Mock TR/Officers Assessment

Guidelines for TR of HR Officers (Sec A/ Sec B)

 Each Member of the Group will be considered as HR Manager (BUHRM/TM/R&R/Talent Acquisition/

Talent Development/ Diversity & Inclusion/ Leadership Development/Establishment/Employee Relations/
Contract Management)
 You can mention the members of your Group as A1, A2, A3 or any other fictitious name/alphabets.
 All the Groups of each Section to unanimously nominate a Chairman TR (VP HR).
 All the Groups of each Section to Unanimously nominate a Member Secretary to ensure smooth conduct
of TR Proceedings.
 Each Group to select one Chief HR, who will present case of the Officer of his/her Group.
Summary Sheet (Ref: Slide #6) of all the members to be prepared.
 Chief HR representing each Group to present case (Summary Sheet, Ref: Slide #6) of atleast one Officer.
 Presentation Pack consisting detail (Ref: Slide 4, 5, 6, 7, 8) to be prepared & sent to me for reference &
evaluation by an experienced HR Professional.
 At the end of TR all the Chiefs will prepare a consolidated Performance rating sheet clearly indicating
number of Officers in each Performance Category. The specified distribution pattern for each
Performance Category should be followed.

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Performance Rating Scale

2
Managerial Competency Scale for Assessment by Assessor

 Basis desired proficiency level for the specific Competency, the Appraiser has to provide input on the basis of
how frequently the incumbent exhibits the indicated behaviour on the assessment scale against each
competency.
 Appraiser may like to keep record of Critical Incidences reflective of the Competency as exhibited and can be
used to provide constructive feedback to the Appraisee.

Assessment PL1 PL2 PL3 PL4 PL5

Scale
Rarely Sometimes Often Most Often Always

Illustration
Postion Managerial Desired Actual Gap
Competency Proficiency Proficiency
Level Level
Manager HR Empathy PL5
Interpersonal PL4
Effectiveness

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Performance Contract
Key UOM Target Achievement Key Initiatives Constraints Rating by
Deliverables/KR taken Superior
A
Finance
Increase cost Rupees 100,000 95,000 Increase in Budget 9.5
saving from bonus pay
employee
retention (in Rs)
Customer
NA NA NA NA NA NA NA
Internal Business Process
Improved Performan 9 8.5 Performance Budget 9
employee ce ratings linked pay
performance &
productivity
People Development
Increased Pulse 90 95 Employee Budget 8
employee work survey recreational
motivation rating centers

4
Managerial Competency

Assessment PL1 PL2 PL3 PL4 PL5

Scale
Rarely Sometimes Often Most Often Always

Name Postion Managerial Desired Actual Gap

Competency Proficiency Proficiency
Level Level
A1 Manager Leadership 1 5 4
HR skills
Communica 2 4 2
tion skills
Team work 3 3 0
Strategic 4 2 -2
Planning

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Performance Rating
Group No/Name
Name of Assessee Performance
E=1
Rating
A+ = 1
A=3
A1 A B+ = 2
A2 C B=1
A3 B+ C=2
A4 B
A5 A
A6 A+
A7 B+
A8 E
A9 A
A10 C

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Talent Review Discussion – One page Report for Individual Officer
Date of filling up Part Managerial Competency Assessment Performance Matrix
B by superior Leadership
B-1 skills B-1 [E]
Name of Officer A1
Communicati
on skills
[A+]
P.No. xyz1

Performance
3
Team work
[A]
Level Strategic
Planning
[B+]

Rating
Designation HR Manager
1 2 3 4 5
Department Talent Development [B]
Superior Name X1
[C]

B-2 Major Contributions.

1. Has led a team of 10 members successfully for project completion
2. Successful negotiation with Intel client for HR consulting
B-3
Is the Officer ready for higher responsibility in the same level or higher Impact level.
Yes
B-4 Strengths ( Functional and Behavioral)
Final Performance Rating
Leadership skills – to lead a team
B-5 Highly articulate
Effective Performance
Opportunities for Improvement
B-6 Team work – needs to learn to work as a team and not just lead

Development needs (Functional & Managerial)

Strategic planning and timely completion of projects

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Performance Contract
Key UOM Target Achievement Key Initiatives Constraints Rating by
Deliverables/KR taken Superior
A
Finance
Reduce Rs 120000 130000 Target group Limited 10
recruitment focused Talent pool
Costs (Rs) recruitments
Customer
NA NA NA NA NA NA NA
Internal Business Process
Improve Quality of 90 60 Data analytics Technology 8
recruitment Hire (%) based source
source selection
effectiveness
People Development
Improve No. of bad Less than 5 7 Situation based Effective 8
efficiency of hires end Interviewer trainers to
Interviewers of FY training train
interviewers

8
Managerial Competency

Assessment PL1 PL2 PL3 PL4 PL5

Scale
Rarely Sometimes Often Most Often Always

Name Postion Managerial Desired Actual Gap

Competency Proficiency Proficiency
Level Level
B1 Manager Decision 5 1 -4
HR Making
Problem 4 2 -2
Solving
Teamwork 3 3 0
Industry 2 4 2
knowledge

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Performance Rating
Group No/Name
Name of Assessee Performance
E=1
Rating
A+ = 3
A=2
B1 B B+ = 1
B2 E B=2
B3 A+ C=1
B4 C
B5 A
B6 B+
B7 B
B8 A+
B9 A
B10 A+

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Talent Review Discussion – One page Report for Individual Officer
Date of filling up Part Managerial Competency Assessment Performance Matrix
B by superior Decision
B-1 Making B-1 [E]
Name of Officer B1
Problem
Solving [A+]
P.No. xyz11

Performance
3
Teamwork
[A]
Level Industry
knowledge [B+]

Rating
Designation HR Manager
1 2 3 4 5
Department Talent Acquisition [B]
Superior Name X3
[C]

B-2 Major Contributions.

1. Successfully implemented talent acquisition on social media drive
2. Led the #HireWomen campaign and successfully hired 3 top level women managers into the organization
B-3
Is the Officer ready for higher responsibility in the same level or higher Impact level.

B-4 No Final Performance Rating

Strengths ( Functional and Behavioral) Developing
B-5 Great industrial knowledge that helps to connect with many recruitment sources Performance
Opportunities for Improvement
B-6 Team work – needs to learn working in teams and help establish and diversify connections of recruitment sources to team
members

Development needs (Functional & Managerial)

Decision making – timely decision making, failure of which has cost the company valuable hires

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Performance Contract
Key UOM Target Achievement Key Initiatives Constraints Rating by
Deliverables/KR taken Superior
A
Finance
Cost saving on Rupees 150000 130000 Internal Identifying 8
top level training & potential
management Talent talent
succession recognition
Customer
NA NA NA NA NA NA NA
Internal Business Process
Effective training Performan 9 9.5 ESOPs Share 10
of potential ce ratings pricing
candidates volatility
People Development
Improve Average 10 years 8 years Employee Budget 9
employee loyalty Retention engagement
period activities

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Managerial Competency

Assessment PL1 PL2 PL3 PL4 PL5

Scale
Rarely Sometimes Often Most Often Always

Name Postion Managerial Desired Actual Gap

Competency Proficiency Proficiency
Level Level
D1 Manager Strategic 5 5 0
HR Planning
Governance 5 4 -1
skills
Team work 3 4 1
Articulation 4 5 1
Skills

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Performance Rating
Group No/Name
Name of Assessee Performance
E=1
Rating
A+ = 1
A=2
D1 A B+ = 2
D2 B B=3
D3 B+ C=1
D4 B+
D5 A+
D6 C
D7 B
D8 A
D9 E
D10 B

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Talent Review Discussion – One page Report for Individual Officer
Date of filling up Part Managerial Competency Assessment Performance Matrix
B by superior Strategic
B-1 B-1 [E]
Planning
Name of Officer D1
Governa [A+]
P.No. xyz41 nce skills

Performance
3
[A]
Level Team
work
[B+]

Rating
Designation HR Manager
Articulati
Department Establishment on Skills [B]
Superior Name Z3 1 2 3 4 5
[C]

B-2 Major Contributions.

1. Successfully governed Intel HR project
2. Successful client negotiation for HR consulting with Google
B-3
Is the Officer ready for higher responsibility in the same level or higher Impact level.
Yes
B-4 Strengths ( Functional and Behavioral)
Final Performance Rating
Strategic Planning – Effective and timely planner of strategies
B-5 Highly articulate in her thoughts and suggestions
Effective Performance
Opportunities for Improvement
B-6 Team work – can work better to enhance team work

Development needs (Functional & Managerial)

Can develop technical skills that can enhance recruitment in IT personnel

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Performance Contract
Key UOM Target Achievement Key Initiatives Constraints Rating by
Deliverables/KR taken Superior
A
Finance
Cost saving on Rupees 80,000 75,000 Negotiation Demands 9
disputes and with Trade for increase
domestic Union in wages
enquiries (in Rs)
Customer
NA NA NA NA NA NA NA
Internal Business Process
Decrease in Performance 8.5 8.5 Resolving Aggression 8.5
complaints from ratings issues before from Trade
Trade Unions they became Union
bigger disputes
People Development
Increased job Pulse survey 90 90 Increasing the Budget 8
satisfaction rating rate of disputes
resolved

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Managerial Competency

Assessment PL1 PL2 PL3 PL4 PL5

Scale
Rarely Sometimes Often Most Often Always

Name Position Managerial Desired Actual Gap

Competency Proficiency Proficiency
Level Level
M1 Manager Leadership 5 3 2
HR skills
Communica 4 4 0
tion skills
Team work 3 2 1
Strategic 4 4 0
Planning

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Performance Rating
Group No/Name
Name of Assessee Performance
A+ = 1
Rating
A=2
B+ = 4
M1 A B=1
M2 B+ C=2
M3 B+
M4 A
M5 C
M6 B+
M7 B
M8 B+
M9 C
M10 A+

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Talent Review Discussion – One page Report for Individual Officer
Date of filling up Part Managerial Competency Assessment Performance Matrix
B by superior Leadershi
B-1 p Skills B-1 [E]
Name of Officer M1
Communi [A+]
P.No. mnop cation

Performance
Skills
2
[A]
Level
Team
[B+]

Rating
Designation HR Manager work

Department Labour Relations Strategic [B]

Planning
Superior Name N2
1 2 3 4 5 [C]

B-2 Major Contributions.

1. Formulated the Rules and Regulations of Sexual Harassment against Men.
2. Successful negotiation with Trade union on wages.
B-3
Is the Officer ready for higher responsibility in the same level or higher Impact level.
Yes
B-4 Strengths ( Functional and Behavioral)
Final Performance Rating
Takes initiative- looks out for the workers to create an amicable environment
B-5 Highly sensible
Effective Performance
Opportunities for Improvement
B-6 Leadership Skills- Needs to lead his team better
Team work- Needs to take decisions together with the team.

Development needs (Functional & Managerial)

Leadership Skills and Team work

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Performance Contract
Key UOM Target Achievement Key Initiatives Constraints Rating by
Deliverables/KR taken Superior
A
Finance
Decrease Rupees 100,0000 85,0000 Automate Budget 8.5
recruitment recruitment
cost(in Rs) process &
virtual hiring
Customer
NA NA NA NA NA NA NA
Internal Business Process
Employee Performan 8 8 Target Goal Budget 8.5
executing their ce ratings Achievement
own
development
plan
People Development
Growth Pulse 85 90 Employee Budget 9
opportunity survey development
satisfaction rating centre

20
Managerial Competency

Assessment PL1 PL2 PL3 PL4 PL5

Scale
Rarely Sometimes Often Most Often Always

Name Postion Managerial Desired Actual Gap

Competency Proficiency Proficiency
Level Level
V1 Manager Leadership 2 3 1
HR skills
Communica 4 4 0
tion skills
Team work 3 4 1
Strategic 2 2 0
Planning

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Performance Rating
Group No/Name
Name of Assessee Performance
E=1
Rating
A+ = 2
A=2
V1 A+ B+ = 3
V2 C B=1
V3 B+ C=1
V4 B+
V5 A+
V6 A
V7 B+
V8 E
V9 A
V10 B

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Talent Review Discussion – One page Report for Individual Officer
Performance Matrix
Date of filling up Part Managerial Competency Assessment
B by superior Leadership [E]
B-1 skills B-1
Name of Officer Y
[A+]
Communicati
on skills
P.No.

Performance
xyz1
Team work
[A]
Level 3
Strategic
Planning [B+]

Rating
Designation HR Manager
1 2 3 4 5 [B]
Department Compensation
Management
[C]
Superior Name X1

B-2 Major Contributions.

1. Was responsible in managing the compensation for 5 years and achieving the role of market lead.
2. Attracted competent and qualified persons towards organization by offering fair wage and incentive.
B-3
Is the Officer ready for higher responsibility in the same level or higher Impact level.
Yes
B-4
Strengths ( Functional and Behavioral) Final Performance Rating
B-5 1.Resourcefulness
2.Analytical Effective Performance

B-6

Development needs (Functional & Managerial)

Focus on keeping things fair for employees and for the company in order to stay profitable and on the
future growth and success of the company.
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Performance Contract
Key UOM Target Achievement Key Initiatives Constraints Rating by
Deliverables/KR taken Superior
A
Finance
Review or Market Lead the In the 65th Formed a Budget 9
redesign of the Practice market percentile group
compensation dedicated for
strategy(in Rs) market study of
compensation
Customer
NA NA NA NA NA NA NA
Internal Business Process
Recognition of Performance 8.5 8.5 Training in case Market 7.5
high potentials ratings needed competition
and retention of
key employees
People Development
Increased Average 10 years 8 years Employee Budget 9
retention and Retention engagement
attraction period activities

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Managerial Competency

Assessment PL1 PL2 PL3 PL4 PL5

Scale
Rarely Sometimes Often Most Often Always

Name Postion Managerial Desired Actual Gap

Competency Proficiency Proficiency
Level Level
Y Compensati Analytic 3 4 1
on Manager Skills
Resourceful 4 4 0
ness
Team work 3 4 1
Strategic 2 2 0
Planning

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Performance Rating
Group No/Name
Name of Assessee Performance
E=1
Rating
A+ = 2
A=2
Y1 A+ B+ = 3
Y2 C B=1
Y3 B+ C=1
Y4 B+
Y5 A+
Y6 A
Y7 B+
Y8 E
Y9 A
Y10 B

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Talent Review Discussion – One page Report for Individual Officer
Date of filling up Part Managerial Competency Assessment Performance Matrix
B by superior Leadership
B-1 skills B-1 [E]
Name of Officer V1
Communicati
on skills
[A+]
P.No. xyz81

Performance
3
Team work
[A]
Level Strategic
Planning
[B+]

Rating
Designation HR Manager
1 2 3 4 5
Department Employee Relations [B]
Superior Name U1
[C]

B-2 Major Contributions.

1. Has lead a team to make sure the employee grievance are resolved and they get good learning opportunity.
2. Implemented new method of recruitment within the new assigned budget.
B-3
Is the Officer ready for higher responsibility in the same level or higher Impact level.
Yes
B-4 Strengths ( Functional and Behavioral)
Final Performance Rating
Great Team Player
B-5 Leadership skills
Effective Performance
Opportunities for Improvement
B-6
Strategic Planning – needs to analyze data before implementing any new plan

Development needs (Functional & Managerial)

Be more interactive and implement plan more strategically

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Consolidated Performance Rating
Performance No. of Desired Actual
Rating Officers Distribution Distribution
[E] 15%
[A+] 25%
[A] 30%
[B+] 20%
[B] 9%
[C] 1%

FOR LATER – WILL BE DONE

IN CLASS
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