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HSBC Performance Appraisal Timeline

July Department Heads will meettocalibrate (standardise) the ratings. After which your Line Manager must inform you of your rating for the first of the year.

Jan to Mar You and your Line Manager must discuss and agree on your . Objectives- Remember! The objectives set must be in line with your Job Description and the Banks business goals.

Dec Final Review / Assessment

Jan

Feb

Mar

April

May-June

July

Aug- Nov

December

Apr to June You do you Self Assessment. Your Line Manager will review it.

Aug to Nov You continue to perform your work and achieve your objectives.

HSBC's origins in India date back to 1853, when the Mercantile Bank of India was established in Mumbai. The Bank has since, steadily grown in reach and service offerings, keeping pace with the evolving banking and financial needs of its customers. In India, the Bank offers a comprehensive suite of world-class products and services to its corporate and commercial banking clients as also to a fast growing personal banking customer base.

HSBC Group entities in India The Hongkong and Shanghai Banking Corporation Limited (HSBC) HSBC Asset Management (India) Private Limited HSBC Global Resourcing / HSBC Electronic Data Processing (India) Private Limited HSBC Insurance Brokers (India) Private Limited HSBC Operations and Processing Enterprise (India) Private Limited HSBC Private Equity Management (Mauritius) Limited HSBC Professional Services (India) Private Limited HSBC Securities and Capital Markets (India) Private Limited HSBC Software Development (India) Private Limited HSBC InvestDirect (India) Limited

GRADESThe Company follows a grading system from band 1 to band 8 where; Grade 1 being the highest and Grade 8 being the lowest

Band 8A & 8B - Associate & Sr. Associate Band 7 - Assistant Manager Band 6 - Manager Band 5- Sr. Manager / AVP Band 4- VP / Unit Head Band 3- Sr. VP (handling 2-3units) Band 2- Business heads (Marketing head, IT head, Contact Center Head) / Deputy CEO Band 1- CEO

PERFORMANCE MANAGEMENT & APPRAISAL PROCESS Performance appraisals actively involve employees in understanding what is expected of them. By setting agreed objectives - and later reviewing the results - each employee is responsible for his or her own performance.

Self-assessment questionnaire

Employees are informed well in advance when the performance appraisal will be and asked to complete a self-assessment questionnaire. The appraisal form comprises of the below set of questions: How well have you performed since your last review? What were your key objectives and did you achieve them? What problems did you encounter? What did you do really well? In which areas do you think you could improve your performance? Are you a team worker? How well do you get on with others in your team? How well do you get on with others in the company? How is your attitude to work? What do you find most or least interesting in your job? Do you have any interests or abilities which could be better used? How flexible are you? How punctual, reliable and committed are you? What do you think your key objectives for the next six months should be? What help and training do you need?

Manager's preparation Managers prepare a plan for the appraisal meeting. The process begins with reviewing the employee's completed self-assessment questionnaire. Reviewing the performance appraisal report which was written following the previous appraisal Thinking about the big picture, as well as operational issues- For example, the career or training opportunities that are open to the employee. Working out of objectives for the appraisal- For example, if there is no opportunity for promotion, the goal of the manager may be to maintain the employee's commitment and motivation, dealing with any recent one-off problems before the appraisal. Having examples (or other evidence) ready to back up the points manager wishes to make. This shows the employee that the concern is a reasonable one. Finally the manager writes down his meeting plan for the appraisal

The appraisal meeting The meeting begins with the manager explaining the agenda for the meeting, and what they hope to achieve. The employee is then asked to run through the self-assessment, focusing on the areas which were, during goal setting, identified as being the most important - typically the key objectives. The managers then add their own views about the employee's performance and discuss the problem areas alongwith the solutions together. Employees long term career plans, training needs are also discussed. If employee has issues over the scores then he/she can approach countersigining manager (bosses boss) & countersigining can intervene and rectify the scores if required.

GOAL SETTING Goal setting is done between January-March of every year. By March end the MPIs (Measure Performance Indicators) are set. The goals are not very rigid and can be changed during the course of the year but more or less fixed in the beginning of the year. The objectives which are set are SMART - specific, measurable, agreed, realistic and time-limited. Mid June onwards review happens vis-a-vis what is mentioned in employees MPI. These are compared and then rating is given (draft rating which is subject to change). Rating scale- 1 to 5 1- Outstanding

2- Excellent 3- Average Performer 4- Under performer (PIP) 5- Termination

Bell Curve:20-70-10 ratio 20% will fall in 1 and 2 70% in 3 10% in 4 & 5 For high performing team the ratio is 30-70 where 30% would fall in rating 1& 2 and the rest 70 % in rating 3

Process, cross training, soft skill training, personal counselling,

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