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Process documentationCalibration Process for Employee Assessments

 

The following is an example version of the calibration process for employee assessments:

Managers use appraisal documents to assess their employees, for example, their performance, potential, or competencies. If required, the employees also make self assessments. Talent management specialists organize one or more talent review meetings in which the assessments made by multiple managers are calibrated. The talent management specialists then update the appraisal documents with the values from the relevant talent review meeting. Managers inform their employees about the assessments made in the talent review meeting and close the assessment process.

The following graphic shows an overview of the flow of this sample process:

You can use the following applications to assess employees:

  • Talent assessment with predefined Performance Management process and talent assessment document

  • Employee assessment with flexible appraisal processes

For more information, see Assessment of Employees.

This results in different variants of the calibration process. For more information about the process variants, see the following:

Prerequisites

  • In Customizing for Talent Management and Talent Development, under Start of the navigation path Assessment of Employees Next navigation step Talent Assessment End of the navigation path, you have created the appraisal templates of your choice, on which the appraisal documents for the talent assessment processes are based.

  • In Customizing for Personnel Management, you have made the following settings under Start of the navigation path Personnel Development Next navigation step Objective Setting and Appraisals End of the navigation path:

    • You have created the appraisal templates of your choice, on which the appraisal documents for the flexible appraisal processes are based.

    • You have made the settings necessary for transferring performance values and potential values from these appraisal documents to talent review meetings and from the talent review meetings back to the appraisal documents.

      For more information, see Configuration of Appraisal Templates for the Calibration Process for Employee Assessments.

Process

The process is as follows:

  1. The appraisal documents are created.

    The following variants are possible in this step:

    • The personnel department creates all appraisal documents centrally.

    • The managers create the appraisal documents for their employees.

    Note Note

    In this process step, the appraisal documents have the status In Preparation or In Planning. As of when which status is available depends on the settings that you make for the appraisal templates in Customizing. For more information, see Status Flow Tab.

    End of the note.

  2. The managers and, if required, the employees edit the appraisal documents. For more information, see Web Applications for Appraisal Processes.

    The following variants are possible in this step:

    • Managers appraise their employees.

    • Managers appraise their employees and the employees provide their own assessments, which are also stored in the appraisal document.

    Note Note

    Whether the managers make their assessments first, followed by the employees, or vice versa depends on the settings that you make for the appraisal templates in Customizing. For more information, see Element Access Tab.

    In this process step, the appraisal documents have the status In Process.

    End of the note.

  3. The managers forward the appraisals to the talent review meeting.

    The appraisal documents thus have the substatus In Talent Review Meeting.

    The system creates records of the infotypes Potential (7408) and Performance (7409) for the relevant employees and transfers the performance values and potential values with the status Nominated to these infotype records. For more information, see Performance Values and Potential Values: Manager Assessment.

    Note Note

    The values for an employee can come from the same appraisal document or from multiple appraisal documents. If multiple performance assessments or potential assessments exist for the same employee in an appraisal period, the system calculates the arithmetic average of these values

    For the potential value, the system transfers only the overall appraisal to the relevant infotype records. The individual potential indicators are not transferred.

    End of the note.

  4. The talent management specialist organizes a talent review meeting.

    The relevant talents are transferred to the talent review meeting with the performance values and/or potential values suggested by the managers. The participants of the talent review meeting discuss these performance values and/or potential values and change them as required.

    If performance values and/or potential values are changed or approved in the talent review meeting, the system creates new infotype records for the relevant employees. If talent management specialists approve performance values and/or potential values in the talent review meeting, the system changes the status of the performance values and/or potential values in the relevant infotype records to Approved.

    For more information, see Performance Values and Potential Values in the Talent Review Meeting.

  5. Optional: Talent management specialists have the talent review meeting approved by a higher management level (outside of the system, for example, on paper) and set the status of the whole talent review meeting to Approved.

    The system changes the status of the performance values and/or potential values in the relevant infotype records to Closed Approved.

    Note Note

    This step is available only if you have activated the use of the status Approved for talent review meetings in Customizing. For more information, see Approval of Talent Review Meetings.

    End of the note.

  6. Optional: When following up on talent review meetings, talent management specialists approve the performance values and/or potential values defined in the talent review meetings.

    The system thus transfers the performance values and/or potential values from the talent review meetings to the appraisal documents.

    The following variants are possible in this step:

    • The performance values and/or potential values from the talent review meeting are, in addition to the manager's appraisal (and, if applicable, the employee's appraisal), stored in the appraisal document.

      Recommendation Recommendation

      We recommend that you use this variant.

      End of the recommendation.

    • The performance values and/or potential values from the talent review meeting overwrite the manager's appraisal (and, if applicable, the employee's appraisal) in the appraisal document.

    Note Note

    How the system transfers the performance values and/or potential values from the talent review meeting to the appraisal document and which status it sets depends on the settings that you define for the appraisal templates in Customizing. For more information, see Configuration of Appraisal Templates for the Calibration Process for Employee Assessments.

    End of the note.

  7. Optional: The managers check the values written to the appraisal documents, discuss them with the relevant employees as required, and close the appraisal documents.

    The system does not make any more changes to the status of the performance values and potential values in the relevant infotype records.

  8. Optional: The managers and, if applicable, the employees set their appraisal documents to the relevant status (for example, Approved or Closed Approved).

    The system does not make any more changes to the status of the performance values and potential values in the relevant infotype records.

    Note Note

    As of when which status is available depends on the settings that you make for the appraisal templates in Customizing. For more information, see Status Flow Tab.

    End of the note.