PERFORMANCE ASSESSMENT - Tata Technologies Managemen… · Based on the review, performance pay is awarded which is based on individual performance, as assessed by managers at the

PERFORMANCE ASSESSMENT

MANAGER’S GUIDE FY 17-18

Human Resources

This document has been compiled with the perspective of capturing necessary information while also providing guidelines on managing performance assessment and linked processes in the organization with details of the stakeholder’s responsibilities in the management of this process.

Doc. No/Name: Performance Assessment – Manager’s Guide Version Number: 1.2

Division: Human Resources Effective Date: 01/04/2018

D o c u m e n t C a t e g o r y : G e n e r a l | P a g e 1 | 15

Table of Contents 1. Scope ............................................................................................................................................. 2

2. Performance Management System (illustration 1) ................................................................ 2

3. Assessment Calendar (illustration 2) ....................................................................................... 2

4. Assessment Rating Scale (table 1) ........................................................................................... 3

5. Bell Curve Distribution (table 2) ................................................................................................ 4

6. Promotion (table 3) ...................................................................................................................... 4

7. Using Competency Framework for assessing Tata Technologies Leadership Competencies (TTLCs) ........................................................................................................................ 5

8. General Guidelines: Special Situations .................................................................................... 6

9. Performance Assessment through PACE (illustration 3) ...................................................... 6

10. General Guidelines: New Joiners .......................................................................................... 7

Annexure I: Process interface for employees deputed to Tata Motors India ............................ 8

Annexure II: Work Level, Grade, Competency & Dimensions ....................................................... 0

Annexure III: Tata Technologies Leadership Competencies (TTLCs) ......................................... 2

Annexure IV: Glossary of Terms ........................................................................................................ 0




1. Scope This document defines keywords, outlines process for performance assessment and compensation review along with providing guidelines for managing and completing the performance review cycle. This guide can be used by all managers at Tata Technologies globally. Differences in practices (in region) is highlighted separately. 2. Performance Management System (illustration 1) The Objective of Performance Review is to evaluate an individual’s job performance based on achievement against their goals set for the year and to provide feedback. The performance management system at Tata Technologies is a ten step process as shown in Illustration 1.

As part of the annual and mid-term Performance Management process, each employee is reviewed for performance. Their roles are also reviewed with respect to their positioning within their particular work level. In addition, individuals and managers can discuss and make development plans to agree and support future development required in order to enhance competence. Based on the review, performance pay is awarded which is based on individual performance, as assessed by managers at the end of the financial year and Company performance, as declared by the Company based on audited results. 3. Assessment Calendar (illustration 2) Tata Technologies follows a global assessment calendar (illustrated below). Dates for annual review with stage-wise details for completion of self, manager and reviewer assessment are published annually




Online performance management system allows for performance assessment for last financial year to be completed in parallel to goal setting for next financial year. 4. Assessment Rating Scale (table 1) Tata Technologies follows a seven-point rating scale (table 1). Each rating parameter is mapped to an aggregate score which is the summation of scores against goals in the online performance management system. Evaluation of performance is based on two variables (a) achievements against goals and targets set and (b) behavioral attributes on the job. The table below also has TTL rating scale mapped to Tata Motors for reference while appraising employees in TML (iSourcing) project.

Table 1: Global Performance Rating Scale

Rating Score Assessment Definition Trait For Tata Motors Ltd

A1 96 to 100 Exceptional performance

Exceeded expectations on all goals and outperformed on most of them. Value system and behavioral conduct is worthy of emulation, is an inspiration for others with excellent interpersonal skills

Exceptional Performer

Exceptional performance

A2 90 o 95 Frequently exceeds expectations

Met expectations on all goals and outperformed on some of them. A potential role model worthy of inspiring team members with excellent interpersonal skills.

Leader

B1 80 to 89 Performance at the required levels

Met expectations on almost all goals. Has potential to improve on performance with focus, result orientation, initiative and has good interpersonal skills.

High Performer Good Performance

B2 60 to 79 Meets most expectations

Met expectations on most goals. Needs improvement on performance and develop good interpersonal skills.

Solid Performer

Satisfactory Performance

B3 50 to 59 Occasionally meets expectations

Not met expectations on some goals. Aligns to organizational value system, has acceptable interpersonal skills and has the potential to get into the performer's zone with appropriate guidance.

Has Potential

C 40 to 49 Performance needs improvement

Not met expectations on most goals. Has organizational value system and has the potential to develop interpersonal skills

Low Contributor

Under Performance

D <40 Performance below required levels

Not met expectations. A Non-contributor who does not meet nor fulfill any organizational expectations and / or performance delivery

Non Contributor




5. Bell Curve Distribution (table 2) Bell Curve at Tata Technologies is drawn at the Global LOB / department level with a split at work level four (L4). This split is done keeping in mind the marked difference in role and responsibilities between these levels.

Table 2: Global Bell Curve Distribution

Score 96 – 100 90 – 95 80 – 89 60 - 79 50 - 59 40 - 49 < 40

Rating A1 A2 B1 B2 B3 C D

% Distribution (upto L3.2) 1% 9% 30% 40% 10% 8% 2%

% Distribution (L4 & above) - 10% 30% 40% 15% 5% -

Global bell curve will help in (a) providing a consolidated view of bell curve at the LOB / department level globally while also (b) moving away from inconsistency in rating performance within the same LOB / department. This approach lays the foundation for consistently driving Talent Management practices globally. It is important to note that HRBPs will work with you to ensure percentage distribution at every work level is adhered to achieve the overall distribution defined for each work level. All employees joined Tata Technologies on or before December 31 of the financial year are covered under the bell curve. It is important to note that employees can be rated as “Exceptional Performers – “A1” who have completed minimum tenure of 9 months with the Company during the review period with a detailed justification. For employees rated “C” and “D”, kindly refer to the Performance Improvement Plan (PIP) policy or speak with your HRBP for details. 6. Promotion (table 3) Traditionally, career progression has been seen as “my next promotion” and questions that are asked are around “how can I get promoted”. While performance assessment provides feedback on how we performed in the year gone by, promotion is for the future. Keeping this in mind, all progression and promotion recommendations will be reviewed globally.

Promotion: % regional / global should be below 10%.

Table 3: Promotion Percentage (regional / global) All Grades - Promotion Percentage (%) Below 10%

The criteria is detailed below a. Employees who have been rated A1, A2 or trending towards (FY18) only can be recommended for promotion. b. Employees should have been rated A1, A2 or B1 in FY17 c. Employees rated B1 can be considered for promotion subject to being within 20%- 30% of overall promotion

pool d. Employee should have spent 24 months in Tata Technologies from their date of joining and in their current

role e. Other Criteria:

Current role vis-à-vis role in future Degree of additional responsibility taken Increase in competency Availability of the role within and in the next work level.




Employee should not have been rated C / D in the last 2 appraisal cycles Employee should not have been promoted / progressed in the last 24 months Employee should not have a disciplinary raised in the last 24 months Employee must have resumed work for at least 12 months after a long leave including maternity,

paternity, study, sick leave etc (as on March 31, 2018).

Review and Approval process for promotion: (a) All recommendation for promotion should be submitted in PACE (b) HRBPs will review recommendation against promotion criteria (c) All promotion recommendations will be reviewed as below

Promotions / Progressions up till L2.2 will be approved by GOUCs; supported by HR Promotions / Progressions into L3 up to L3.2 will be reviewed at Global LOB level; facilitated by

HR Promotions / Progressions into L4 and above will be reviewed at organization level by ELT;

facilitated by HR

These parameters will help us ensure promotion and progression decisions are uniform, links to the individual performance and provides business rationale for these decisions rather than relying on pure performance or skill or tenure. All promotion decisions will be announced along with fixed pay announcement as per published calendar.

7. Using Competency Framework for assessing Tata Technologies Leadership Competencies (TTLCs)

A critical evaluation of individual performance is based on two components – an individual’s achievements against goals, targets and the behaviours demonstrated in achieving them. Competency framework helps create a uniform and well-understood vocabulary to discuss the behaviour of employees in the context of current performance and their immediate developmental needs while allowing managers determine employee’s ability to use those behaviours in a more challenging role. Managers can use the framework to improve the effectiveness of the performance assessment by: 1. Using relevant Competencies as part of goal setting process 2. Using the framework as one of the tools to identify high potential employees from among high

performers, and setting up a development and succession plan 3. Giving candid feedback to aid development and growth 4. Matching employee’s ratings on Competencies against the behavioural requirements for the role

will help identify succession possibilities for incumbents in some critical roles. The use of Competency framework can also be expanded to explore promotion and growth opportunities for employees by evaluating their behavioural indicators for the ability to perform at a higher level. Manager should observe behaviour of their team members over a period of time. Proficiency levels are written in a manner that lists the desirable behaviour in a Tata Technologies leader at different levels. To make a comprehensive evaluation – the manager is required to assess both the strength and the frequency of such behaviour.

Table 4: Score with Strength & Frequency descriptor Quantitative

Score Qualitative

Scale Strength & Frequency descriptor

5 Always The individual consistently exhibits high degrees of the desired behaviours with different people and in different situations.

4 Mostly Most of the time, the individual shows high consistency and high degrees of the desired behaviour.




3 Sometimes More often than not, the individual shows acceptable degrees of the behaviour. Occasionally shows high degree of behaviour though consistency or degree may vary.

2 Rarely Rarely demonstrates the desired behaviour or is highly inconsistent. 1 Never Does not demonstrate the desired behaviour.

8. General Guidelines: Special Situations a. Performance rating for employees who are on maternity leave in any year is protected and they

are eligible to receive compensation review based on their performance rating. b. Employees who are on long-term absence in any year are excluded from the Performance

Management and Pay Review Process. They are therefore not eligible to receive compensation review for the period they are on long-term absence. Definition of Long term absence is as per local country policy. Kindly refer to your HRBP for details.

c. Employees who have flexible working arrangements are part of performance assessment and compensation review process based on their performance.

d. For Employees who are on long-term assignment, shadow progression is applied in home country for pay review. Shadow progression is based on employee's performance feedback and annual performance rating by immediate reporting manager in Host location.

e. Performance pay, Sales Commission and Bonus are not contractual and paid as per policy. Employees can refer to their employment terms and conditions for detail.

9. Performance Assessment through PACE (illustration 3) a. Online system used for Goal setting and performance assessment is called PACE. b. An individual’s goal sheet has separate tabs aligned to the corporate scorecard under (a) Financial

(b) Growth (c) Process and (d) Tata Technologies Leadership Competencies (TTLC) which add up to 100%. Other tabs available are (a) Extra Mile and (f) Training Needs Identification.

c. The employee (appraise) logs in to PACE to complete their self-assessment section and submit to their immediate manager (appraiser). Care should be taken by the employee to fill all the sections i.e., Financial, Growth, Process, TTLC, Extra Miles and employee remarks.

d. The appraiser will set-up a meeting with appraise to discuss performance against goals; add their comments to the manager’s assessment section and submit the completed form to their manager (reviewer).

e. All managers are encouraged to have review discussion prior to submitting feedback online onto PACE. Employees can provide feedback on whether they had a review feedback with their managers while also rating the quality of discussion. This feedback helps in evaluating the effectiveness of feedback process.

f. While completing assessment, managers can view the career history for their team members. g. Career history includes (i) previous year’s performance rating (ii) tenure at Tata Technologies (iii)

reporting manager changes in the financial year (iv) rewards & recognition in the last two (2) years (v) last promotion date and (vi) trainings attended in the past.

h. The Appraiser and Reviewer will hold a dialogue with each other to arrive at a Performance Rating for the Appraise and forward it to the respective LOB / Department Head.

i. It is important to note that at this stage, no discussions are held with the employee nor is any performance rating communicated to the employee in any manner whatsoever.




j. In cases where, employees have had different reporting managers because of (i) project change (ii) deputation* (iii) administrative (TTL) and customer managers, assessment for the employee would be carried by his current reporting Manager in consultation with the previous manager or customer manager.

i. Feedback from Previous Reporting Manager can be captured in the system for the evaluation of employee by the current manager.

ii. *In case of deputation, the employees current reporting manager as in the system will complete the assessment in PACE.

k. HR Business Partners will work with LOB and department heads to check consistency and exceptions to complete the calibration process and arrive at final performance rating of each individual.

l. PACE facilitates the calibration process by providing Bell Curve reports which can be downloaded via macros in MS-Excel.

m. Exception report for employees consequently rated A1, promotions and C rated is also available through the downloaded macros.

n. Once all Ratings are finalized, the LOB and department heads can communicate the final Rating to the employees, through their appraisers.

o. PACE is then opened for all employees to view feedback.

10. General Guidelines: New Joiners As with any employee, a new recruit is provided adequate time to settle in the role and perform. Employees joined between April 1 and December 31 in any year are included in the Performance Management Process. Employees joined between January 1 and March 31 will not have time to sufficiently demonstrate achievement of goals and targets and will therefore not be part of the bell curve guidelines. They will be eligible for Performance Pay / Bonus based on the default rating decided by the Company.




Annexure I: Process interface for employees deputed to Tata Motors India 1. How will TML managers rate Tata Technologies’ employees reporting to them?

TML managers will rate the employees based on their performance against set goals and targets along with the employee’s behaviour observed against TTLCs set. The marks scored out of 100 will be shared with Tata Technologies HR for conversion into rating.

2. How will TML managers handle conflict post assessment? Any issues / conflicts raised by Tata Technologies employees must be referred to Tata Technologies HRBP and Lead HRBP. Appropriate steps will be taken by HR to ensure resolution.

3. Comparison of PACE vs PACT

Table 5: Comparison of PACE vs PACT

Performance Management TML PACT TTL PACE

Goal Setting

Three categories 1. Strategic goals (linked to BU, cascaded from

BSC). 2. Tactical goals (linked to department / function) 3. Individual goals (linked to the role of the

employee)

Three categories 1. Financial (linked to corporate targets, cascaded

from OGSM). 2. Growth (linked to department / function & the

role). 3. Process (linked to role of the employee specific

to the function / project)

Mid-term Review Scheduled in October – November Scheduled in October - November

Final Assessment

1. Review and discussion between employee and manger.

2. Rating is not disclosed

1. Review meeting between employee and manager. 2. Rating is not disclosed

Tata Leadership Practices used for TMs and EGs for performance assessment

Tata Technologies Leadership Competencies applicable as per grade for performance assessment

Rating Rating and promotion recommendation shared with reviewer

Rating and promotion recommendation shared with reviewer

Rating Scale 4-point rating scale 7-point rating scale

Normalization / Calibration Done by MANCOM members Facilitated by HR in consultation with ELT and - Senior

Leadership team

Second level review - Review for A1 rated employees is done by a panel of

ELT members

Performance Improvement Plan (PIP)

Performance Improvement Plan (PIP) for a period of 6 month for employees who have " Under Performed"

Refer Performance Improvement Policy

Annexure II: Work Level, Grade, Competency & Dimensions There are 6 work levels defined at Tata Technologies starting from T/S to L5. These work levels are demarcated based on dimensions like Supervisory responsibility,

financial responsibility, functional complexity, geographic scope, autonomy and competency. Work Level, Grade, Competency Level and Dimensions

Work Level, Grade & Competency Level

Usually Reports to

Dimensions

Supervisory Responsibility

Financial responsibility Functional Complexity Geographic Scope Autonomy

L5 - Senior Management L5.2 (President/ Regional CXO) L5.1 (Senior Executive) L5 (Global / Regional Executive)

Global Heads / CXOs

Will lead a Global LOB/ Territory Wide Function. Direct reports may include any of the more junior levels.

Will have direct responsibility for a significant percentage of the Global /Territory Budget.

Is likely to be involved in complex business transactions and transformations. Functional complexity is more likely to be managed by direct reports.

Territory Wide (Executive) / Global

Will operate autonomously with only periodic reviews with executive supervisor.

Level L4 - Program , Business Unit Management / SME L4.2 (senior) L4.1 (intermediate) L4 (initial)

Level L5 - Senior Management

May lead a major program, business unit or territory wide function. Direct reports may include, managers, team leaders, team members or staff.

Will have direct responsibility for financial performance of a major program, a functional area or significant business unit within the territory.

Is likely to be involved in work of the highest complexity within the company. Multi Project / Functional / Domain responsibility and customer interface.

May be territory wide or business unit specific.

Will operate with a great degree of autonomy with only weekly reviews with direct supervisor.

Level L3 - Project or Functional Managers / Specialists L3.2 (senior) L3.1 (intermediate) L3 (initial)

Level L4 - Program , Business Unit Management

May lead a project or function within a local area. Direct report may include team leaders, team members or staff.

Will have direct responsibility for financial performance of a project, a functional area or a division of a business unit.

Is likely to be involved in complex work either for customers directly or on internal activity. Direct Project / Functional / Domain responsibility and customer interface.

Within Business Unit, Major Program or Country.

Will operate with a reasonable degree of autonomy with regular contact with direct supervisor.




Level L2 - Team Lead / Consultants / Lead Engineer L2.2 (senior) L2.1 (intermediate) L2 (initial)

Level L3 - Project or Functional Managers

May lead a small team and act as the line manager for junior staff.

May have some responsibility for financial performance of a functional area or part of a program or project.

Will be involved in complex work, but will depend on others for input and/or approval. May have direct responsibility of technical delivery within their technical specialisation.

Within Project or may be Country.

Will operate with some autonomy with daily contact with direct supervisor.

L1 - Team Member / Engineers L1.2 (Senior) L1.1 (intermediate)

Level L2 - Team Lead

May act as a buddy / mentor but no formal supervisory responsibility

May have some input into the financial performance of a functional area or a program or project.

Is unlikely to be solely responsible for complex work, and will depend on others for input and/or approval.

Project or Team specific.

Will operate with a little autonomy but will take daily instruction from direct supervisor.

T&S - Staff T4/S4 (senior) T3/S3 (intermediate)

Level L2 - Team Lead

None

Little or no responsibility other than transactional work authorised by a supervisor.

Is unlikely to be involved in complex work.

Project or Team specific.

Will operate with little autonomy and will take daily instruction from direct supervisor.




Annexure III: Tata Technologies Leadership Competencies (TTLCs) These competencies are intended for use by employees across levels. There are a set of competencies which are applicable for each grade band as indicated by a tick mark (a) against the competency. Only the “Must-Have” competencies have been indicated for each grade band to ensure better focus for performance review and developmental activities. The 10 Leadership Competencies are a set of behaviours required for superior performance in the Tata context. High performers/potentials exhibit these behaviours more frequently than others. They can be seen as comprising three clusters of success factors. The manager will observe your improvement on your behaviour and requisite attributes over the assessment period to make a comprehensive evaluation on both the strengths and consistency of these practices while achieving the Goals and targets. A detailed document articulating the concept with quantifiable behaviour and associated rating scale will be shared with all appraisers and reviewers to enable objective assessment. Results Leadership - Behaviours that deliver value and a strong focus on tangible outcomes People Leadership - Behaviours that enable building and guiding teams towards desirable results while promoting Tata Values and culture Thought Leadership - Behaviours indicating that an individual understands all aspects of the organisation’s business, and arrives at decisions based on their long-term impact

Cluster Competency & Definition Proficiency Level

Beginner (1) Proficient (3) Expert (5) T/S / L1 L2 L3 L4 L5

Results Leadership

Execution Excellence: Plans, executes and improves work processes to ensure achievement of business goals.

Beginner

Proficient

Expert

Expert

Expert

1. Understands expectations for assignments 2. Monitors progress of goals and seeks direction when goals are not being met 3. Continually looks for ways to improve processes, products and/ or services

1.Conveys clear expectations for assignments 2.Delegates enough of own work to others 3.Monitors progress of others and redirects efforts when goals are not being met 4.Continually looks for ways to improve processes, products and/ or services

1.Delegates assignments to the lowest appropriate level 2.Holds people accountable for achieving their goals 3.Monitors progress of others and redirects efforts when goals change or are not met 4.Ensures that others have the resources, information, authority, and support needed to achieve objectives




Results Leadership

Customer Centricity: Ensures the delivery of exceptional customer service.

Beginner

Proficient

Expert

Expert

Expert

1.Meets commitments to customers/ clients 2.Continually searches for ways to improve customer/client service 3.Impresses customers with exceptional service or work

1.Meets commitments to customers/ clients 2.Continually searches for ways to improve customer/client service 3.Impresses customers with exceptional service or work4.Seeks feedback from customers

1.Ensures that customer issues are resolved 2.Identifies and anticipates customer requirements, expectations, and needs 3.Creates systems and processes that make it easy for customers to do business with the company 4.Fosters a customer-focused environment

Results Leadership

Drive for Results: Demonstrates and fosters a sense of urgency and strong commitment to achieving goals.

Beginner

Proficient

Expert

Expert

Expert

1. Establishes aggressive goals for self 2. Tackles problems and works to resolve them without delay 3. Demonstrates high standards of performance 4. Readily puts in extra time and effort

1. Establishes aggressive goals and drives for results 2. Tackles problems and works to resolve them without delay 3. Establishes high standards of performance 4. Readily puts in extra time and effort

1.Establishes aggressive goals for the organization 2.Conveys a strong sense of urgency and drives issues to closure 3.Gets results that have a clear, positive, and direct impact on business performance 4.Takes immediate and independent action to resolve issues or problems when they arise

Results Leadership

Teamwork & Collaboration: Fosters a sense of teamwork, leverages differences, and facilitates the effective interaction and contribution of others to achieve goals.

Beginner

Proficient

Expert

Expert

Expert

1. Works well with colleagues and groups 2. Thinks about team dynamics 3. Gets involved and gives constructive feedback while shaping plans and decisions that affect them 4. Contributes in discussion and resolution of different views 5. Contributes fair share of effort to the team’s work

1.Promotes teamwork among groups 2.Discourages “we vs. they” thinking 3.Involves others in shaping plans and decisions that affect them 4.Facilitates the discussion and resolution of different views 5.Contributes fair share of effort to the team’s work

1. Collaborates with others to share information so there are no unnecessary "surprises". 2. Appropriately involves others in decisions and plans that affect them. 3. Actively seeks out opportunities to involve or integrate those from different cultural backgrounds and perspectives 4. Addresses and resolves conflict directly and constructively, focusing on issues rather than people.




People Leadership

People Development: Ensures the availability and development of the talent needed to meet current and future organizational goals.

Beginner

Beginner

Proficient

Expert

Expert

1. Is motivated and open to feedback 2. Takes on challenging assignments and committed to Self-development 3.Willingly shares experience and expertise with others

1.Gives clear motivating and constructive feedback 2.Provides challenging assignments to facilitate individual development 3.Willingly shares experience and expertise with others

1.Shapes roles and assignments in ways that leverage and develop people's capabilities 2.Provides feedback, coaching, and guidance where appropriate to enhance others' skill development 3.Actively promotes the recruitment, advancement, and success of people from different backgrounds 4.Develops successors and talent pools to ensure availability of future talent

People Leadership

Lead Courageously: Takes personal and organizational risks to do what is right and achieve organizational success, and supports others who do so.

Beginner

Beginner

Proficient

Expert

Expert

1. Takes well-reasoned stands on important issues 2. Challenges "the way it has always been done” 3. Demonstrates the courage to do what is right despite personal risk or discomfort 4. Takes appropriate risks, and deals with the failure

1.Takes well-reasoned stands on important issues 2.Challenges "the way it has always been done” 3.Demonstrates the courage to do what is right despite personal risk or discomfort 4.Encourages others to take appropriate risks, and helps them deal with the failure of well-reasoned ventures

1.Takes well-reasoned stands on important issues 2.Challenges "the way it has always been done” 3.Demonstrates the courage to do what is right despite personal risk or discomfort 4.Encourages others to take appropriate risks, and helps them deal with the failure of well-reasoned ventures

People Leadership

Developing & Managing Relationships: Develops and maintains constructive, open and honest relationships with others.

Beginner

Beginner

Proficient

Expert

Expert

1. Develops relationships with key people in other functions and at other levels 2. Relates to people in an open, friendly and accepting manner 3. Expresses disagreement tactfully and sensitively

1.Develops relationships with key people in other functions and at other levels 2.Relates to people in an open, friendly and accepting manner 3.Expresses disagreement tactfully and sensitively

1.Relates to others in an accepting and respectful manner regardless of their organizational level, personality, or background 2.Maintains positive relationships even under difficult or heated circumstances 3.Cultivates networks with people across a variety of functions and locations within the organization 4.Listens attentively and with empathy to concerns expressed by others




Thought Leadership

Business Acumen: Applies appropriate strategic logic to decisions and initiatives in one’s area.

Beginner

Beginner

Proficient

Expert

Expert

1.Balances big picture concerns with day-to-day activities 2.Stays informed about industry practices 3.Understands the organization’s mission and goals

1.Balances big picture concerns with day-to-day activities 2.Stays informed about industry practices and new developments 3.Understands the organization’s mission and strategies

1.Considers industry, market, and other external business factors when making decisions 2.Aligns the strategic priorities of own area with the direction and strategic priorities of the broader organization 3.Creates strategies to balance short-term requirements with long-range business plans 4.Pursues initiatives to capitalize on strengths and market opportunities and to counter competitive threats

Thought Leadership

Decision Making: Identifies and analyses information to make decisions and solve problems.

Beginner

Beginner

Proficient

Expert

Expert

1. Informs accurately and timely for accurate decision making 2. Looks at symptoms to identify problems 3. Informs about all important issues into account when making decisions

1.Makes timely decision based on accurate logic 2.Looks beyond symptoms to identify causes of problems 3.Makes decisions in the face of uncertainty 4.Takes all important issues into account when making decisions

1.Probes and looks past symptoms to determine the underlying causes of problems and issues 2.Integrates information from a variety of sources to arrive at optimal problem solutions 3.Makes decisions in the face of uncertainty 4.Chooses the best alternative based on consideration of pros, cons, trade-offs, timing, and available resources

Annexure IV: Glossary of Terms Below are definition of terms used in the document

1. LOB – Line of Business 2. HRBPs – Human Resource Business Partner 3. TTLC – Tata Technologies Leadership Competencies 4. BSC – Balanced Scorecard 5. OGSM – Objective Goal Strategy Measures 6. Work Level: Tata Technologies has a job grading structure that has been designed to reflect

representative levels of work in the organisation, allowing the focus to be on the achievement of targets, individual capabilities and performance.

7. Job Role: A "job role" is a description of what a person does. 8. Job Title (Designation): A "job title" is a basket of convenient name for a job role. 9. Job Description (profile): Each job role has a Job description. These Job descriptions are generic

in a prescribed template and include scope (summary), dimension, responsibility and competency. All new and amended roles and their associated job descriptions are signed off by the LOB / Department Head and Human Resource representative. Refer template in Annexure IV

Documents

PERFORMANCE ASSESSMENT - Tata Technologies Managemen… · Based on the review, performance pay is awarded which is based on individual performance, as assessed by managers at the