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Deloitte Performance Management System The Deloitte Performance system is a year long process involving managers and HR personnel

at different levels. The interaction with the complete process for an employee and his/her evaluators happen largely through an in house customized dashboard known as DPME (Deloitte Performance Management Employee) dashboard. From an employee perspective there are 4 major steps in the process which involve self assessment at different stages in the year 1. Initial Goal Setting: An employee sets his own goals in consultation with his counselor. For setting the goals the job description of the employee is taken into consideration as well as the project on which he has been working. The goals are distributed over various categories which will be discussed in this report later. The employees are guided to declare goals which are focused and can be measured quantifiably. These act as the individual points of measurements for the employee throughout the year. 2. Mid-year review: The goals laid out at the beginning are reviewed by the counselor and managers in the middle of the fiscal year. The employee is given an opportunity to add/remove any goals as per his current conditions. He is asked to provide comments as to the progress of his activities pertaining to the stated goals. This is discussed along with the counselor and reviewed through process flows automated in the dashboard. Feedback is communicated to the employee as to his activities and development areas targeted for the Year-End review. The employee is given either an On-Track or Off-Track status. 3. End-Year review: The process flow between counselor and employee followed for the Year-end review is largely the same as that followed in the mid-year review. In addition many bare minimums, as laid out by the company are measured in numbers. The feedback provided at the end of this review determines the promotion eligibility, variable compensation as well as the salary hike of the employee for the following year. Both mid-year and end-year reviews are made at Consensus Meetings. The consensus meeting consists of Business Leaders, Talent Representatives, Counselors and On-Deck Counselors (Counselors of peers at same level and higher). The counselor is required to introduce each of his counselees to the Board. He will suggest the rating he recommends for his counselee along with a summary of his engagements and Project ratings. The counselor is the single point of contact between the employee and the board which reviews his performance. 4. Project Evaluation: Each employee is required to obtain feedback from their respective project manager regarding their performance as per the requirements laid out by the project. The employee fills out the various roles played by him in contributing to the various competencies as defined below: y Industry o Analyze how businesses in the sector succeed o Analyze the external environment in the sector y Leadership o Build Relationships

o Manages change and ambiguity o Teams with others Professional o Communicates clearly and effectively o Builds and shares knowledge o Develops Self o Manages to results o Solves problems Technical o Understands technology design and implementations o Understands business-to-technology translations o Understands transition and knowledge transfer

Deloitte s Performance Management Evaluation Form Each employee across different levels will have requirements laid out for them as per his/her position and role in the organization. The standard goals which contain the bare minimum as well are termed as Metric Goals and the number required for each employee is communicated beforehand. In addition to the DPM form, individual project evaluation forms and other initiative feedbacks are attached so that the counselor and managers can be made aware of an employee s activity. The DPM form contains 6 main goal setting categories as obtained from the form below: 1. What you produce Client Contribution: The value and results that you bring to your clients. Set goals with items such as business outcomes, project results, personal impact, relationships built, client satisfaction etc. 2. What you produce- People Contribution: Your contributions to improving the Firm's Talent. Goals could include (but are not limited to) recruiting, coaching/mentoring, learning instruction or course development, alumni relationships. If you are a manager or above, think about goals for apprenticeship and how you are developing others. 3. What you produce Firm Knowledge, Eminence and Innovation: Impact on Consulting's intellectual capital and marketplace expertise. Goals could include leading or contributing to whitepapers, speaking engagements, client proposals, knowledge management, etc. 4. What you produce Services Quality : Goals could include initiating Quality Reviews, using standard methodologies, completing training related to Service Quality, etc. This goal category is required for Senior managers, Managers, Specialist Leaders and Specialist Masters. 5. How do you do work Competency Development: Defined as the knowledge, skills and behaviors needed to successfully provide services to our clients and to develop oneself as an outstanding professional. They are divided into four categories Technical, Industry, Professional and Leadership (TIPL Competency Model) 6. Where you build expertise Service Line, Sector, and Market Offering: Defined as specific knowledge and skills delivered to clients. Goals should cover building depth and/or breadth in the Capabilities and Knowledge Areas for the Service Lines and Sectors.

The evaluation form can be seen to be equally applicable to employees at all levels. Deloitte s KPI s are broadly based on the TIPL competency model and all evaluations and self assessments are based on the four broad competencies. Shortcomings of Deloitte s Performance Management System 1. The current PMS is subjective in nature and the final rating obtained by the employee depends a lot on how the counselor presents the employee s case in the Consensus Meeting. Sometimes the counselor and the employee belong to different practices or technologies. In this scenario it is often difficult for the employee to put across his points to his counselor which might have a negative bearing in his final review. 2. The PMS consists of two distinct processes- Project review by the Manager and DMPE review by the counselor. It is possible for the manager to be not aware of the achievements of the employee outside the scope of the project as well as the counselor can be unaware of the good work done by the employee in his project. This leads to confusion and can hamper the overall ratings of an employee. Instead this should be replaced with a single review by the manager which can encompass the technical aspects of the project as well as the behavioral aspects. For making an informed decision about the employee s performance the manager can always take a feedback from the counselor/mentor. 3. The PMS in not 360 in nature. There is no scope for the employee to provide feedback about his manager or his counselor. 4. There is no feedback taken from the employee as to whether he is satisfied with the appraisal rating or not. There is no employee redressal system. There should be a mechanism of taking a feedback from the employee regarding the appraisal process after he has been given the ratings. If the employee is dissatisfied with the appraisal then corrective steps should be taken to correct it. 5. Deloitte has not spelt out clearly as to how it is doing the normalizations for the employee reviews.

PMS in the light of Deloitte vision, mission, values and culture

Deloitte s vision is to be the standard of excellence. It is realized through being highly respected by its broad community of stakeholders, and being:
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The first choice of the world s most coveted talent drawn by our eminence, culture and diversity. The first choice of the most sought-after clients attracted by the breadth and depth of our worldclass service in each market segment.

Our mission is to deliver measurable value to our clients through a global network of diverse professionals who bring unmatched depth & breadth of expertise. Culture

Our culture is based on the shared Deloitte values that bind our people all over the world together and promote trust among partners and professionals, allowing them and their member firms to enhance the confidence of the capital markets. These values join together all employees across different cultures, customs and languages and are the foundation for collective successes. Carefully identified through a global consultation process, these values are all-encompassing and embrace the cultures in which Deloitte member firms operate. This thorough process resulted in universal shared values that form a basis for a consistent approach to service delivery worldwide. Deloitte values: Integrity Outstanding value to markets and clients Commitment to each other Strength from cultural diversity Clients and people At Deloitte we put 2 things first: our clients and our people. We want Deloitte to be recognized in the marketplace for quality in everything we do:
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Quality and efficiency of delivery Integrity, and our robust and independent approach Innovation combined with propriety

We believe that exceptional client service can only be delivered by exceptional people. We bring together people from different academic, career and personal backgrounds. Our collaborative, peoplefocused culture encourages mutual respect, open communications and ongoing learning. We are the employer of choice for top talent, attracting and retaining the most able people in our profession.