1. Human Resources Philosophy

Infinit-O team member shall have an opportunity to:

• Make meaningful and significant contributions to achieving the Company’s Vision and Mission and living the values.

• Contribute and share in the Company’s success.

• Provide team members the opportunities to capitalize on their strengths, and achieve and excel in one’s field or profession. Thus, grow professionally and personally.

• Ensure personal and professional satisfaction that comes from a sense of accomplishment in one’s work.

• In the final analysis, people at all levels determine the character and strength of the Company.

1. Objective

Performance Management System (PMS) is a key and essential process through which the objectives and targets of the strategic business plan are implemented and achieved by ensuring that organizational goals and priorities are integrated with individual responsibilities and initiatives. This will be executed by the system Profit.co.

Given our Human Resources Philosophy, our key Performance Management Objectives are:

• Align organizational and individual needs and objectives.

• Foster initiative and creativity by allowing team members great freedom of action in attaining well-defined objectives within the limitations imposed by such objectives and by our Company policies.

• Facilitate the development of a culture focusing on results and how well they are achieved.

• Identify training and other developmental opportunities that will help prepare team members to progress in their career fields, thus increasing the Company’s overall corporate knowledge base.

• Provide feedback on team member’s work progress and accomplishments.

• Provide a more structured basis for decisions on personnel actions.

• Reinforce core values of the Company with the regular performance of work

3.0 Scope

This policy shall apply to all team members.

1. Provisions

1. Our performance management scheme is characterized by the following:

1. Better Performance – One of the goals of the system is improved performance by all team member

2. Building Desire – Through clearly defined objectives and key results, expectations and outcomes, frequent feedback, open communications, and challenging work assignments, the system is designed to foster a work environment where team members are internally motivated to do their best every day and to help improve overall team Performance

3. Developmental – Being competency-based, a key element of the system is providing opportunities for team members to learn more and perform better in their current jobs and to progress in their chosen career fields.

4. Positive – the system primarily focuses on providing the resources necessary for all team members to achieve their full performance potential.

5. Shared Responsibility – A successful performance management scheme requires both input and participation by team members, Immediate Supervisors and management team.
   

2. Assessment of team member’s performance shall be based on the following performance factors:

1. Contributions, or output/results in the form of Objectives and Key Results (OKRs) and Key Performance Indicators (KPIs) that are in line with the Company’s goals and/or desired results. Contributions can be expected to result in the performance of the team member’s roles and responsibilities and/or initiatives.

2. P.R.I.D.E Values, where a team member demonstrates the company core values to achieve our organizational goals.

1. Proactivity – Taking the initiative to make things happen.

2. Results Oriented – Focusing on the quality of achievements and outcomes.

3. Innovation – Being creative or resourceful.

4. Dependability – Being trustworthy

5. Engaged – Being involved or committed

3. Performance Planning (Creation of OKR) – PMS shall begin with Performance Planning which is an essential part of the performance management scheme as team members are more productive when they are committed to achieving clear performance targets. This can be done through the creation of OKRs defining the target and weights for each OKRs. Thus, our main task is to gain our team members’ commitment and cooperation toward reaching performance targets.

1. Performance Planning shall start at the beginning of the performance cycle where expectations are set through OKRs. Supervisors shall create OKRs in Profit.co and discuss it with the Team members.Supervisor shall define weights and target for each OKR created. 

All PMS shall include:

1. Clearly defined contributions to be achieved in the next six (3) months with specific targets and relative weight as indicated in 4.3.1; and

2. Competencies that will contribute to the achievement of the agreed results

2. Clear objectives must be indicated and inappropriate or plain comments must be avoided. See samples of inappropriate objectives:

Inappropriate Objectives Reason for Avoidance

• Extermination of mistakes Unable to evaluate from an objective

point of view

• Execute business smoothly Unclear on which point in particular

should be improved

• Endeavor to achieve sales Result of objective is unclear

• Expand external relationship Must state precisely how it will apply to

business

3. OKRs shall have a well defined KPI in Profit.co. KPI could be nonmeasurable such as percentage tracked, milestone and baseline or measurable such as increased/decreased and controlled KPI. 

4. All OKRs shall be developed within 30 days from the beginning of the performance cycle and shall be documented using Profit.co.

5. In Performance Planning process, OKRs and the team member’s position description are essential reference guides.

6. All Individual Performance Plans shall link to the team and the organization’s goals and/or strategies.

7. OKRs are subject to change. As such, it can be changed when the roles and responsibilities required of the position change, the outcomes and expectations of the position change, or a determination is made before the end of the performance cycle that the plan needs modification due to new assignments/projects and/or initiatives.

4. Performance Monitoring (Check-in) – It shall be the Immediate Supervisor’s responsibility to monitor the team member’s performance throughout the performance cycle.

1. Monitoring is the process of making accurate and objective performance observations based on the outcomes and expectations contained in the OKRs which was defined at the early stage of the process.
   

2. Throughout the performance cycle, it shall be the responsibility of the rater/Immediate Supervisor to make check-in, collect data, and provide feedback and coaching, and document results.

3. Performance monitoring, check-in, feedback and coaching should be an ongoing and continuous process, occurring during normal interactions at work. Informal review sessions can occur weekly or even daily as a way of addressing priorities, achieving outcomes, and/or modifying performance plans. Frequency of progress reviews may vary based on the dynamics of the position, problems encountered, changes in priorities and new assignments.

4. Feedback shall be obtained from multiple sources to have an objective assessment of competencies. The intent is to capture input from those who have the best opportunities to objectively observe a team member’s performance.

1. It shall be the responsibility of the Immediate Supervisor to obtain feedback from peers and/or subordinates before making an appraisal of the team member’s competencies.

2. Feedback from peers and/or subordinates should be obtained within thirty (30) days before the end of the performance cycle.

5. Performance Review – The main objective of the Performance Review is to evaluate the team member’s performance in the accomplishment of OKR against the established/committed goals and standards. Performance Review process should include a two-way discussion between the Immediate Supervisor and team member, as well as written documentation of performance. The review should focus on team member’s performance relating to areas of excellence, areas for improvement and development needs.

1. Performance Assessment shall involve documentation of the team member’s performance. Immediate Supervisors shall use specific examples in the documentation to demonstrate the performance and/or competencies.

2. The agreed written assessment of performance against agreed targets contained in PMS that are prepared during Performance Planning shall be the basis for measuring or rating the team member’s actual performance.

3. OKRs and shall be supported by metrics and documents describing team member accomplishments of the agreed upon outcomes or expectations in the Performance Plan.

4. Rating for the P.R.I.D.E. values are equivalent to 20% each. Ratings must be based on performance over time, not isolated incidents. Passing score for this section is 80%.

5. In the assessment of the PRIDE values, the Immediate Supervisor shall provide ratings and corresponding incidents or display of behavior.

6. Performance Review must be conducted first on Managers followed by the rest of the team members.

7. Performance Review on ELT is based on company, department and individual KPIs that are established at the beginning of each year.

8. Performance Discussion is a formal meeting and open discussion with the team member to discuss overall performance results. Performance discussion is critical to the performance management scheme; thus, it shall be the responsibility of the Immediate Supervisor to ensure that a performance discussion be conducted for all team members.

9. Performance discussion shall occur within 15 days before the end of the performance cycle.

10. Immediate Supervisor shall provide feedback regarding his/her assessment of team member’s actual achievements based on the KRAs and KPIs contained in the performance plan.

11. Performance discussion shall also provide team members the opportunity to give his/her viewpoint on the appraisal.

12. Where there are performance gaps as a result of the assessment of competencies, the Immediate Supervisor and team member shall both reflect on performance, reach mutual decisions on how it might be improved, and prioritize development.

6. PMS is focused on professional and personal development and advancement of team members. As such, Development Planning is an important aspect of the performance discussion.

1. Development Planning shall be based on the result of the performance assessment.

2. During the open discussion, the Immediate Supervisor and team member shall identify training and development needs for improving job performance and enhancing career progression.

3. Development planning should be a process where development and training, and learning experiences in any of the three developmental activities are identified and pursued.
   

1. Job enhancement – training and developmental activities designed to enable a team member to perform in his/her current position and achieve full performance level.

2. Career development – designed to help qualify an individual for a different job (lateral or promotion)

3. Personal development

4. A Development Plan should include description of development needs and specific steps to be taken, and target dates for the completion of the plan’s objectives.

7. PMS shall be facilitated through Profit.co where creation,alignment and assigning of OKR is essential to achieve a holistic review at the end of the quarter. 

8. Performance Based Salary Adjustment

1. General Considerations

1. Company performance & Salary increase budget

2. Salary Structure and Market data

2. Eligibility

1. All Regular Team Members hired as of September 30 within the year of performance review

2. All Team Members without any salary increase after October 1 within the year of performance review (promotion, regularization, alignment, client driven increases)

3. Members must not have any issued discussion log within the applicable year, unless consideration is provided by their respective Manager and approved by the VP of Operations.

4. Exceptions may be considered for Client driven salary increases due to following:

1. Promotion

2. Internal transfer

3. Inflation

4. By request

3. Salary Increase

1. The final % increases will be under review by the ELT and will be cascaded as soon as final and approved.

2. All salary increases are based on the calibrated annual performance rating.

3. Pro-rated calculation applies as necessary. Salary changes after March 1 of the year of performance review will be pro-rated. Also based on hiring date of new hires within the year of performance review.

1. Responsibility

1. ELT is responsible for establishing the company OKRs.

2. Department head and respective Immediate Supervisors are responsible for aligning, assigning  and identifying the respective OKRs of the team members.

3. It is the responsibility of the Immediate Supervisor and team member to develop the Individual Performance Plan at the start of the performance cycle.

4. It is the responsibility of the Immediate Supervisor to monitor the team member’s performance throughout the performance cycle and keep a journal to record any display of P.R.I.D.E values.
   

5. It is the responsibility of the Immediate Supervisor and team member to do performance assessment, discussion and create development plans.

6. It is the responsibility of the Immediate Supervisor and team member to ensure that the Performance Management System is implemented every performance cycle.

7. P&T Team is responsible for providing guidelines to immediate supervisors and team members with regard to the proper implementation of the Performance Management System.

1. Frequency

2. Probationary Status – the performance evaluation must be conducted through Profit.co on the 3rd and 5th month, or earlier if for early regularization, before the completion of the probationary period.

1. An automated reminder for the conduction of PMS is sent to the immediate supervisor once member reach their 3rd and 5th month

2. Non-compliance of immediate supervisors and/or managers may lead to issuance of discussion logs in accordance to Infinit-O’s table of offenses and/or Code of Conduct.

3. Regular Status – the performance evaluation through Profit.co is conducted every quarter of the applicable performance cycles of the member.

7.0 Distribution

P&T Team Team Member

Immediate Supervisor

VP-P&T Department head VP-CSG

1. Usage

2. The Immediate Supervisor maintains a journal to record any display of Malasakit by using the values of

PRIDE:

Pro-active Result-driven Innovative Dependable Engaged

2. P&T Team releases a reminder to the Immediate Supervisor for the schedule of the regular cycle of the PMS Sessions

3. The Immediate Supervisor conducts the Individual Performance Planning upon regularization of the team member.

4. Performance appraisal session

1. The Immediate Supervisor puts in the individual OKR scores of the team member in Profit.co

2. The Immediate Supervisor puts in the ratings on the different categories of P.R.I.D.E in Profit.co

3.  Actual behavior/incident must be cited for each category.

4. The Immediate Supervisor discusses the results with the team member.

5. The Immediate Supervisor and the team member agree on the development needs and applicable corrective actions as well as the team member’s career plans.

6. The Immediate Supervisor submits the accomplished PMS form to P&T Team.

5. P&T Team reviews, evaluates, approves or requests additional information for clarification on the submitted PMS.

9.0 Records

Fully accomplished PMS Form through Profit.co

Discussion Log Discussion through check-in comments and notes in Profit.co

History of logs in Profit.co