target:
• Achieve 95% productivity by end of December 2019.
Section 4

What is the tool?

 Salient features:
• SMART-designed fields
• Alignment of objectives
between manager and staff
• Assignment of objectives
• Approval/acceptance workflow
myCompass
• Monitoring of progress
Employee Portal
myCompass
Aligned Objectives
SMART-designed Fields
Assignment of Objectives
Approval/Acceptance
Approval/Acceptance
Monitoring of Progress
Monitoring of Progress
Employee’s Window Superior’s Window

Staff’s window
Year-End Performance Review
Section 1

How is performance being measured?

Measures of Performance

80% 20%
Objectives YGC & EEI Values

GRC
(12.5%)
How to Measure Objectives
Made an exceptional contribution beyond area of responsibility, exceeded all
Excels performance objectives. Achievement and impacts are obviously far above agreed
targets. Achievements are at least 110% above performance targets.

Contributed significantly within area of responsibility, met and often achieved the
Exceeds objective beyond the target. Impact of achievement has been realized. Achievements
are at least 105% above performance targets.

Fully met objectives according to targets. Achievements are at least 95% against
Fully Complies
performance targets.

Met many, but not all objectives. Performance falls short of expectations. Achievements
Partially Meets
are quantified at least 60% of performance targets.

Generally failed to meet objectives. Performance is significantly below target.

Requires Action
Achievements are below 60% of performance targets.
YGC & EEI Core Values
Passion for Excellence Sense of Urgency Professional Discipline Teamwork

Striving to be great and not Doing things fast. Taking Strong work ethic. Actively tapping areas of
just good. Our insatiable the initiative to respond to Deserving of trust and synergy. Communicating
commitment to improve and needs of various respect. Prudent use of and collaborating towards
innovate. stakeholders. company resources, common goals.
including time. Acting with
fairness and objectivity.
Accountable for actions.

Safety & Environment

Loyalty Integrity Fairness to Stakeholder
Protection
Being a good corporate Our consistent pursuit of Our conviction that our Our firm belief in the respect
citizen. Pursuing corporate ethics and morality in stakeholders should receive for human lives, property
interests as his own. thoughts, words and actions. what is due them. and the environment. We
Speaking well of the uphold freedom from harm.
company and taking pride in
its achievement.
How to Measure Core Values
A role model. Consistently exceeds expectations in demonstrating all aspects of
Excels
this behavior; inspires others to follow example.

Exceeds Takes initiative. Often exceeds expectations in demonstrating this behavior.

Fully Complies Acts accordingly. Consistently demonstrates this behavior per expectations.

Partially Meets Needs guidance. Occasionally demonstrates this behavior against expectations.

Requires Action Acts in conflict. Fails to demonstrate this behavior against expectations.
How to Rate Values

5
Performance Rating

4
Safety &
3 Passion for
Excellence
Sense of Urgency Teamwork Environment
Protection

1
How to Rate Values

5 4 Takes initiative.
Example: The employee
Performance Rating

employs 5S in his own Safety &

4 work area. Environment
Protection
Safety &
3 Passion for
Excellence
Sense of Urgency Teamwork Environment
Protection

1
How to Rate Values 5 A role model.
Example: The employee
inspires his officemates Safety &
5 to do 5S in their own Environment
areas. Protection
Performance Rating

4
Safety &
3 Passion for
Excellence
Sense of Urgency Teamwork Environment
Protection

1
How to Rate Values

5
Performance Rating

4
Safety &
3 Passion for
Excellence
Sense of Urgency Teamwork Environment
Protection
Safety &
2 Needs guidance.
Example: The employee
Environment
Protection
gets into ocassional
1 minor accidents.
When you justify or describe a demonstration of
behaviour to support your rating, use the

STAR
Situation Task Action Result
S.T.A.R. Feedback
Examples

Situation “When a new contract was signed and

Description of the circumstance would start in two months’ time. I
surrounding a particular task that received the notice and request for
personnel seven weeks to target on-
the employee has to accomplish. boarding.”

Task “I had to provide the required

The activity that must be manpower to jump start the operations.
accomplished. The lead time for hiring a non-
management employee is 60 days.”
S.T.A.R. Feedback
Examples

“I was transparent with hiring managers about the

time needed to hire just one person and so I
Action proposed a different procedure for the project.
Engaged them all in sourcing to cut the time
The actual action taken. looking for more candidates, did panel interviews,
simultaneously did the job offer, medical, and
background check. I also engaged TCSG if there
was possible talent that can take a cross-posting
with minimal training time needed.”
Result
“I was able to hire 90% of the required manpower
The outcome of the action versus before the target deployment date.”
the expected result.
What Tool to Use?
myCompass: Performance Review

Self Review Initial Review Final Review Sign Off

Jorgene D. Reyes Ronan S. Manlosa Louie I. Galicia Jorgene D. Reyes

Co-Review
Project/s
Reporting Line – Matrix Organization
To whom the employee is reporting to for
administrative matters; day-to-day transactions
and directions.
Your administrative superior approves your
leave applications.
Administrative
To whom the employee is functionally
accountable to or what we call the Mother
Unit. Mother Unit has the expertise and
Employee standards of the function or services provided
to Administrative superior.
Your functional superior approves your
Functional objectives and is responsible for consolidating
inputs for your performance appraisal
Set-Up of Functional Reporting Line

Employee Functional Superior Boss of Functional

(Reviewee) (Reviewer) Superior
(Approver)

All these 3 employees can be assigned in one place. It does not always follow
that the functional reporting lines or mother unit resides in Homebase.
myCompass: Performance Review

Self Review Initial Review Final Review Sign Off

Jorgene D. Reyes Ronan S. Manlosa Louie I. Galicia Jorgene D. Reyes

Co-Review
Project/s
What Happens if No Approved Objectives
Self Review
Log in to your EEI 360.

Go to My Page and
click the myCompass
icon.
Self Review

On myCompass, you can click the

link from My Tasks or the
Performance tab in the menu bar.

The default window for Performance.

Self Review
Performance
Appraisal
content

Overview of
the process

Process
monitoring
Self Review

Further guide for

the reviewee
Self Review

Here is your objective

for rating. If you want
to see the details of lead
and lag targets, you can
view More.
Self Review

This is where you rate,

put comments and
attach files. There is a
wizard attached in
Choose Rating to view
the definitions.
Self Review
When the rating is extreme, 5 or 1,
the system will require you to put
your remarks to proceed.
Self Review

Then you can proceed

to rating your Values.
All 8 values of YGC and
EEI are already in place
with definition. The
mechanics are the same
in rating each values.
Self Review

There is a portion where

you can put other
achievements that you
want to be included in
the performance review.
Self Review

In the summary, you

can see the ratings you
gave yourself for both
results and behaviour
part of the PA. The
Final Rating is automatic
averaging of all your
lead and lag targets.
myCompass: Performance Review

Self Review Initial Review Final Review Sign Off

Jorgene D. Reyes Ronan S. Manlosa Reynaldo J. Dizon Jorgene D. Reyes

Co-Review
Project/s
Reviewer Review

On myCompass, you can click the link

from My Tasks or the My Team tab in
the menu bar.

My Team window.
Reviewer Review

Click the
Performance
tab to see the
PA link.

Choose the staff

you want to
evaluate the
performance.
Reviewer Review

The highlight of the

review process is not
on Reviewer Review.
Reviewer Review

The Mother Unit can

view the self rating as
reference of his own
evaluation.
Reviewer Review

The Reviewer’s rating will

only reflect to interface of
the Reviewer and Approver.
The employee will not be
able to see the rating yet
until after the calibration.
Reviewer Review

The sign off starts from Reviewer’s

Review interface.
myCompass: Performance Review

Self Review Initial Review Final Review Sign Off

Jorgene D. Reyes Ronan S. Manlosa Reynaldo J. Dizon Jorgene D. Reyes

Co-Review
Project/s
Final Review

The Approver will input

the calibrated rating.
Final Review

Once the Approver signed

off the appraisal, it will
return back to the Reviewer
to adjust the scores for
Objectives and Values to
align the final rating.
myCompass: Performance Review

Self Review Initial Review Final Review Sign Off

Jorgene D. Reyes Ronan S. Manlosa Reynaldo J. Dizon Jorgene D. Reyes

Co-Review
Project/s
Sign Off

The employee can only view

the Self Appraisal and the
Final rating.
Sign Off

The PA will return

to the employee
for final sign off.
 Thank You.
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