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Version |
Approval Date |
Prepared By |
Changes |
Approved by |
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1.0 |
October 1, 2024 |
C. Mallion |
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Executive Leadership Team |
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1. Purpose
1.1. To drive a culture of excellence through continuous learning and improvement
2. Objective
2.1. To ensure a standardized process of measuring and managing individual performance across the organization
2.2. To provide guidance to leaders and support to team members in objectively setting, reviewing, and evaluating goals and objectives
3. Scope
3.1. This policy applies to all consultants, full-time and probationary team members of Infinit-O
4. Definitions
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Term |
Definition |
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1. Customer Goals |
Set targets on managing relationships with clients, customers, internal business partners, on services offered, and product quantity, quality, innovation, development and implementation
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2. Executive Leadership Team |
Top Management |
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3. Financial Goals |
Set targets on revenue, cost, profitability, shareholder returns, operating expenses
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4. Functional Leader |
The position accountable for the overall operations of a function
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5. Goal Setting |
Establishing annual targets in alignment to cascaded business strategy
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6. Goals |
Broad targets in 4 perspectives:
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7. Key Results |
Significant, reliable and quantifiable measurements used to gauge individual performance |
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8. Objectives |
Short-term targets as action plans, programs, activities to achieve set annual goals |
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9. People Goals |
Set targets related to:
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10. Performance Evaluation |
Process held at the end of each quarter whereby the team member, manager and stakeholders are involved in quantitatively and qualitatively gauging the achievement level of team member against the objectives set |
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11. Performance Review |
Process whereby the team member, manager and stakeholders are involved in:
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12. Process Goals |
Set targets related to: 1. Governance and Policies 2. Internal systems including business process creation, improvement and innovation, reengineering |
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13. Rating Scale |
A set of categories with corresponding quantifiable range of performance targets |
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14. Reporting Manager |
The position to which the team member is directly reporting to: 1. Team Leader 2. Manager / Hiring Manager
4. Director 5. Vice-President 6. CEO |
5. Policies
5.1. General
5.1.1. All team members of Infinit-O whether full-time or probationary as well as consultants must have goals and measurable objectives.
5.1.2. The performance management cycle starts January 1 and ends December 31.
5.1.3. Goals are established and evaluated on an annual basis, whereas objectives are set and evaluated on a quarterly basis.
5.1.4. Performance management is management of individual performance and not position. Team members holding this same position may have differences in performance objectives.
5.2. Goal Setting
5.2.1. Functional leaders are expected to draft their annual goals and quarterly objectives aligned to the business strategy after the Executive Leadership Team have cascaded the annual business goals and objectives.
5.2.2. Goals and objectives of Functional Leaders need the approval of the Executive Leadership Team.
5.2.3. There needs to be a discussion between reporting managers and team members for clarification and alignment of expectations and calibration of key results prior to approval.
5.2.4. Functional Leaders are expected to cascade their annual goals and quarterly objectives to their direct reports (managers, team leads, and supervisors.)
5.2.5. Annual goals and objectives for the entire year (1st to 4th Quarter) need to be set at the start of the fiscal year.
5.2.6. Objectives for the 2nd to 4th quarter will be reviewed, recalibrated, and reconfirmed before commencement or latest at the 1st week of the quarter.
5.2.7. Goals and objectives of the direct reports need the approval of the Functional Leaders.
5.2.8. Goals and objectives of those in the associate levels will be drafted by their reporting managers.
5.2.9. There should be no more than 4 goals every quarter.
5.2.10. While the number of objectives are open in quantity, reporting managers need to assess the achievability of completing all objectives given the bandwidth, difficulty and timelines.
5.2.11. Each identified objective must have at least one Key Result.
5.2.12. An objective can have more than one Key Result.
5.2.13. A Rating Scale must be identified clearly for each Key Result.
5.2.14. Rating scale is from 1-5 with 1 being lowest and 5 being the highest
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Rating |
Description |
Definition |
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5 |
Outstanding |
Achieved performance output or result significantly exceeds expectations in terms of agreed performance metrics of quantity, quality and timelines
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4 |
Exceeds Expectations |
Performance output or result exceeds range of expectations in terms of agreed performance metrics of quantity, quality and timelines
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3 |
Meets Expectations |
Performance output or result meets expectations in terms of agreed performance metrics of quantity, quality and timelines
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2 |
Below Expectations |
Performance output or result falls below range of expectations in terms of agreed performance metrics of quantity, quality and timelines.
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1 |
Unacceptable |
Performance output or result is significantly lower than agreed performance metrics of quantity, quality and timelines.
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Examples of Key Results and Rating Scales
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Objective |
Key Result |
Rating Scale |
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Increase sales revenue to 10% by March 31 |
% Sales Revenue |
5 |
19% above increase in sales revenue by March 31 |
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4 |
14-18% increase in sales revenue by March 31 |
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3 |
10-13% increase in sales revenue by March 31 |
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2 |
7-9% increase in sales revenue by March 31 |
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1 |
6% below increase in sales revenue by March 31 |
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Objective |
Key Result |
Rating Scale |
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Completion of 3 Playbooks by May 1 |
# of Modules Completed, Timeline and Client Feedback |
5 |
3 modules completed before May 15 with client commendation |
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4 |
3 modules completed between May 1-7 |
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3 |
3 modules completed by May 8-15 |
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2 |
2 modules completed by May 15 |
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1 |
1 module completed by May 15 |
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5.2.15. All objectives must have an equivalent weight in percentage which totals to 100%.
5.2.16. Key priorities determine percentage weight. The higher the importance the higher the percentage weight.
5.2.17. Objectives need to be specific, measurable, attainable, realistic and timebound.
5.2.18. Set objectives need to consider the competence level of the employee. New hires with the same position as tenured team members may have the same objectives and key results but different rating scales. Setting unrealistic expectations is setting team members for failure and consequently causing employee demotivation. Performance management should drive employee productivity and engagement.
5.2.19. There needs to be a discussion between direct managers and team members for clarification and alignment of expectations and calibration of key results and rating scales prior to approval.
5.2.20. Business Strategy, Functional Goals and Job Description should be used as references in creating individual performance objectives.
5.2.21. If an associate team member moves to a different position or a different team within a quarter, the team member would need a new set of objectives and key results set by the new reporting manager.
5.2.22. If a non-associate level team member gets transferred or promoted within a quarter, the non-associate level team member will need to draft his objectives, key results and rating scale for the approval of the reporting manager.
5.2.23. To ensure fairness and balance, the reporting manager and team members who are in the manager level or above need to agree on the list of stakeholders who will be providing performance feedback as part of the 360 evaluation.
5.2.24. Team members eligible for 360 degree feedback can either have a client or internal business partner for the Customer feedback.
5.2.25. Please see table provide guidance in choosing stakeholders:
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Stakeholder |
Guidelines |
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Client
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The request for feedback can be sourced from all clients they direct |
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Internal Business Partner |
Functional Leads who have either:
1. Worked on a project with the team member to be evaluated
2. Worked closely with the team member to be evaluated because of regular interaction, communication, and coordination.
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Peers |
Identified peers are those who work closely with the team member to be evaluated because of a project or deliverable. There is regular (at least once a week) interaction, communication, coordination and collaboration. |
5.2.26. In the case of separation of a team member whether voluntary or involuntary, the new team member who replaced the separated team member to hold the same position will not inherit the objectives key results and rating scale of the previous team member. The objectives, key results and rating scale set are all person-based not position-based which considers competency, level and capability of the individual.
5.3. Performance Reviews
5.3.1. To drive performance, reporting managers must schedule regular performance reviews with their team members to
5.3.1.1. Determine progress on action plans and programs
5.3.1.2. Identify risks and opportunities
5.3.1.3. Develop action plans and contingency plans to mitigate risks and resolve issues and challenges
5.3.1.4. Identify additional support needed to ensure success
5.3.1.5. To celebrate milestones
5.3.1.6. To motivate and encourage team members to maintain or enhance performance during challenges
5.3.1.7. Reassess feasibility of set targets with consideration of uncontrollable factors
5.3.2. Frequency of performance reviews will be determined by reporting managers.
5.3.3. Minimum performance reviews will be once a month.
5.3.4. Performance reviews must be documented.
5.3.5. Team members and reporting managers should document performance discussions, agreements, agreed action plans regarding issues and challenges encountered and include relevant business data for validation of performance milestones and achievements.
5.3.6. Objectives and Key Results can be recalibrated or changed within the quarter if:
5.3.6.1. There is a change in business direction or strategy
5.3.6.2. It has been assessed to be unattainable due to known uncontrollable circumstances or factors
5.3.7. Changing objectives, key results and rating scales within the quarter needs approval by the 2nd level manager also known as the reporting manager’s manager.
5.4. Performance Evaluation
5.4.1. General
5.4.1.1. Feedback will be sourced from different perspectives.
5.4.1.2. Managers above will source feedback from 4 perspectives:
5.4.1.2.1. Self
5.4.1.2.2. Manager
5.4.1.2.3. Peer
5.4.1.2.4. Client / Customer / Business Partner / Stakeholders
5.4.1.3. Non-managers will source feedback from:
5.4.1.3.1. Self
5.4.1.3.2. Manager
5.4.1.4. As a process, team members will conduct a self-assessment of their performance for each of the objectives set and provide business data as reference.
5.4.1.5. Self-assessments will be submitted to the reporting manager.
5.4.1.6. For performance evaluation of managerial positions above, the reporting manager will request for feedback from peers and Client / Customer / Business Partner / Stakeholders.
5.4.1.7. The Reporting Manager will review feedback from all stakeholders as input to the team member’s evaluation.
5.4.1.8. Reporting Manager will document evaluation of team members’ quarterly individual performance.
5.4.1.9. Changing of key results or recalibration of rating scales is not allowed during this evaluation period.
5.4.1.10. 1:1 meetings with team members and reporting managers need to be scheduled by the manager to provide an avenue for discussion and clarification for stakeholder buy-in of performance rating.
5.4.1.11. Each of the objectives’ key results will be rated based on business data with reference to the set rating scale.
5.4.1.12. Rating for each Key Result will be multiplied by the weight percentage to obtain the weighted rating.
5.4.1.13. Computation for the Final Performance Evaluation will be determined by adding the total weighted ratings of all key results.
5.4.1.14. Rating Scale is as follows:
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Rating |
Description |
Definition |
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4.60 - 5.00 |
Outstanding |
Achieved performance output or result significantly exceeds expectations in terms of agreed performance metrics of quantity, quality and timelines
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4.00 - 4.59 |
Exceeds Expectations |
Performance output or result exceeds range of expectations in terms of agreed performance metrics of quantity, quality and timelines
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3.00 - 3.99 |
Meets Expectations |
Performance output or result meets expectations in terms of agreed performance metrics of quantity, quality and timelines
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2.00 - 2.99 |
Below Expectations |
Performance output or result falls below range of expectations in terms of agreed performance metrics of quantity, quality and timelines . |
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Below 1.99 |
Unacceptable |
Performance output or result is significantly lower than agreed performance metrics of quantity, quality and timelines.
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5.4.1.15. Team Members with Performance Evaluation Final Rating of 3 above will be rewarded incentives according to Performance Rewards and Recognition Policy.
5.4.1.15.1. Self
5.4.1.15.2. Manager
5.4.1.15.3. Peer
5.4.1.15.4. Client / Customer / Business Partner / Stakeholders
5.4.2. Probationary Team Members
5.4.2.1. Reporting managers shall conduct performance evaluations for probationary team members in the 3rd and 5th months of employment.
5.4.2.2. Based on evaluation, reporting managers will determine whether to recommend regularization or non-regularization of probationary team members.
5.4.2.3. Reporting managers can recommend early regularization for probationary team members who meet or exceed expectations in the 3rd month.
5.4.2.4. Probationary team members with a final performance evaluation rating of 1 (unacceptable) in the 5th month will complete their probationary period but they will not be offered full-time employment.
5.4.2.5. If probationary team members received a final performance evaluation rating of 2 (below expectations), probationary contract can be extended to a maximum of 3 months by recommendation of the reporting manager to further assess team member’s competency, role fit and capability to take position responsibilities beyond the normal learning curve timelines.
5.4.2.6. Reporting managers who choose to extend the probationary contract of team members need to: 1) be clear with expected key results and performance assessment duration, 2) document this request with HR Employee Relations for update of contract in compliance with DOLE requirements.
5.4.3. Regular Team Members and Consultants
5.4.3.1. For regular team members and consultants, performance evaluations are conducted quarterly.
5.4.3.2. Schedule of performance evaluations will be between 4th week of the end of quarter to 1st week of the following quarter.
5.4.3.3. If a team member moves to a different position or a different team within a quarter, it is the current reporting manager who evaluates the team member’s performance.
5.4.3.4. The current reporting manager will need to obtain the evaluation of the previous manager for those objectives related to the previous position of the team member.
5.4.3.5. The basis of the incentives or performance rewards of a team member moved to a different position or a different team, whether lateral or vertical transfer, will solely be based on the objectives of the previous role with due respect to timelines prior to assuming the new role.
5.4.3.5.1. Example: An Associate is promoted to Sr. Associate role starting Aug 1. The associate will complete the objectives for July and the performance rating for July will be the performance rating for the entire 3rd quarter. While the weight of objectives for July may not total to 100%, the total weight will be translated to 100%.
5.4.3.6. Regular team members with a final performance evaluation rating of 1 (unacceptable) at the end of any review period will be placed on the Performance Improvement Plan (PIP) for a maximum duration of 1 month with minimum rating of 2 by the end of the agreed PIP evaluation period.
5.4.3.7. Regular team members with a final performance evaluation rating of 2 (below expectations) at the end of any review period will be placed on the Performance Improvement Plan (PIP) for a maximum duration of 3 months with minimum rating of 3 by the end of the agreed PIP evaluation period.
5.4.4. Performance Data Privacy
5.4.4.1. Functional leaders are expected to draft their annual goals and quarterly objectives aligned to the business strategy after the Executive Leadership Team have cascaded the annual business goals and objectives.
5.4.4.2. Goals and objectives of Functional Leaders need the approval of the Executive Leadership Team
6. Performance Management Schedules
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Performance Planning |
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Activity |
Timeline |
Responsible |
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Strategic and Business Planning (Creation or Confirmation) |
Oct 1 - 15 |
ELT |
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Strategy and Business Plans Cascade to Functional Heads |
Oct 16 - 23 |
ELT |
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Drafting of Functional Goals and Quarterly Objectives |
Oct 24 - Nov 7 |
Functional Heads |
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1:1 Discussion of Functional Goals and Objectives |
Nov 8 - 15 |
ELT and Functional Heads |
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Approval of Quarterly Objectives |
Nov 15 |
ELT |
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Functional Goals and Quarterly Objectives Cascade |
Nov 16 - 17 |
Functional Heads |
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Drafting of Individual Goals and Quarterly Objectives |
Nov 17 - 23 |
Leaders |
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1:1 Discussion of Leaders Goals and Quarterly Objectives |
Nov 24 - 30 |
Functional Heads and Leads |
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Approval of Quarterly Objectives |
Nov 30 |
Functional Heads |
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Setting of Individual Goals and Quarterly Objectives of Associates |
Dec 1 - 7 |
Leaders |
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Cascade of Associates’ Goals and Objectives (1:1 Discussion and technology) |
Dec 8 - 15 |
Leaders |
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Performance Review of Regular Team Members |
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Activity |
Timeline |
Responsible |
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1st Performance Review |
Jan 25 - 30 |
Reporting Manager |
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2nd Performance Review |
Feb 24 - 28 |
Reporting Manager |
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3rd Performance Review |
Apr 25 - 30 |
Reporting Manager |
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4th Performance Review |
May 25 - 30 |
Reporting Manager |
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5th Performance Review |
Jul 25 - 30 |
Reporting Manager |
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6th Performance Review |
Aug 25 - 30 |
Reporting Manager |
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7th Performance Review |
Oct 25 - 30 |
Reporting Manager |
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8th Performance Review |
Nov 25 - 30 |
Reporting Manager |
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Performance Evaluation |
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Activity |
Timeline |
Responsible |
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1st Quarter Performance Evaluation |
Mar 15 - Apr 7 |
Reporting Manager |
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Trigger Release of Performance Evaluation Forms |
Mar 15 |
Organizational Development Team |
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Self-Assessment |
Mar 15 - 21 |
Team Members |
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Request for Feedback from Stakeholders |
Mar 22 - 28 |
Reporting Managers |
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Reporting Manager Assessment |
Mar 25 - 30 |
Reporting Managers |
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1:1 Discussion of 1st Quarter Performance Evaluation |
Apr 1 - 6 |
Reporting Managers |
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Submission of Final Performance Evaluation |
Apr 7 |
Reporting Managers |
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2nd Quarter Performance Evaluation |
Jun 15 - Jul 7 |
Reporting Manager |
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Trigger Release of Performance Evaluation Forms |
Jun 15 |
Organizational Development Team |
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Self-Assessment |
Jun 15 - 21 |
Team Members |
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Request for Feedback from Stakeholders |
Jun 22 - 28 |
Reporting Managers |
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Reporting Manager Assessment |
Jun 25 - 30 |
Reporting Managers |
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1:1 Discussion of 2nd Quarter Performance Evaluation |
Jul 1 - 6 |
Reporting Managers |
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Submission of Final Performance Evaluation |
Jul 7 |
Reporting Managers |
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Performance Evaluation |
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Activity |
Timeline |
Responsible |
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3rd Quarter Performance Evaluation |
Sep 15 - Oct 7 |
Reporting Manager |
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Trigger Release of Performance Evaluation Forms |
Sep 15 |
Organizational Development Team |
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Self-Assessment |
Sep 15 - 21 |
Team Members |
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Request for Feedback from Stakeholders |
Sep 22 - 28 |
Reporting Managers |
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Reporting Manager Assessment |
Sep 25 - 30 |
Reporting Managers |
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1:1 Discussion of 3rd Quarter Performance Evaluation |
Oct 1 - 6 |
Reporting Managers |
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Submission of Final Performance Evaluation |
Oct 7 |
Reporting Managers |
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4th Quarter Performance Evaluation |
Dec 10 - Jan 15 |
Reporting Manager |
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Trigger Release of Performance Evaluation Forms |
Dec 10 |
Organizational Development Team |
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Self-Assessment |
Dec 10 - 15 |
Team Members |
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Request for Feedback from Stakeholders |
Dec 10 - 15 |
Reporting Managers |
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Reporting Manager Assessment |
Dec 14 - 18 |
Reporting Managers |
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1:1 Discussion of 1st Quarter Performance Evaluation |
Jan 4 - 14 |
Reporting Managers |
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Submission of Final Performance Evaluation |
Jan 15 |
Reporting Managers |
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Positions |
Responsibilities |
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Executive Leadership Team |
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Functional Leaders |
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Reporting Manager |
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Team Member (Associate Level) |
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Team Member (Above Associate Level) |
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HROD Functional Head |
1. To release performance management guidelines which include: 1.1. Performance management process 1.2. Performance management timelines and deadlines 1.3. RACI framework (Responsible Accountable Consulted and Informed) |
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Organizational Development and Learning Development Team |
2. To build capability to team members by conducting workshop or refresher courses on: 2.1. Goals and Objective Setting 2.2. Performance Reviews 2.3. Performance Evaluation for Leaders 2.4. Performance Evaluation for Team Members 2.5. System / Technology / Platform Capability |
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Organizational Development and Learning Development Team |
3. Monitor Compliance and Send Reminders for Completion of Requirements Monitor Compliance and Send Reminders for Completion of Requirements.:
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7. Responsibilities
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Positions |
Responsibilities |
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Executive Leadership Team |
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Functional Leaders |
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Reporting Manager |
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Team Member (Associate Level) |
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Team Member (Above Associate Level) |
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HROD Functional Head |
1. To release performance management guidelines which include: 1.1. Performance management process 1.2. Performance management timelines and deadlines 1.3. RACI framework (Responsible Accountable Consulted and Informed)
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Organizational Development and Learning Development Team |
2. To build capability to team members by conducting workshop or refresher courses on:
2.2. Goals and Objective Setting 2.3. Performance Reviews 2.4. Performance Evaluation for Leaders 2.5. Performance Evaluation for Team Members 2.6. System / Technology / Platform Capability
3. Monitor Compliance and Send Reminders for Completion of Requirements
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8. Process Flows
8.1. Performance Planning Process
9. Related Policies
9.1. Regularization Policy
9.2. Performance Improvement Plan
9.3. Performance Rewards and Recognition
9.4. Promotion Policy
10. Review and Revision
10.1. This policy will be reviewed annually by the HR Organizational Development and Learning and Development and updated as necessary.
11. Approval and Effective Date
● Approved by: Executive Leadership Team
● Effective date: October 1, 2024
12. Contact Information
● For any questions regarding this policy, you may submit a ticket or email HR-ODLD <odld@infinit-o.com>