Oracle R12 Performance Management

iTrain 2011
Oracle R12 Performance

Management
Foreword
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Contents
)ore%ord!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2
iTrain (ducation Training Materials!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!6
Document 7ontrol!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2
7ontents!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 8
,er#ormance Management Introduction.................................-.
Performance Management Introduction!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!11
Talent Management In Oracle 9RM5!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!12
7ompetency Management!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 12
(ducation : ;ualifications!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 1<
Appraisals Management!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 1=
,or'force Performance Management!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!1>
Performance Management Plans!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!20
Talent Management : Integrated Applications!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!22
Reporting In Performance Management!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!26
Competencies............................................................................/0
O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2<
,hat Are 7ompetencies@!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2<
7ompetency 5cope!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2<
Measuring 7ompetencies!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2=
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2A
Measuring 7ompetencies Bsing Ceneral Proficiency Rating 5cales!!!!!!!!!!2A
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2>
Bnit 5tandard 7ompetencies!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!2>
Rating 5cales!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 60
Practice 7reating Rating 5cales!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!61
($ercise!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 61
5olution!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 62
Practice 7reating 7ompetencies!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!6<
($ercise!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 6<
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5olution!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 6A
7ompentency Types!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 21
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 22
Bploading 6rd Party 7ompetencies!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!22
1manual #ront page2...................................................................34
O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 26
7ompetency Profiles!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 22
Bpdating 7ompetency Profiles!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!22
7ompetency Re"uirements!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 28
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2<
Defining 7ompetency Re"uirements!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!2<
Dou can define competency re"uirements for*!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!2<
Practice Defining 7ompetency Re"uirements!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!2=
($ercise!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2=
5olution!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2A
5uita#ility Matching!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 80
;ualifications!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 81
ppraisals..................................................................................0/
O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 86
Overvie%!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 86
Oracle 9RM5 Appraisals )unction!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!82
Appraisal Participants!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 82
Appraisal Types!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 88
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 8<
Initiating The Appraisal!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 8<
Appraisal O%nership!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 8=
Participants 7ontri#utions To The Appraisal!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!8=
7hange the Main Appraiser!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 8A
Appraisal Approval : 7ompletion!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!8>
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! <0
ppraisal 5 ssessment Templates........................................6-
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O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! <2
The Appraisal Template!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! <2
7onfiguring the Appraisal -7ore/!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!<2
7onfiguring the Appraisal -O4M/!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!<6
;uestionnaires!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! <6
Practice 7reating Appraisal ;uestionnaires!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!<2
($ercise!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! <2
5olution!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! <8
Assessing 7ompetencies : O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!<>
7ompetency Templates!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! <>
7reating 7ompetency Templates!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!=0
Practice 7reating 7ompetency templates!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!=1
($ercise!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! =1
5olution!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! =1
Assessing 7ompetencies!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! =8
Assessing 7ompetencies Bsing )ormulas!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!=8
O#?ective Templates!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! =<
Practice 7reating An O#?ective Template!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!==
($ercise!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ==
5olution!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ==
Practice 7reating An Appraisal Template!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!=>
($ercise!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! =>
5olution!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! A0
Assessing O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! A6
Producing a 7om#ined 5core for 7ompetencies and O#?ectives!!!!!!!!!!!!!!!!A6
7areer Paths!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! A2
Planning The Appraisal Process!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!A2
7*8ecti$es..................................................................................96
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7hapter O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! A=
O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! A=
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! A=
,or'force Performance Management!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!AA
The O#?ective Definition!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! AA
Measuring O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! A>
The O#?ectives 4i#rary!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! >0
7reating O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! >1
Practice 7reating O#?ectives In the O#?ective 4i#rary!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!>1
($ercise!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! >2
5olution!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! >6
Bpdating O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! >8
O#?ectives Outside Of ,PM!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!><
,er#ormance Management ,lans.............................................:;
O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! >A
,hat is a Performance Management Plan -PMP/@!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!>A
Performance Management Plans!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!100
7reating the PMP!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 100
Identifying the PMP Mem#ers!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!101
5pecifying the PMP Process!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!102
Including O#?ective 5etting in the PMP!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!106
Including An Appraisal in the PMP!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!106
5electing the Appraisal Template!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!102
Revie%ing : Pu#lishing the PMP!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!108
Practice 7reating a PMP!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 108
($ercise!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 108
5olution!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 10=
Allocating O#?ectives Automatically -A/!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!111
Allocating O#?ectives Automatically -E/!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!111
Allocating an O#?ective to ,or'ers in Multiple Eusiness Croups!!!!!!!!!!!!!!!112
PMP 5tatus Falues!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 112
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 112
Bpdating The PMP!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 116
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7hanging the O#?ective 5etting Deadline -A/!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!112
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 112
7hanging the O#?ective 5etting Deadline -E/!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!11<
!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 11<
,er#ormance Management Tasks..........................................--;
O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 11A
Performance Management tas's!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!11A
,or'er O#?ective 5etting Tas's!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!11>
Manager O#?ective 5etting Tas's!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!120
Parallel : 7ascading Processes!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!121
7ascading O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 121
Aligning O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 122
5haring O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 122
Trac'ing O#?ectives!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 126
Populating Personal 5corecards!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!122
Personal 5corecards in Appraisals!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!128
Manage Appraisal Tas's!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 128
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,er#ormance Management
Introduction
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,er#ormance Management Introduction
Performance Management helps enterprises identify, develop, evaluate,
motivate, and retain %or'ers %ho have the competencies the enterprise
needs to meet its #usiness o#?ectives! The 'ey Talent Management
functions include goal management, competency management,
performance appraisals, career and development planning, and
performance management! Bsing these functions, enterprises can*
5et highlevel strategic goals and cascade these goals do%n
throughout the enterprise! This ensures that individual o#?ectives are
aligned and synchroniGed %ith the enterprise goals!
5et up a competency model that is fully integrated %ith the
performance appraisal process, ena#ling managers to evaluate
%or'ers& competency levels and suggest areas for gro%th!
7onduct performance appraisals to evaluate individual %or'ers #ased
on goal accomplishments and competency attainments! Managers can
assess %or'ers consistently, identify competency gaps and training
needs, and ta'e informed decisions concerning compensation!
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(sta#lish a complete performance management process that supports
goal setting and performance assessment at the enterprise level, and
promotes the a#ility to continually analyGe and develop strategies to
optimiGe %or'er performance!
Develop career paths and development plans across the organiGation
to ensure career path progression and to motivate and retain valua#le
%or'ers!
Talent Management In 7racle H(MS
The Oracle 9RM5 Talent Management functionality ena#les you to define all
the components of a performance management system to meet your
enterprise re"uirements! The Talent Management functions include*
7ompetency Management* Dou can record and measure %or'er
competencies, create competency profiles, and define competency
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re"uirements at various levels in the enterprise! In some legislations, you
can also lin' ac"uisition of competencies to achievement of formal
"ualifications!
The 9RM5 5uita#ility function ena#les you to compare %or'er
competencies %ith the re"uirements of a %or' opportunity!
(ducation and ;ualifications* Dou can enter "ualifications and educational
esta#lishments and record "ualifications o#tained #y each %or'er!
,or'ers and managers can update %or'er "ualification records using
Oracle 559R!
Appraisals Management* The 9RM5 appraisals functions ena#le you to
create the appraisal templates and set up the appraisal process!
Managers and %or'ers can define and conduct the appraisal process
using Oracle 559R!
,or'force Performance Management* Oracle 9RM5 provides an
integrated set of functions that ena#le you to create, trac', and assess
o#?ectives throughout a performance management period!
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Competency Management
7ompetencies are measura#le s'ills a %or'force either has or must develop to
meet enterprise o#?ectives! The Oracle 9RM5 competency management
functions ena#le you to define and measure competencies! Dou can create
local competencies, %hich are specific to a #usiness group, or glo#al
competencies, %hich are availa#le across the enterprise! Dou can measure
competencies using measurement methods that are appropriate to the
competency!
7ompetency definitions are the #asis of many talent management activities!
Dou can*
Define the competency re"uirements of a #usiness group,
organiGation, ?o#, or position!
Define a competency profile for each %or'er sho%ing the %or'erHs
level of proficiency in various competencies!
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Bse the 5uita#ility Matching module to compare a person&s
competency profile %ith the re"uirements of a %or' opportunity!
4in' a person&s competencies to their achievement of formal
"ualifications!
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Education 5 <uali#ications
The (ducation and ;ualifications functions ena#le you to*
Record the types of "ualifications recogniGed #y your enterprise!
Identify the educational esta#lishments that deliver recogniGed
"ualifications!
Record "ualifications o#tained #y %or'ers and the esta#lishments at
%hich they o#tain them!
Managers can update records of educational "ualifications o#tained #y their
su#ordinates, and %or'ers can update their o%n records!
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ppraisals Management
The appraisal, during %hich you can evaluate a %or'erHs current
competencies, set and assess o#?ectives, identify training to address
deficiencies, and assess a %or'erHs advancement potential, is a 'ey talent
management activity!
Bsing Oracle 9RM5 functions, you can create the appraisal components
and set up the appraisal process! Dou can define the structure of the
appraisal and include "uestionnaires for all appraisal participants!
Managers and %or'ers use the selfservice interfaces to define and conduct
the appraisal process! Managers can initiate and manage appraisals of their
su#ordinates, and %or'ers can initiate their o%n appraisals! Alternatively, if
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you use the ,or'force Performance Management functions, the application
can create appraisals automatically!
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=ork#orce ,er#ormance Management
,or'force Performance Management ena#les enterprises to set o#?ectives
for their %or'ers that are consistent %ith the enterprise strategy and that
contri#ute to #usiness goals! Dou can create a Performance Management
Plan to manage %or'force performance for a specified period of time, such
as a calendar or financial year, and for a specified %or'force, such as all
%or'ers in a supervisor hierarchy or in an organiGation!
The ,or'force Performance Management functions ena#le you to*
7reate a li#rary of reusa#le o#?ectives!
Allocate o#?ectives automatically to %or'ers!
7ascade enterprise o#?ectives to %or'ers, and set additional
o#?ectives during a period that you specify
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Record and trac' o#?ective progress!
7reate appraisals automatically for a group of %or'ers
Assess o#?ectives during appraisals!
,er#ormance Management ,lans
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To define %or'force performance management activities, the 9R
Professional creates a Performance Management Plan -PMP/, a
configura#le control document that can define*
O#?ectivesetting and o#?ectivetrac'ing processes
Appraisalmanagement processes
The PMP defines the performance management process for a
specified period, such as a calendar year! It identifies*
,ho is a mem#er of the plan
,hether and ho% you %ill set o#?ectives for plan mem#ers
,hether and %hen the application %ill create appraisals automatically
for plan mem#ers
,hat appraisal template to use for the appraisals
,hat tas's the %or'ers and managers %ill perform throughout the
performance management period
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Talent Management 5 Integrated pplications
Oracle 9RM5, Oracle 559R, and Oracle 4earning Management -O4M/
each supply 'ey components of the Talent Management functionality! )or
many talent management tas's, you can use either the Oracle 9RM5 forms
#ased interface or the 559R interface!
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Talent Management and 7%M
O4M is tightly integrated %ith the talent management functionality of 9RM5!
)or e$ample*
,hen a learner completes a class, O4M can automatically update the
learnerHs competency profile %ith the competencies and competency
levels delivered #y the class!
A %or'er or manager can create a learning path from %ithin an
appraisal, and search the O4M catalog for suita#le classes to #e
ta'en #y the appraisee!
Talent Management and Compensation =ork*enc!
,hen the appraisal is complete, the application automatically %rites the
appraiseeHs final rating to the Rating field in the Performance %indo%! Dou
can set up 7ompensation ,or'#ench to access the Rating field value! 5ee
5etting Bp 7ompensation ,or'#ench Plans in the online help!
Talent Management and 7racle i(ecruitment
If you use Oracle iRecruitment, you can define competency re"uirements for
?o# vacancies!
(eporting In ,er#ormance Management
The reports e$tract and present talent management related information
a#out the individual and the enterprise! Dou can use the 9RM5 Intelligence
reports to ans%er #usiness "uestions such as*
,ho has the re"uired competencies for the ?o#@ )or e$ample, the
7ompetence -5'ill/ Development ,or'#oo' reports on competency
re"uirements and ena#les you to analyGe competency re"uirements
for #usiness groups, organiGations, ?o#s, positions, and grades!
,hat competency updates have appraisees in my department
received through appraisals@ )or e$ample, managers can use the
7ompetence Bpdates after Appraisal ,or'#oo' to vie% competency
updates for their %or'ers -#oth manual and automatic/, made as a
result of a completed appraisal!
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9o% do a %or'erHs competencies compare %ith those re"uired #y a
particular ?o#@ Do my employees need more training@ The
7ompetence Match -OrganiGation 9ierarchy/ 5tatus Analytics
,or'#oo' compares the competency re"uirements of a personHs ?o#
%ith the personHs proficiency levels and reports the results of the
comparison! The %or'#oo' also highlights competence gaps in your
enterprise, and so you could use it to gather training re"uirements!
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Competencies
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7*8ecti$es
After completing this topic you should #e a#le to*
7reate competencies and define the competency scope
Measure competencies using different methods
7reate standard competencies and lin' to "ualifications
7reate rating scales
Croup competencies into Icompetency types&
Bpload 6rd party competencies
=!at re Competencies>
A competency can #e any of the follo%ing* Piece of 'no%ledge -such as
Product Jno%ledge/, s'ill -such as 7ommunication/, attitude -such as
Results Orientation/, or attri#ute -such as 5elf 7onfidence/!
Dou use competency definitions in many talent management activities! Dou
can*
Identify the competencies that your enterprise re"uires, %hich the
%or'force must e$hi#it to help achieve the #usiness goals!
Jeep a record of a %or'erHs competencies and the proficiency level in
each competency!
Identify the competencies re"uired #y vacancies!
Bse competencycomparison tools to find %or'ers for opportunities
and opportunities for %or'ers!
Ease training and compensation planning on competency
assessments!
Competency Scope
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A competency can have either local or glo#al scope! A local competency has
relevance in a specific #usiness group and is availa#le only in that #usiness
group! A glo#al competency is availa#le throughout the enterprise, and is
useful if your enterprise %ants to measure all %or'ers against the same
competency definitions! Also, if a %or'er moves to a different #usiness
group, you can vie% information from the original #usiness group a#out their
glo#al competencies #ut not a#out their local competencies! To create glo#al
competencies, set the 9R*7ross Eusiness Croup profile option to Des and
identify a glo#al competence 'ey fle$field structure on the 9R*Clo#al
7ompetence )le$ 5tructure profile option!
Dou can define #oth local and glo#al competencies manually! Alternatively,
you can upload glo#al competencies from thirdparty suppliers using the
Oracle 9RM5 ,e# ADI interface!
Measuring Competencies
Dou measure competencies to assess the degree to %hich a person
possesses a competency! )or e$ample, using the scale sho%n in the slide, a
%or'er&s proficiency level could #e on a scale of 1 through 8, %here 8
indicates the greatest e$pertise! 7ompetency measurement also ena#les
you to set performance e$pectations for your %or'ers that are consistent
and o#?ective!
The 9RM5 competency functions ena#le you to measure competencies
using*
Individual proficiency levels, %hich are specific to a single competency
Ceneral proficiency rating scales, %hich you can apply to multiple
competencies
If you use individual proficiency levels, each proficiency level that you define
for a particular competency has a #rief description and a detailed #ehavioral
indicator that ena#les an assessor accurately to identify a %or'erHs
proficiency level! The figure sho%s the proficiency levels and the #ehavioral
indicators for the competency 7ustomer )ocus! The #ehavioral indicators
are detailed and specific to the competency 7ustomer )ocus! Dou cannot
easily apply these #ehavioral indicators to a different competency! Individual
proficiency levels are part of the competency definition!
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Measuring Competencies ?sing @eneral
,ro#iciency (ating Scales
(ach level in a proficiency rating scale comprises a #rief description and can
include a #ehavioral indicator! 9o%ever, the #ehavioral indicators, if used,
are general enough to ena#le you to apply the scale to multiple
competencies! )or e$ample, the rating scale in the figure lac's detail
relevant to a specific competency! Dou could apply it to various
competencies, such as Results Orientation, Time Management, and
Personal Drive! Proficiency rating scales are independent of the competency
definition!
=!ic! Met!od o# Measurement>
Individual proficiency levels are suita#le if your enterprise competencies are
varied and you %ant to define accurately %hat is e$pected of your %or'force!
The result is multiple, e"uivalent measurement systems! Ceneral proficiency
rating scales are suita#le if they provide enough detail for your purposes and
if consistency of measurement is important!
Dou can use #oth methods! )or e$ample, you could use a general
proficiency rating scale for your core competencies and individual
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proficiency levels for specific ?o# or position competencies! ,hichever
approach you adopt, give high num#ers to high ratings and lo% num#ers to
lo% ratings, so that analysis of the ratings gives consistent and sensi#le
results!
?nit Standard Competencies
5ome legislations identify a special type of competency 'no%n as a unit
standard competency! A formal "ualification results from the achievement of
one or more unit standard competencies! These "ualifications are registered
%ith a national ;ualifications )rame%or'!
Measuring ?nit Standard Competencies
)or each unit standard competency, you define outcomes and assessment
criteria! Outcomes are nationally defined #ehaviors or performance
standards specific to the unit standard competency! (ach outcome has a set
of assessment criteria! A registered assessor -from the a%arding #ody, for
e$ample/ determines %hether a %or'er has achieved the unit standard
competency #y measuring the outcomes using the assessment criteria! In
the B!J!, for e$ample, you could assess the competencies associated %ith
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3ational Focational ;ualifications -3F;s/ as unit standard competencies! In
the B!5!, you could assess the competencies associated %ith a clinician&s
-physicians, nurses, and others/ "ualifications as unit standard
competencies!
Dou can also measure unit standard competencies using individual
proficiency levels or general proficiency rating scales! )or e$ample, you may
%ant to measure all enterprise competencies using a general rating scale,
regardless of %hether they lead to formal "ualifications! 9o%ever, the
proficiency rating scale or proficiency levels must #e in addition to the
outcomes and assessment criteria you define for unit standard
competencies!
(ating Scales
Rating scales are of three types*
,ro#iciency scales measure a personHs mastery of a s'ill or
techni"ue! As discussed earlier, you use proficiency rating scales to
measure competencies!
,er#ormance scales measure a %or'erHs delivery of a competency or
o#?ective and also the overall performance! Dou select performance
rating scales %hen you set up the appraisal!
=eig!ting scales measure the importance of a competency to the
enterprise! 9RM5 calculates competency ratings in appraisals using
a com#ination of performance, proficiency, and %eighting!
Rating scales can #e local -availa#le to a particular #usiness group only/ or
glo#al -availa#le in all #usiness groups/! Dou need glo#al rating scales to
support glo#al entities, such as glo#al competencies!
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,ractice Creating (ating Scales
EAercise
7reate a general proficiency rating scale that you can use to measure various
competencies! Define the scope of the rating scale as glo#al so that you can
associate the rating scale %ith #oth local and glo#al competencies! 7reate a
performance rating scale that you can use in appraisals to measure %or'ers&
delivery of competencies and o#?ectives and their overall performance! Define
the scope of the performance rating scale as glo#al so that you can use the
rating scale in #oth local and glo#al appraisal and assessment templates!
1! 7reate a proficiency rating scale as defined #elo%*
The name is $$Ceneral Rating 5cale, %here $$ is your identifier!
The rating scale type is Proficiency!
The description is Ceneral proficiency rating scale!
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The scale levels are as follo%s*
%e$el "ame Be!a$ioral Indicator
1 )oundation
Demonstrates #asic competence, #ut al%ays needs
guidance for more comple$ or unusual tas's!
2 Intermediate
7an perform simple tas's unsupervised, #ut generally
re"uires guidance!
6 5'illed
7an perform simple tas's unsupervised, #ut re"uires
guidance for more comple$ tas's!
2 Advanced
7an perform most tas's unsupervised, and re"uires
occasional guidance!
8 5uperior
7an perform all tas's unsupervised, and supervises
others!
2! 7reate a performance rating scale as defined #elo%*
The name is $$Performance Rating 5cale, %here $$ is your identifier!
The rating scale type is Performance!
The description is Performance rating scale to measure
competencies, o#?ectives, and overall performance!
The scale levels are as follo%s*
1
Does not
meet
e$pectations
The appraisee does not demonstrate the #ehaviors
re"uired in the current role! 5ignificant improvement is
re"uired!
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2
Development
needed
The appraisee sometimes demonstrates the #ehaviors
re"uired in the current role! )urther improvement is
re"uired!
6
5uccessfully
meets
e$pectations
The appraisee consistently demonstrates the
#ehaviors re"uired in the current role!
2
($ceeds
e$pectations
The appraisee consistently demonstrates #ehaviors
a#ove and #eyond those re"uired in the current role!
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Solution
1! Bsing your 5uper 9RM5 Manager responsi#ility, navigate to the Rating
5cales %indo%*
-3/ 7areer Management K Rating 5cales
2! (nter the name $$Ceneral Rating 5cale, %here $$ is your identifier!
6! 5elect the type Proficiency!
2! (nter the description Ceneral proficiency rating scale!
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8! 5elect Clo#al to ma'e the rating scale availa#le to all enterprise #usiness
groups!
"oteC Dou cannot change this selection after saving the rating scale! Dou
can create glo#al rating scales only if the 9R* 7ross Eusiness Croups
profile option is set to Des!
<! (nter the first level 1 and the name )oundation!
=! In the Eehavioral Indicator field, enter the te$t Demonstrates #asic
competence, #ut al%ays needs guidance for more comple$ or unusual
tas's to descri#e the )oundation level!
A! 5ave your %or'!
>! Repeat 5teps < through A for su#se"uent levels until the rating scale is
complete!
Creating a ,er#ormance (ating Scale
10! 7lic' in the 3ame field and clic' 3e%!
11! (nter the name $$Performance Rating 5cale, %here $$ is your identifier!
12! 5elect the type Performance!
16! (nter the description Performance rating scale to measure competencies,
o#?ectives, and overall performance!
12! 5elect Clo#al to ma'e the rating scale availa#le to all enterprise #usiness
groups!
18! (nter the first level 1 and the name Does not meet e$pectations!
1<! In the Eehavioral Indicator field, enter the te$t The appraisee does not
demonstrate the #ehaviors re"uired in the current role! 5ignificant
improvement is re"uired to descri#e the first level!
1=! 5ave your %or'!
Ref* 242197167.doc Page 35 of 129
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1A! Repeat 5teps 18 through 1= for su#se"uent levels until the rating scale is
complete!
Dou can no% use the $$Ceneral Rating 5cale in competency definitions
throughout the enterprise! Dou can select the $$Performance Rating 5cale
%hen defining assessment and appraisal templates and use the rating scale to
measure %or'ers& delivery of competencies and o#?ectives and their overall
performance!
,ractice Creating Competencies
EAercise
7reate the competency Pro#lem 5olving to assess %or'ers& a#ility to analyGe
pro#lems, apply resources, and overcome o#stacles to develop a %or'a#le
solution! Bse the generalpurpose proficiency rating scale you created in the
previous practice to measure the competency! The general proficiency rating
scale is suita#le #ecause generic proficiency levels provide enough detail to
measure this competency and consistency of measurement is important!
7onsultants are re"uired to have comprehensive 'no%ledge of Fision
products and solutions and apply Fision&s technology creatively to meet
customer re"uirements! 7reate the competency Product Mastery and define
specific proficiency levels to assess this ?o#specific competency!
Eoth the competencies are relevant to the Fision 7orporation #usiness group
and must #e accessi#le only in this #usiness group! Therefore, define the
competency scope as local!
1! 7reate the competency Pro#lem 5olving as defined #elo%*
The name is $$ Pro#lem 5olving, %here $$ is your identifier!
The competency is valid from 01Lan200=!
The competency is primarily evaluated during a performance revie%
-appraisal/ and reassessed every year!
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The #ehavior that descri#es the competency is* AnalyGes pro#lems,
applies resources, and overcomes o#stacles to develop a %or'a#le
solution!
Dou %ill measure the competency %ith the $$Ceneral Rating 5cale,
%here $$ is your identifier!
2! 7reate the competency Product Mastery as defined #elo%*
The name is $$Product Mastery, %here $$ is your identifier!
The competency is valid from 01Lan200=!
The competency is primarily evaluated during a performance revie%
-appraisal/ and reassessed every year!
The #ehavior that descri#es the competency is* 9as comprehensive
'no%ledge of Fision products and solutions! Applies Fision&s
technology creatively to meet customer re"uirements!
The proficiency levels are as follo%s*
1 )oundation
Demonstrates a %or'ing 'no%ledge of Fision products!
Accurately assesses o%n scope of technical 'no%ledge
and provides appropriate help to customers!
2 Intermediate
Demonstrates a sound 'no%ledge of Fision products!
7onducts discussions %ith 'ey decision ma'ers and
determines the #est approach to meet customer
re"uirements!
6 5'illed
Demonstrates a comprehensive 'no%ledge of Fision
products! Demonstrates creativity in applying different
technical scenarios and approaches to meet customer
re"uirements!
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2 Advanced
Demonstrates e$tensive 'no%ledge of Fision products,
and can position #enefits and value to customers! Bses
advanced technical resources to address customer
issues and meet re"uirements!
8 5uperior
Is ac'no%ledged as an e$pert in o%n product area!
RecogniGes competitor strengths and %ea'nesses, and
positions Fision products accordingly! 4everages
e$pert, glo#al technical resources to address customer
issues and meet re"uirements!
Solution
1! 3avigate to the 7ompetencies %indo%*
-3/ 7areer Management K 7ompetencies
www.itrain.co.uk
2! 5elect 3e% in the )ind 7ompetencies %indo%!
6! DateTrac' to 01Lan200=!
2! In the 7ompetencies %indo%, select the scope value 4ocal!
8! The competency 'ey fle$field for the Fision 7orporation #usiness group
defines the competency name structure! 7lic' in the 3ame field, and
enter the name $$Pro#lem 5olving in the 7ompetence )le$field %indo%!
Entering (ating In#ormation
<! On the Falid Date and Proficiency ta#, enter the )rom date 01LA3200=!
=! 5elect 5cale #ecause you %ant to measure the competency using a
general proficiency rating scale!
A! 5elect the rating scale $$Ceneral Rating 5cale, %here $$ is your
identifier!
Entering Competency E$aluation Details
>! 5elect Performance Revie% as the primary evaluation method!
10! (nter the rene%al period 1 and select Dear in the units field!
11! To descri#e the competency, enter the #ehavioral indicator AnalyGes
pro#lems, applies resources, and overcomes o#stacles to develop a
%or'a#le solution!
12! 5ave your %or'!
Creating t!e Competency ,roduct Mastery
16! 7lic' 3e%!
12! 5elect the scope value 4ocal!
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18! The competency 'ey fle$field for the Fision 7orporation #usiness group
defines the competency name structure! 7lic' in the 3ame field, and
enter the name $$Product Mastery in the 7ompetence )le$field %indo%!
1<! 5elect 3ormal 7ompetence in the 7luster field #ecause you are not
creating a unit standard competency!
1=! On the Falid Date and Proficiency ta#, enter the )rom date 01LA3200=!
1A! 5elect 4evels #ecause you %ant to define specific proficiency levels to
measure this competency!
1>! 7lic' 4evels -E/ to define the proficiency levels!
20! (nter the first level 1 and the name )oundation!
21! In the Eehavioral Indicator field, enter the te$t Demonstrates a %or'ing
'no%ledge of Fision products! Accurately assesses o%n scope of technical
'no%ledge and provides appropriate help to customers to descri#e the
)oundation level!
22! 5ave your %or'!
26! Repeat 5teps 20 through 22 for su#se"uent levels!
22! In the 7ompetencies %indo%, select Performance Revie% as the primary
evaluation method!
28! (nter the rene%al period 1 and select Dear in the units field!
2<! To descri#e the competency, enter the #ehavioral indicator 9as
comprehensive 'no%ledge of Fision products and solutions! Applies
Fision&s technology creatively to meet customer re"uirements!
2=! 5ave your %or'!
Dou can no% use the $$Pro#lem 5olving and $$Product Mastery
competency definitions to define your competency re"uirements and
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create competency profiles! During appraisals, you can assess %or'ers in
these competencies!
Compentency Types
Dou may create or import many competency definitions in your enterprise!
)or easier management and retrieval of competencies, you can group
related competencies into competency types!
Dou can define competency types to suit your enterprise re"uirements! )or
e$ample, you can define competency types to differentiate various s'ill sets,
such as management s'ills, communication s'ills, and so on! Alternatively,
you can define a competency type for each ?o# or position, such as sales
manager or a soft%are developer! ,hen you set up an appraisal, you can
search for the competencies you %ant to include in the appraisal #y type!
A competency can #elong to more than one type, and overlap #et%een
types is li'ely to occur!
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?ploading 4rd ,arty Competencies
Dou can "uic'ly and efficiently load competency details from a thirdparty
s'ills vendor directly into Oracle 9RM5 using ,e# Applications Des'top
Integrator -,e# ADI/, eliminating the need to create individual competency
definitions! This approach ena#les you to edit competency information
#efore uploading it! Dou can edit competency information in a te$t file or
spreadsheet and then upload definitions directly into the application using
,e# ADI!
The thirdparty competency definitions that you upload using ,e# ADI are
glo#al only! Dou cannot upload local competency definitions!
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1manual #ront page2
7*8ecti$es
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7reate and maintain competency profiles
Identify and define competency re"uirements
)ind suita#le matches using the 9RM5 5uita#ility Matching function
Record %or'er "ualifications
Competency ,ro#iles
Dou can create a competency profile %hen an employee first ?oins the
enterprise, ta'ing details from their resume or from tests or intervie%s!
Creating Competency ,ro#iles
Dou can create a competency profile using either the 7ompetence Profile
%indo% or the 559R 7ompetency Profile function!
Copying Competencies to Competency ,ro#iles
Dou can enter individual competencies and proficiency levels, and you can
also copy multiple competencies to a competency profile! )or e$ample, you
can copy the competencies associated %ith a %or'erHs primary assignment
to the %or'erHs competency profile! This feature ena#les you to set up a
%or'erHs competency profile efficiently and assess the %or'erHs proficiency
in all relevant competencies!
Dou can also copy competency re"uirements from a vacancy definition in
Oracle iRecruitment to a competency profile!
?pdating Competency ,ro#iles
Dou can assess and update a %or'erHs competencies at any time!
Managers can use the selfservice 7ompetency Profile function to update
the competency profiles of their su#ordinates! (mployees can use this
function to update their o%n competency profiles! Dou can also update a
%or'erHs competency profile using the 7ompetence Profile %indo% in the
forms#ased interface!
9RM5 can update a %or'erHs competency profile automatically after an
appraisal! Dou can ena#le this feature at site level #y setting the user profile
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option Apply Assessment 7ompetencies to Person to Des! Alternatively, you
can ena#le this feature at appraisal level %hen you set up the appraisal!
Training is the primary method of ac"uiring ne% s'ills and developing
e$isting s'ills! Bsers of Oracle 4earning Management can configure the
application to update learnersH competency profiles automatically on
successful completion of training!
Competency (eDuirements
A %or'erHs competency profile identifies competencies that the %or'er
possesses! The enterprise can also identify the competencies its %or'force
must have to deliver its #usiness goals! In 9RM5, these competencies are
descri#ed as competency re"uirements!
Dou can use this information in various %ays! )or e$ample*
Dou can search for candidates for vacancies and opportunities for
%or'ers, and identify the #est match #et%een the re"uirements of a
role and the s'ills and e$perience of the %or'er!
,hen assessing %or'ers during appraisals, you can compare %or'er
competencies %ith the re"uirements and proficiency levels for their
roles! 9aving a #enchmar' statement of re"uirements that is #ased on
#usiness need #rings consistency and o#?ectivity to the appraisal
process!
Dou can target training and other development activities to close the
gap #et%een a %or'erHs competencies and those re"uired #y the
enterprise!
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De#ining Competency (eDuirements
Dou can define competency re"uirements for*
Business groups* 7ompetency re"uirements that you define for the
#usiness group are referred to as core competencies! 7ore
competencies are generic and fundamental to your enterprise
strategy! (very mem#er of the #usiness group should demonstrate
the core competencies, though the degree of proficiency can vary %ith
seniority and e$perience!
7rganiEationsF Go*sF and ,ositions* 7ompetencies that you define
for organiGations apply to all mem#ers of the organiGation #ut are not
core competencies! 7ompetencies that you define for ?o#s and
positions apply to all holders of those roles! Position competencies
automatically include the competencies of the associated #usiness
group, organiGation, and ?o#!
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Suita*ility Matc!ing* Dou can construct a list of competency
re"uirements for use in a single suita#ilitymatching e$ercise! )or
e$ample, you may %ant to search for %or'ers %ho have specific
competencies! Dou can include core competencies in your list, delete
some of them, add other competencies to the list, edit the proficiency
levels, and designate some competencies as essential for the purpose
of the search!
Vacancies* If you use Oracle iRecruitment, you can define
competency re"uirements for vacancies!
,ractice De#ining Competency (eDuirements
EAercise
1! Define a core competency for the Fision 7orporation #usiness group as
defined #elo%*
The competency name is $$Pro#lem 5olving, %here $$ is your
identifier!
The minimum proficiency level desired for this competency is 6
-5'illed/ and the ma$imum is 8 -5uperior/!
This competency is essential for all %or'ers in the #usiness group!
The competency is re"uired in the #usiness group from 01Lan200=!
2! Define a competency re"uirement for the 7onsultant ?o# as defined
#elo%*
The competency name is $$Product Mastery, %here $$ is your
identifier!
The ?o# name is 7O3<00!7onsultant!
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The minimum proficiency level desired for this competency is 6
-5'illed/ and the ma$imum is 8 -5uperior/!
The competency is re"uired for the ?o# from 01Lan200=!
Solution
De#ining a Core Competency
1! 3avigate to the 7ompetence Re"uirements %indo%*
-3/ 7areer Management K 7ompetence Re"uirements
2! DateTrac' to 01Lan200=!
6! 5elect the Fision 7orporation #usiness group!
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2! 7lic' )ind to display any competency re"uirements already defined for
this #usiness group!
"oteC The application could display Pro#lem 5olving -preceded #y an
identifier $$/ as a competency re"uirement already defined for this
#usiness group #ecause a student may have already completed this
practice!
8! To add Pro#lem 5olving as a core competency, clic' the first empty ro% of
the competency ta#le and select $$Pro#lem 5olving, %here $$ is your
identifier!
<! In the 4o% field, select proficiency level 6! In the 9igh field, select
proficiency level 85uperior!
=! Eecause all %or'ers in this #usiness group must possess this
competency, select (ssential!
A! (nter 01Lan200= as the date from %hich the competency is re"uired in
the #usiness group!
>! 5ave your %or'!
De#ining a Go* Competency
10! ,ith your cursor in the Eusiness Croup field, clic' 3e%!
11! 5elect the ?o# 7O3<00!7onsultant!
12! 7lic' )ind to display any competency re"uirements already defined for
this ?o#!
"oteC The application could display Product Mastery -preceded #y an
identifier $$/ as a competency re"uirement already defined for this ?o#
#ecause a student may have already completed this practice!
16! To add Product Mastery as a ?o# competency, clic' the first empty ro% of
the competency ta#le and select $$Product Mastery, %here $$ is your
identifier!
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12! In the 4o% field, select proficiency level 6! In the 9igh field, select
proficiency level 85uperior!
18! (nter 01Lan200= as the date from %hich the competency is re"uired in
the ?o#!
1<! 5ave your %or'!
,hen you perform an appraisal, you can assess %or'ers in the core
competency $$Pro#lem 5olving and the ?o# competency $$Product Mastery #y
selecting Include Lo# 7ompetencies in the competency template!
Suita*ility Matc!ing
The 5uita#ility Matching function, %hich you can access from 9R
Professional, (mployee, and Manager 5elf5ervice menus, ena#les you to
find %or'ers for opportunities and opportunities for %or'ers! The application
performs this function #y comparing %or'er competency profiles %ith the
competency re"uirements of #usiness groups, organiGations, ?o#s, positions,
and vacancies!
Depending on their responsi#ility, the default 5uita#ility Matching gate%ay
page offers users different suita#ilitymatching options! )or e$ample,
%or'ers can use this function to find suita#le %or' opportunities, and
managers and 9R Professionals can use the function to find suita#le
persons for a %or' opportunity!
)or the full list of suita#ilitymatching options, see 5uita#ility Matching in the
online help!
,hen you perform the search for %or'ers %ho match your competency
re"uirements, 9RM5 lists %or'ers in order of suita#ility, %ith those %ho
possess essential competencies ahead of those %ho possess no essential
competencies!
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<uali#ications
Oracle 9RM5 ena#les you to record the types of "ualifications recogniGed
#y your enterprise, including educational and vocational "ualifications,
licenses, a%ards, and honors! Dou can also identify the schools and colleges
that deliver the "ualifications that your enterprise recogniGes so that you can
record %here a %or'er gained a "ualification! As schools and colleges are
availa#le to all #usiness groups, you have to define them once only!
Dou can enter your %or'ersH completed and inprogress "ualifications %hen
they first ?oin the enterprise! Dou may need to update a %or'erHs
"ualifications record after completion of a training course, for e$ample!
,or'ers and managers can use these 559R functions to enter and update
%or'er "ualification records*
(ducation and ;ualifications
Other Professional ;ualifications
)or ;ualifications )rame%or' "ualifications, you can record national
;ualifications )rame%or' details, including the num#er of credits attached to
the "ualification, the a%arding #ody, and the field of learning to %hich the
"ualification #elongs!
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ppraisals
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7*8ecti$es
After competing this topic , you should #e a#le to*
Identify the appraisal participants
4ist the appraisal types
Define and conduct the appraisal process
7$er$iew
During a typical appraisal, you assess a %or'erHs competencies and
o#?ectives and identify development opportunities for the ne$t appraisal
period! The appraisal provides a snapshot of the %or'erHs achievements and
supplies input to related processes, such as training and compensation
planning! Dou can use appraisals to determine %or'er compensation and
re%ards+ for e$ample, you could use appraisees& final ratings in a
performance appraisal to determine their compensation!
Dou can also use appraisals for other purposes! )or e$ample, you can*
Ta'e a snapshot of %or'er competencies at the start or end of a
pro?ect!
(valuate %or'er competencies after a training or an e"uivalent event!
Assess %or'er progress against o#?ectives at intervals during the
appraisal period!
Cather e$it information %hen a %or'er leaves the enterprise!
Assess specific competencies for a position or pro?ect!
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7racle H(MS ppraisals Function
Bsing 9RM5 functions, you create the appraisal components and set up the
appraisal process #ased on your re"uirements! )or e$ample, you can define
your o%n "uestionnaires for inclusion in the appraisal! To perform the
appraisal itself, you use Oracle 559R!
The main appraiser shares the appraisal %ith the appraisee to allo% the
appraisee to vie% or update the appraisal! The appraisee shares the
appraisal %ith the main appraiser to return it! In this %ay, the appraisal is the
product of colla#oration #et%een the main appraiser and the appraisee! This
sharing of the appraisal #et%een main appraiser and appraisee can occur
as often as necessary during a single appraisal process!
9RM5 can automatically update an appraiseeHs competency profile to
include revised competency levels %hen the appraisal is complete! To
ena#le automatic competency updates, either set the profile option Apply
Assessment 7ompetencies to Person to Des or select the Bpdate
7ompetency Profile option in the appraisal template!
9RM5 provides an integrated set of %or'force performance management
functions that can create appraisals automatically for all mem#ers of a
Performance Management Plan -PMP/! 7reating appraisals automatically is
covered in detail in the ,or'force Performance Management topic!
ppraisal ,articipants
Appraisals can involve the follo%ing types of participants*
The main appraiser, usually the appraiseeHs manager, %ho controls
the appraisal process!
Appraisers, %ho can contri#ute to all sections of the appraisal!
Revie%ers, %ho can vie% othersH evaluations and enter overall
comments! They cannot update other sections of the appraisal!
Other participants, %ho are typically peers or su#ordinates of the
appraisee! They complete "uestionnaires -a#out the appraiseeHs
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performance, for e$ample/, and can enter overall comments, #ut can
neither vie% nor update the rest of an appraisal!
The appraisee, the su#?ect of the appraisal, %ho can vie% or update
sections of the appraisal shared %ith them #y the main appraiser! An
appraisee %ho is the appraisal initiator can complete any section
#efore sharing the appraisal %ith the main appraiser! Thereafter, the
main appraiser controls the appraiseeHs access to the appraisal!
ppraisal Types
The 5tandard Appraisal supports most appraisal re"uirements and can
include the follo%ing sections*
7ompetencies
7ompetency Caps
O#?ectives
4earning Path
Participants
;uestionnaires
The sections are covered in detail in the ne$t topic!
6<0Degree Appraisal is a group appraisal, to %hich an appraisee&s peers,
managers, and reporting staff can all contri#ute! The only difference
#et%een this and the standard appraisal is that other participants can
contri#ute to a 6<0degree appraisal #ut not to a standard appraisal! Only
appraisers and revie%ers can participate in a standard appraisal!
5elf Appraisal is one in %hich %or'ers perform regular self appraisals as a
%ay of monitoring their o%n progress! 3o one else can vie% or contri#ute to
a self appraisal! The self appraisal can include the same sections as the
standard appraisal, e$cept the Participants section!
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Initiating T!e ppraisal
Managers can use the selfservice Appraisals function to initiate and
manage appraisals of their su#ordinates! ,or'ers use this function to initiate
appraisals of themselves! To perform a self appraisal, you log into self
service as an employee -even if you are a manager/!
,hether 9RM5 creates appraisals automatically from a Performance
Management Plan or individuals create them using the Appraisals function,
control of the appraisal depends on %ho is the initiator*
A main appraiser %ho is the appraisal initiator controls its progress
from the start! That is, the main appraiser decides %hen to share the
appraisal %ith the appraisee, %hich information to share %ith the
appraisee, and %hether the appraisee can update the appraisal and
provide feed#ac'!
An appraisee %ho is the appraisal initiator controls its progress until
first sharing the appraisal %ith the main appraiser! The appraisee
shares the %hole appraisal %ith the main appraiser and cannot
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conceal particular sections! Thereafter, the main appraiser controls the
progress of the appraisal, e$actly as if the main appraiser %ere the
initiator!
ppraisal 7wners!ip
,hen the main appraiser o%ns the appraisal, the appraisee*
7annot update the appraisal
7an vie% the appraisal up to the last sharing point
,hen the appraisee o%ns the appraisal, the main appraiser*
7annot update the appraisal
7an see all sections of the appraisal, and can vie% any changes the
appraisee has made since resuming o%nership
Any changes the main appraiser ma'es to an inprogress appraisal after
resuming o%nership are not visi#le to the appraisee until the main appraiser
shares the appraisal again!
Trans#erring 7wners!ip
The main appraiser transfers o%nership #y sharing the appraisal %ith the
appraisee and leaving Main Appraiser Retains O%nership deselected! The
appraisee transfers o%nership #y sharing the appraisal %ith the main
appraiser!
To ena#le the appraisee to vie% the appraisal #ut not gain o%nership of it,
the main appraiser selects Main Appraiser Retains O%nership #efore
sharing the appraisal %ith the appraisee! In this case, the main appraiser
can continue to update the appraisal, and the appraisee does not need to
share the appraisal in return!
,articipants Contri*utions To T!e ppraisal
Participants in an appraisal do not o%n the appraisal! ,hile the main
appraiser o%ns the appraisal, all participants can update the appraisal!
9o%ever, %hile the appraisee o%ns the appraisal, only other participants
can update it+ appraisers and revie%ers cannot update the appraisal at this
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time! Appraisers and revie%ers automatically regain their access to the
appraisal %hen the appraisee shares it %ith the main appraiser again!
,hen the main appraiser re"uests their feed#ac', participants receive
%or'flo% notifications! (ach participant ma'es their contri#ution to the
appraisal independently of the other participants! Participants can see
changes made to the sections to %hich they have access, including those
made after the main appraiser re"uests their feed#ac', until they apply their
contri#ution! At that point, their vie% of the appraisal is froGen! They can
ma'e further updates only if the main appraiser re"uests feed#ac' again!
Dou can delete a participant from an appraisal or change their role -for
e$ample, you can change an appraiser to a revie%er/, provided the
participant has not yet given feed#ac'!
C!ange t!e Main ppraiser
Dou may need to change the main appraiser in an appraisal %hen the
appraisee&s manager has changed, for e$ample! In 9RM5, you can change
the main appraiser %hen initiating the appraisal or %hen the appraisal is in
progress!
,hen the main appraiser is the initiator of an appraisal, that personHs name
appears #y default in the Main Appraiser field on the 5etup Details page of
the appraisal! ,hen the appraisee is the initiator of an appraisal, the name
of that personHs manager appears #y default in the Main Appraiser field! In
either case, the appraisal initiator can select a different main appraiser on
the 5etup Details page!
As main appraiser, you can select a different main appraiser -#y clic'ing
7hange Main Appraiser/ once the appraisal is in progress! If you do this
after entering setup details #ut #efore completing other sections of the
appraisal, you cease to #e a participant in the appraisal and can neither
vie% nor update it unless the ne% main appraiser e$plicitly re"uests your
feed#ac'! If you change main appraiser after completing a section of the
appraisal -for e$ample, the competency ratings/, you remain listed as a
participant and your contri#ution is retained! 9o%ever, your vie% of the
appraisal as a participant is froGen, and you can ma'e no further changes
unless the ne% main appraiser e$plicitly re"uests further feed#ac'!
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ppraisal ppro$al 5 Completion
,hen main appraisers give final ratings, they can add approvers and specify
their position in the approvals chain! (ach approver receives a %or'flo%
notification re"uesting their approval %hen the previous approver in the
chain has approved! ,hen the final approver has approved the appraisal,
the main appraiser receives a %or'flo% notification!
ppraisal Completion
,hen you send the appraisal to approvers, you can also re"uest the
appraiseeHs feed#ac' on the overall rating! In this case, the appraisee
receives a re"uest for feed#ac' %hen all approvers have approved the
appraisal! ,hen the appraisee provides feed#ac', the main appraiser
receives a further notification, and the appraisal process is complete!
The Appraisals home page lists completed appraisals in %hich you have
participated! )or e$ample, for an employee, the My Appraisals ta# lists
completed appraisals of that employee! )or a manager, the Main Appraiser
ta# lists completed appraisals for %hich the manager has #een main
appraiser!
Dou can also use 9RM5i reports to analyGe appraisal activity for an
organiGation hierarchy or supervisor hierarchy! Dou can vie% all appraisals
%ithin your #usiness group, appraisals of %or'ers under a specific
supervisor, or specify other com#inations!
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ppraisal 5 ssessment
Templates
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7*8ecti$es
7onfigure the appraisal using appraisal and assessment templates
7reate "uestionnaires to include in the appraisal
7reate competency and o#?ective templates
Assess o#?ectives and competencies during an appraisal
7reate career paths
Plan the appraisal process
T!e ppraisal Template
The main function of an appraisal template is to configure all sections of the
appraisal to suit the appraisal purpose or enterprise re"uirements!
If you %ant to enforce a standard appraisal structure or approach, you could
define a single enterprise%ide template! Alternatively, you could create
different templates for each #usiness group or for each appraisal purpose
-such as annual appraisal, e$it appraisal, or #enchmar'ing appraisal/! )or
e$ample, for an e$it appraisal, you may %ant to include a detailed main
appraiser "uestionnaire that %ould not #e appropriate in other types of
appraisal!
To create appraisal templates, use the Manage Appraisal Templates function
availa#le in the 9R Professional menu!
"oteC Dou can continue to use appraisal templates created in the Appraisal
Template %indo% of the forms#ased interface! 9o%ever, to update or delete
these templates, you must use the Manage Appraisal Templates function!
Con#iguring t!e ppraisal &Core+
,hen you create an appraisal template, you can*
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5pecify validity dates! Outside these dates, the template is not
availa#le for use! Dou can use these dates to associate the template
%ith a performancemanagement period, for e$ample!
5pecify the template scope! Clo#al templates are availa#le in all
enterprise #usiness groups! 4ocal templates are availa#le only in the
#usiness group in %hich you create them! Dou define a glo#al
template if a single enterprise%ide template meets your appraisal
re"uirements! Alternatively, if your #usiness groups have varied
appraisal re"uirements, define at least one local template for each
#usiness group!
Include instructions to appraisal participants! These instructions
appear, formatted as you specify, on the Appraisal Overvie% page!
"oteC The appraisal templates created in the Appraisal Template %indo% of
the forms#ased interface have a local scope only!
Con#iguring t!e ppraisal &7%M+
If you use Oracle 4earning Management -O4M/, you can identify training
courses for the appraisee in the 4earning Path region of an appraisal! Dou
select the Include 4earning Path option to include the region in appraisals!
This option is valid only for users of Oracle 4earning Management -O4M/!
,hen main appraisers share appraisals %ith appraisees, they specify %hich
information the appraisee can vie% and %hether the appraisee can update
the appraisal! )or e$ample, to share competency ratings and comments, the
main appraiser selects the 7ompetency Ratings and 7omments chec' #o$!
Ey default, no sharing option is selected, #ut you can change this initial
setting for appraisals that use this template! The main appraiser can
override these initial appraisalsharing options in appraisals that use the
template!
<uestionnaires
Dou can create different "uestionnaires for the appraisee, the main
appraiser, appraisers, and other participants! Dou attach appraisee and main
appraiser "uestionnaires to the appraisal template! ,hen you add
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appraisers and other participants to an appraisal, you can select either
Default ;uestionnaire -%hich is the appraisee "uestionnaire/ or a different
"uestionnaire!
To create a "uestionnaire, use the ;uestionnaire Administration function
availa#le in the 9R Professional menu! Dou must pu#lish a "uestionnaire to
ma'e it availa#le for inclusion in the appraisal! ,hen you create a
"uestionnaire, its pu#lication status is Bnpu#lished! Dou can change its
status to Pu#lished either %hen you create it or at a later date -%hen it is
ready for use/! Dou can change the status from Pu#lished to Bnpu#lished,
even if the "uestionnaire is currently in use in appraisals or simply attached
to an appraisal template, to prevent future use of a "uestionnaire!
To include the same "uestionnaire in all appraisals in enterprises that use
multiple #usiness groups, define the "uestionnaire %ith glo#al scope!
Other%ise, "uestionnaires are availa#le only in the #usiness group in %hich
you create them! If the appraisal template has glo#al scope, any
"uestionnaires that you include in the template must also have glo#al scope!
If the appraisal template has local scope, any "uestionnaires that you
include in the template must #e either glo#al or local to the same #usiness
group as the appraisal template!
,ractice Creating ppraisal <uestionnaires
EAercise
1! 7reate an appraisee "uestionnaire as defined #elo%*
The name is $$Appraisee ;uestionnaire, %here $$ is your identifier!
The "uestionnaire is local to the Fision 7orporation #usiness group!
The "uestionnaire comprises the follo%ing "uestions*
1 5ummariGe ma?or accomplishments during this performance
appraisal period!
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2 4ist areas to #e developed to increase e$pertise or strengthen ?o#
performance!
6 4ist the most and least satisfying aspects of your ?o#!
2 4ist any additional comments for this performance appraisal period!
2! 7reate a main appraiser "uestionnaire as defined #elo%*
The name is $$MainAppraiser ;uestionnaire, %here $$ is your
identifier!
The "uestionnaire is local to the Fision 7orporation #usiness group!
The "uestionnaire comprises the follo%ing "uestions*
1 5ummariGe the appraisee&s ma?or accomplishments during this
performance appraisal period!
2 4ist areas to #e developed to increase the appraisee&s e$pertise or
strengthen the appraisee&s ?o# performance!
6 Descri#e the appraisee&s level of credi#ility %ith colleagues and
customers!
2
4ist any additional comments for this performance appraisal period!
Solution
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1! Bsing the 9R Professional F2!0 responsi#ility, navigate to the
;uestionnaire Administration page!
9R Professional F2!0 K ;uestionnaire Administration
2! 7lic' 7reate ;uestionnaire!
6! (nter the name $$Appraisee ;uestionnaire, %here $$ is your identifier!
2! In the Pu#lication 5tatus field, select Pu#lished!
8! Eecause the scope of the "uestionnaire is local, deselect Clo#al! 5earch
for and select the Fision 7orporation #usiness group!
"oteC To search, enter FisionM in the Eusiness Croup field and clic' the
torch icon! In the resulting page, select Fision 7orporation and then clic'
the 5elect #utton!
<! Dou can either enter the "uestions in an 9TM4 editor and paste the html
code in the 9TM4 Te$t field or enter the code directly in the 9TM4 Te$t
field! The sample html code for the appraisee "uestionnaire is provided
#elo%+ paste the code in the 9TM4 Te$t field*
NhtmlK
www.itrain.co.uk
NheadK
NtitleKiTrain Appraisee ;uestionnaireN1titleK
N1headK
N#odyK
Nform nameOPform1P methodOPpostP actionOPPK
NpK 1! 5ummariGe ma?or accomplishments during this performance
appraisal period! N1pK
Nte$tarea nameOPte$tareaP colsOP100P ro%sO18KN1te$tareaK
NpK 2! 4ist areas to #e developed to increase e$pertise or strengthen ?o#
performance! N1pK
Nte$tarea nameOPte$tareaP colsOP100P ro%sOP18PKN1te$tareaK
NpK 6! 4ist the most and least satisfying aspects of your ?o#! N1pK
NpK 2! 4ist any additional comments for this performance appraisal
period! N1pK
N1formK
N1#odyK
N1htmlK
=! 7lic' 7ontinue to previe% the "uestionnaire!
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A! 7lic' Apply to save the changes!
>! Repeat steps 1 through A for the main appraiser "uestionnaire! (nter the
name $$MainAppraiser ;uestionnaire in step 6 -%here $$ is your
identifier/, and paste the follo%ing code -for the main appraiser
"uestionnaire/ in the 9TM4 Te$t field in step <*
NhtmlK
NheadK
NtitleKiTrain Main Appraiser ;uestionnaireN1titleK
N1headK
N#odyK
Nform nameOPform1P methodOPpostP actionOPPK
NpK 1! 5ummariGe the appraisee&s ma?or accomplishments during this
performance appraisal period! N1pK
Nte$tarea nameOPte$tareaP colsOP100P ro%sO18KN1te$tareaK
NpK 2! 4ist areas to #e developed to increase the appraisee&s e$pertise or
strengthen the appraisee&s ?o# performance! N1pK
NpK 6! Descri#e the appraisee&s level of credi#ility %ith colleagues and
customers! N1pK
NpK 2! 4ist any additional comments for this performance appraisal
period! N1pK
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N1formK
N1#odyK
N1htmlK
Dou can no% include these "uestionnaires in an appraisal template and use
the "uestionnaires to assess the appraisee during the appraisal!
ssessing Competencies 5 7*8ecti$es
To assess competencies during an appraisal, you must select or create a
competency template in the appraisal template! Other%ise, the
7ompetencies region does not appear in appraisals! If you include a
competency template in the appraisal template, then the Bpdate
7ompetency Profile option is ena#led! 5elect this option to ena#le automatic
update of competency profiles %hen appraisals are completed!
To assess o#?ectives during an appraisal, you must select or create an
o#?ective template in the appraisal template! Other%ise, the O#?ectives
region does not appear in appraisals!
Competency Templates
The competency template specifies ho% to assess competencies in
appraisals! Dou can create competency templates for specific ?o#s,
positions, or even individuals! Alternatively, you can define a template to
include your enterpriseHs core competencies, and the main appraiser could
add competencies relevant to the ?o# or individual during the appraisal! Dou
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can even define a competency template that contains no competencies, in
%hich case the 7ompetencies region is availa#le in appraisals for %or'ers
and managers to add competencies themselves!
Creating Competency Templates
Access the Manage 7ompetency Templates function from the 9R
Professional menu! Alternatively, clic' 7reate 7ompetency Template %ithin
an appraisal template! ,hen you create a competency template, you can*
5pecify validity dates! These dates must not conflict %ith the validity
dates of the appraisal template in %hich the competency template
appears!
5pecify the template scope! The scope must match the scope of any
appraisal template in %hich the competency template appears!
Include instructions, %hich appear in the 7ompetencies region of the
appraisal!
Identify competencies that you %ant to assess! 5elections that you
ma'e in the competency template apply to all users of the template!
9o%ever, during the appraisal, the appraisee or man appraiser can
edit the 7ompetencies region to suit individual needs!
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,ractice Creating Competency templates
EAercise
7reate a competency template as defined #elo%*
The template name is $$7ompetency Template, %here $$ is your
identifier!
The template is valid from 01Lan200=!
The template scope is local!
The 7ompetencies section of the appraisal includes the follo%ing
instructions* 5elect a performance rating for each competency that
#est identifies the appraisee&s a#ilities and contri#ution!
7alculate individual competency scores using the performance
scores!
The performance rating scale is $$Performance Rating 5cale, %here
$$ is your identifier!
The total score is the average of the competency line scores!
(na#le assessment of %or'ers in the competencies re"uired #y their
?o#s or positions!
Solution
1! Bsing the 9R Professional F2!0 responsi#ility, navigate to the Manage
7ompetency Template page!
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9R Professional F2!0 K Manage 7ompetency Templates
2! 7lic' 7reate 7ompetency Template!
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6! (nter the name $$7ompetency Template, %here $$ is your identifier!
2! (nter the Falid )rom date 01Lan200=!
8! Eecause the scope of the template is local, deselect Clo#al! 5earch for
and select the Fision 7orporation #usiness group!
"oteC To search, enter FisionM in the Eusiness Croup field and clic' the
torch icon! In the resulting %indo%, select Fision 7orporation and clic' the
5elect #utton!
<! (nter the instructions* 5elect a performance rating for each competency
that #est identifies the appraisee&s a#ilities and contri#ution!
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=! 5elect the rating scale type Performance!
A! In the Performance 5cale field, select $$Performance Rating 5cale,
>! 5elect Average as the method of calculating the total score!
10! In the 7ompetencies to Assess region, select Include Lo# 7ompetencies!
This selection causes the core competency and the ?o# competency
re"uirement that you defined in the previous practice to appear in the
7ompetencies section of the appraisal!
11! 7lic' Apply to save your %or'!
Dou can no% include this competency template in an appraisal template and
assess competencies during an appraisal!
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ssessing Competencies
During an appraisal, each participant -main appraiser, appraisee, and
appraiser/ can allocate ratings to individual competencies! )rom these
values, 9RM5 calculates a score for each competency and the total score
for all competencies!
Dou identify a ratingscale type in the competency template to specify ho%
9RM5 %ill calculate the individual competency scores! The slide lists the
ratingscale types and the scorecalculation method for each! 9RM5 can
calculate scores #ased on performance, proficiency, or #oth! In addition,
9RM5 can apply a %eighting value to either performance or proficiency! )or
e$ample, if you select the ratingscale type Performance and Proficiency,
,eighting for Performance, the application multiplies performance #y
%eighting to produce a participant&s score for each competency! The final
score for each competency is the average of all participants& scores! Dou
identify any performance and %eighting scales you %ill use in the
competency template! The proficiency is derived from the proficiency scale
or level that you associated %ith the competency %hen you defined it!
The total score for all competencies can #e either the average or the sum of
the competency line scores+ you specify %hich in the competency template!
ssessing Competencies ?sing Formulas
As an alternative to the standard calculation methods, you can select the
ratingscale type )ast)ormulaEased 4ine 5coring and select one of the
supplied 7ompetency appraisal line formulas to calculate competency line
scores! The calculation that the application performs %hen you select a
7ompetency appraisal line formula -for e$ample, P(R)QRQ,(IC9TI3C /
differs from the calculation it performs %hen you select one of the standard
ratingscale types -for e$ample, Performance %ith ,eighting/! )or
information on the differences #et%een the t%o calculation methods, see
9o% 9RM5 7alculates 7ompetency 4ine 5cores in the online help!
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If the default formulas for calculating competency scores are not suita#le,
you can %rite your o%n formulas for calculating competency scores using
Oracle )ast)ormula! )or e$ample, if you %ant to e$clude or treat differently
the scores from a particular type of participant -such as appraisee/, you
need to %rite a formula! Or if you %ant each competency line score to #e
something other than the average of all participants& scores, then you need
to %rite a formula!
7*8ecti$e Templates
Dou can create an o#?ective template using the Manage O#?ective Templates
function! Dou can access this function from*
The 9R Professional menu, %here it appears #y default
The Manage Appraisal Templates function, %hen you clic' 7reate
O#?ective Template
In an o#?ective template, you specify the follo%ing*
Falidity dates* Outside these dates, you cannot use the template!
These dates must not conflict %ith the validity dates of the appraisal
template in %hich the o#?ective template appears! )or e$ample, if the
appraisal template has no validto date, the o#?ective template must
have no validto date!
Template scope* The scope -local or glo#al/ must match the scope of
any appraisal template in %hich the o#?ective template appears!
Instructions to participants* These instructions appear, formatted as
you specify, in the O#?ectives section of the appraisal!
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,ractice Creating n 7*8ecti$e Template
EAercise
7reate an o#?ective template as defined #elo%*
The template name is $$O#?ective Template, %here $$ is your
identifier!
The O#?ectives section of the appraisal contains the follo%ing
instructions *
Rate appraisee performance in the delivery of o#?ectives #y selecting
a rating from the Appraised Performance drop do%n #o$!
7alculate individual o#?ective scores using the performance scores!
The performance rating scale is $$Performance Rating 5cale, %here
The total score is the average of the o#?ective line scores!
Solution
O#?ective Template page!
9R Professional F2!0 K Manage O#?ective Templates
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2! 7lic' 7reate O#?ective Template!
6! (nter the name $$O#?ective Template, %here $$ is your identifier!
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<! (nter the instructions*
Rate appraisee performance in the delivery of o#?ectives #y selecting a
rating from the Appraised Performance drop do%n #o$!
=! 5elect the rating scale type Performance!
A! In the Performance 5cale field, select $$Performance Rating 5cale,
>! 5elect Average as the method of calculating the total score!
11! 7lic' Apply to save your %or'!
Dou can no% include this o#?ective template in an appraisal template and
assess o#?ectives during an appraisal!
,ractice Creating n ppraisal Template
EAercise
1! 7reate an appraisal template as defined #elo%*
The template name is $$Appraisal Template )D0=, %here $$ is your
identifier!
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The Appraisal Overvie% page includes the follo%ing instructions* Bse
this appraisal to assess competencies, o#?ectives, and performance
in the past fiscal year and to set o#?ectives for the coming fiscal year!
The final rating scale is $$Performance Rating 5cale, %here $$ is
your identifier!
To assess competencies, include the competency assessment
template $$7ompetency Template, %here $$ is your identifier!
The application must automatically update the appraiseeHs
competency profile to include revised competency levels %hen the
appraisal is complete!
To assess o#?ectives, include the o#?ective assessment template
$$O#?ective Template, %here $$ is your identifier!
Include $$Appraisee ;uestionnaire and $$MainAppraiser
;uestionnaire in the appraisal template, %here $$ is your identifier!
(na#le sharing of participant details %ith the appraisee #y default!
(na#le appraisees to add participants to appraisals!
Solution
Appraisal Template page!
9R Professional F2!0 K Manage Appraisal Templates
2! 7lic' 7reate Appraisal Template!
www.itrain.co.uk
6! (nter the name $$Appraisal Template )D0=, %here $$ is your identifier!
<! In the )inalRating scale field, select $$Performance Rating 5cale, %here
=! (nter the instructions* Bse this appraisal to assess competencies,
o#?ectives, and performance in the past fiscal year and to set o#?ectives
for the coming fiscal year!
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Con#iguring t!e ppraisal Template
A! 5elect Assess 7ompetencies! 5earch for and select the competency
template $$7ompetency Template, %here $$ is your identifier!
>! 5elect Bpdate 7ompetency Profile to ena#le automatic update of the
competency profile after the appraisal!
10! 5elect Assess O#?ectives! 5earch for and select the o#?ective template
$$O#?ective Template, %here $$ is your identifier!
11! 5elect Include ;uestionnaires! 5earch for and select the appraisee
"uestionnaire $$Appraisee ;uestionnaire, %here $$ is your identifier!
12! 5earch for and select the main appraiser "uestionnaire $$MainAppraiser
;uestionnaire, %here $$ is your identifier!
16! To configure the default sharing options, select 7onfigure 5haring
Options! 5elect Participant Details to ena#le sharing of participants&
information %ith the appraisee #y default!
12! In the Appraisee Permissions region, select Add Participant to ena#le
appraisees to add participants to appraisals!
18! 7lic' Apply!
Dou have no% configured all sections of the appraisal to suit the
re"uirements of the Fision 7orporation #usiness group! Dou can no% use
the appraisal template to create and conduct )D0= annual performance
appraisals in the Fision 7orporation #usiness group!
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ssessing 7*8ecti$es
During an appraisal , each participant -main appraiser, appraisee, and
appraiser/ can allocate ratings to individual o#?ectives! )rom these values,
9RM5 calculates a score for each o#?ective -the o#?ective line score/ and
the total score for all o#?ectives!
To specify ho% 9RM5 %ill calculate scores for o#?ectives, you select a
ratingscale type in the o#?ective template! If you select Performance and
select a performance scale, appraisal participants allocate a rating to each
o#?ective from that scale! If the o#?ective definition includes a %eighting
value, %hich is an integer from a locally defined scale -for e$ample, 1
through 8/ that specifies the importance of this o#?ective relative to other
o#?ectives, 9RM5 multiplies performance #y %eighting to calculate each
participant&s score for each o#?ective! The final score for each o#?ective is
the average of the participants& scores!
Alternatively, you can select )ast)ormula Eased 4ine 5coring and identify a
formula to calculate o#?ective line scores! 9RM5 provides some sample
formulas, and you can also %rite your o%n!
The total score for all o#?ectives can #e either the average or the sum of the
o#?ective line scores+ you specify %hich in the o#?ective template!
,roducing a Com*ined Score #or Competencies and
7*8ecti$es
In the appraisal template, you can select a formula for calculating a
com#ined score for competencies and o#?ectives! 9RM5 supplies some
sample formulas, and you can also provide your o%n! Inputs to the formula
are the total scores for o#?ectives and competencies! The output from the
formula is a rating level ID that identifies a rating level in the finalrating
scale named in the appraisal template! The application displays the
associated rating level as the appraiseeHs suggested overall rating!
The o#?ective line scores and the total score for all the o#?ectives appear in
the O#?ective Ratings region of the )inal Ratings page of the appraisal! The
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competency line scores and the total score for all competencies appear in
the 7ompetency Ratings region of the )inal Ratings page! The application
displays the suggested overall rating in the Overall Rating and 7omments
region of the )inal Ratings page!
Career ,at!s
A career path defines a route to a ?o# or position from a different ?o# or
position that is lo%er in the hierarchy! Dou can define career paths #ased on
either ?o# progression or position progression! A ?o# or position can appear
in multiple career paths, #ut once only in any single career path!
Dou define ?o##ased career paths using the Oracle 9RM5 Map 7areer
Path function! )or position#ased career paths, you use ne% or e$isting
position hierarchies!
5ee 7reating a Position 9ierarchy in the online help!
Dou can identify career paths for a %or'er in various %ays! )or e$ample, you
can include the names of possi#le career paths*
In the Overall Rating and 7omments or Advancement Potential
sections of the %or'erHs appraisal
In appraisal "uestionnaires
In a document or in comments attached to a %or'erHs record
,lanning T!e ppraisal ,rocess
Dou must plan your appraisal process to ensure the configured function
meets local re"uirements! The 'ey decisions include*
Do you %ant to use an enterprise%ide template or define different
templates for each appraisal purpose@ ,ill you ena#le managers to
configure templates or restrict access to 9R professionals@
Are the default formulas for calculating competency and o#?ective
scores suita#le, or do you need to %rite your o%n formulas@
Do you need to create different "uestionnaires for each participant@
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Do you %ant to update competency profiles automatically after an
appraisal@ If yes, %ill you ena#le this function at the enterprise level or
at the appraisaltemplate level@
Do you %ant to personaliGe components of the 559R Appraisals
pages, such as region titles, instruction te$t, and messages@
Do you %ant to implement an approval process for appraisals@ If so,
%ho do you %ant to include as approvers@
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7*8ecti$es
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C!apter 7*8ecti$es
Define 5MART guidelines
Measure o#?ectives
7reate o#?ectives in the O#?ectives 4i#rary
Differentiate #et%een individual o#?ectives and o#?ectives in the
O#?ective 4i#rary
7*8ecti$es
Dou set and assess o#?ectives to measure %or'er performance against
specific goals! ,hen planning and %riting o#?ectives, you are recommended
to use the 5MART -5pecific, Measura#le, Achieva#le, Relevant, and Time
#ound / guidelines! That is, good o#?ectives are*
5pecific* the o#?ective is precisely and clearly defined!
Measura#le* you can measure the o#?ective in "uantitative or
"ualitative terms!
Achieva#le* the o#?ective is in reach given the availa#le resources and
#usiness conditions!
Relevant* the o#?ective adds useful value %ithin conte$t and
contri#utes to the larger o#?ectives of your department or organiGation!
Time#ound* the o#?ective has a target date!
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An e$ample of a 5MART o#?ective is* 4ead a crossfunctional team to
implement a ne% design process #y end of ;2)D08 that %ill result in a 8M
shorter development cycle!
=ork#orce ,er#ormance Management
Dou can use the appraisal process to define and assess o#?ectives at the
individual level! 9RM5 also provides an integrated set of ,or'force
Performance Management -,PM/ functions that support the definition,
setting, management, and assessment of o#?ectives at the enterprise level!
(nterprises can*
Define a collection of reusa#le o#?ectives in the O#?ectives 4i#rary!
5et, trac', and assess o#?ectives throughout a performance
management period, such as a calendar year!
Allocate o#?ectives automatically to eligi#le %or'ers #y means of the
PMP! The application can generate a personal scorecard of
o#?ectives for each plan mem#er %hen you pu#lish the PMP!
7reate appraisals automatically for all mem#ers of a PMP and
assess o#?ectives!
T!e 7*8ecti$e De#inition
The o#?ective definition includes*
Falidity Dates* Outside these dates, the o#?ective is not availa#le!
Dou can use validity dates to restrict o#?ective use to a particular
performancemanagement period, for e$ample, a calendar year!
3e$t Revie% Date* Dou can trigger alerts using this date to remind
%or'ers and managers that an o#?ective needs revie%!
Target Date* ,or'ers must achieve the o#?ective #y this date!
Croup* Dou can identify a group to %hich the o#?ective #elongs! )or
e$ample, the o#?ective Attend the Advanced 5ales Management
,or'shop could #elong to the Management group! Dou can search
the O#?ectives 4i#rary #y group!
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Priority* Dou can assign a relative priority to an o#?ective, such as
medium or high!
Include in Appraisals* If you select this chec'#o$ and 9RM5 creates
appraisals automatically, the o#?ective appears #y default in the
O#?ectives section of the appraisal of any %or'er %ho has the
o#?ective!
,eighting* The %eighting value is an integer from a locally defined
scale -for e$ample, 1 through 8/! 9RM5 uses this value %hen
calculating o#?ective scores during appraisals!
5ome values that you define for o#?ectives in the O#?ectives 4i#rary are
default values only! ,or'ers and managers can update such values %hen
the o#?ective appears in a %or'erHs personal scorecard!
Measuring 7*8ecti$es
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In the "uantitative measurement style, you specify a target value, a unit of
measure -BOM/, and a type! )or e$ample, for the o#?ective Increase sales
revenue, you could have the target value as 20, BOM as Percent, and the
type as MI3!
O#?ectives related to s'ill development or improvement of %or'er morale, for
e$ample, %ould re"uire a "ualitative measurement style! Achievement of
this type of o#?ective needs assessment and verification #y a %or'erHs
manager! )or e$ample, for the o#?ective Improve communication s'ills, a
manager may assess the %or'er #ased on the %or'er&s interaction %ith
customers, co%or'ers, and other team mem#ers %hen %or'ing on a
pro?ect!
T!e 7*8ecti$es %i*rary
The O#?ectives 4i#rary is a collection of reusa#le o#?ectives that 9R
professionals can create and maintain using the O#?ectives 4i#rary function!
This is a 'ey ,PM function and ena#les you to manage the enterprise
o#?ectivesetting process efficiently! )or e$ample, you can*
Define o#?ectives consistently! Dou can use such o#?ectives
throughout the enterprise to ensure consistency of approach!
7ontrol the availa#ility of o#?ectives #y specifying validity dates! Dou
can use these dates to tie an o#?ective to a particular performance
management period!
Croup o#?ectives into locally defined categories for ease of retrieval!
Bsers can search the O#?ectives 4i#rary for o#?ectives in a particular
group!
(sta#lish naming standards for o#?ectives to ensure consistency!
Allocate li#rary o#?ectives automatically to an eligi#le group of
%or'ers! Dou associate an o#?ective %ith an e$isting eligi#ility
profile, and %or'ers %ho satisfy the eligi#ility re"uirements
automatically receive the o#?ective! )or e$ample, you could create
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an o#?ective Attend the Advanced 5ales Management ,or'shop
and associate it %ith an eligi#ility profile that identifies %or'ers
%hose ?o# title is 5ales Manager!
-The O#?ectives 4i#rary is glo#al+ all %or'ers can see all o#?ectives regardless
of the %or'er&s #usiness group or position! Therefore, the O#?ectives 4i#rary is
not suita#le for sensitive or confidential o#?ectives! These are more suita#ly
created %ithin personal scorecards/
Creating 7*8ecti$es
9RM5 supports the follo%ing %ays of creating o#?ectives*
9R Professionals can create reusa#le o#?ectives in the O#?ectives
4i#rary using the O#?ectives 4i#rary function! These o#?ectives are
availa#le throughout the enterprise! As an alternative to creating
o#?ectives manually, 9RM5 ena#les you to import o#?ective
definitions from a spreadsheet using Oracle ,e# ADI! Dou could
use the import utility to import o#?ective definitions from other
performancemanagement processes, for e$ample! Dou can also
update such o#?ectives as a group -for e$ample, you can set all
validity dates at once/ #efore uploading them to 9RM5!
Managers and %or'ers can create ne% o#?ectives %hen updating
personal scorecards! These o#?ectives are availa#le only to %or'ers
in %hose scorecards you create them!
Managers can define individual o#?ectives for %or'ers, and %or'ers
can create o#?ectives for themselves in the O#?ectives section of the
appraisal! These o#?ectives are availa#le only to the %or'ers for
%hom you create them!
,ractice Creating 7*8ecti$es In t!e 7*8ecti$e
%i*rary
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EAercise
7reate o#?ectives in the o#?ectives li#rary as defined #elo%*
7*8ecti$e "ame Validity
,eriod
Measurement Eligi*ility
$$Increase Fision
soft%are sales -$$
is your identifier/!
01Lan0=
to 61Dec
0=
;uantitative
style! The target
is minimum 20
percent
increase!
All Fision employees in
sales ?o#s are eligi#le
for this o#?ective!
$$($pand sales
territories-$$ is
your identifier/!
01Lan0=
to 61Dec
0=
;uantitative
style! The target
is minimum 28
percent
increase!
All Fision employees in
sales ?o#s are eligi#le
for this o#?ective!
Croup the o#?ectives into the Internal category!
,hen the application creates appraisals automatically, these
o#?ectives must appear #y default in the appraisal of any %or'er %ho
has these o#?ectives!
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Solution
1! Bsing the B5 5uper 9RM5 Manager responsi#ility, navigate to the
O#?ectives 4i#rary page!
-3/ 7areer Management K O#?ectives 4i#rary
2! 7lic' 7reate O#?ective!
6! (nter the o#?ective name $$Increase Fision 5oft%are sales, %here $$ is
your identifier!
2! (nter the Falid )rom date 01Lan200= and the Falid To date 61Dec
200=!
8! In the Croup field, select Internal!
<! Eecause you %ant the o#?ective to appear in appraisals created
automatically, leave the Appraise option selected!
=! On the Measurement ta#, select the measurement style ;uantitative!
A! (nter the measure name Increase sales!
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>! (nter the target value 20 and the unit of measure Percent!
10! In the Type field, select Minimum!
11! On the (ligi#ility ta#, select ($isting Profile in the (ligi#ility Profile field!
12! 5elect the eligi#ility profile In 5ales Lo# in Fision 7orporation #usiness
group!
16! 7lic' Apply!
12! To create the second o#?ective, clic' 7reate O#?ective!
18! (nter the o#?ective name $$($pand sales territories, %here $$ is your
identifier!
1<! (nter the Falid )rom date 01Lan200= and the Falid To date 61Dec
200=!
1=! In the Croup field, select Internal!
1A! Eecause you %ant the o#?ective to appear in appraisals created
automatically, leave the Appraise option selected!
1>! On the Measurement ta#, select the measurement style ;uantitative!
20! (nter the measure name ($pand 5ales Territory!
21! (nter the target value 28 and the unit of measure Percent!
22! In the Type field, select Minimum!
26! On the (ligi#ility ta#, select ($isting Profile in the (ligi#ility Profile field!
22! 5elect the eligi#ility profile In 5ales Lo# in Fision 7orporation #usiness
group!
28! 7lic' Apply!
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The application can no% allocate these o#?ectives to eligi#le %or'ers #y
means of a Performance Management Plan! Alternatively, managers and
%or'ers can search the O#?ectives 4i#rary for these o#?ectives, and include in
personal scorecards!
?pdating 7*8ecti$es
The 9R professional can update o#?ectives in the O#?ectives 4i#rary at any
time, regardless of %hether the application has allocated them to %or'ers
automatically! 7hanges made to the o#?ectives in the O#?ectives 4i#rary do
not affect o#?ectives already copied to personal scorecards, as there is no
lin' #et%een the t%o versions of the o#?ective! )or e$ample, if the 9R
professional changes the validity dates of an o#?ective in the O#?ectives
4i#rary, the validity dates of the same o#?ective in e$isting personal
scorecards are unaffected!
Deletion of o#?ectives from the O#?ectives 4i#rary also has no effect on the
o#?ectiveHs inclusion in e$isting personal scorecards! An o#?ective remains in
e$isting personal scorecards even if the 9R professional deletes the
o#?ective from the O#?ectives 4i#rary!
The 9R professional can include o#?ectivesetting in a PMP and identify
%hen o#?ective setting must occur! During an o#?ectivesetting period,
managers and %or'ers can freely update and delete o#?ectives in the
personal scorecard! During appraisal tas's, managers and %or'ers can
update the O#?ectives section of the appraisal! To ena#le managers and
%or'ers to update o#?ectives outside o#?ectivesetting and appraisaltas'
periods, the 9R Professional must select Allo% 7hanges Outside This
Period in the PMP!
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7*8ecti$es 7utside 7# =,M
(ven if you do not use ,PM, you can still use the 559R Appraisals function
to set and assess o#?ectives! The application does not generate these
appraisals automatically, #ut managers and %or'ers create appraisals using
the 559R Appraisals function! Managers can create individual o#?ectives for
%or'ers, and %or'ers can create individual o#?ectives for themselves in the
O#?ectives section of the appraisal! These o#?ectives are outside ,PM and
are unaffected #y the ,PM functions! )or e$ample, the o#?ectives are not a
part of the O#?ectives 4i#rary, and there are no personal scorecards!
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7*8ecti$es
7reate a Performance Management plan -PMP/
Identify PMP mem#ers
Include o#?ective settin and appraisal creation in the PMP
Revie% : pu#lish the PMP
Identify the PMP status values
Bpdate the PMP
=!at is a ,er#ormance Management ,lan &,M,+>
The ,PM functions encompass the setting, trac'ing, and assessment of
o#?ectives throughout a performance management period, such as a
calendar year! The entity that defines this period and its conduct is the
Performance Management Plan -PMP/! The PMP facilitates management of
the enterprise%ide o#?ectives, and has several advantages*
The PMP ena#les you to allocate o#?ectives automatically to a
specified group of people eliminating the need to allocate o#?ectives
individually! This not only results in increased efficiency #ut also
ena#les you to ensure consistency! Dou can #e sure that all of the
specified %or'ers have the particular o#?ectives! ,hen you pu#lish
the PMP, the application generates a personal scorecard of
o#?ectives for each plan mem#er!
(nterprises can set %or'er o#?ectives that align %ith the strategy
and goals of the #usiness! ,or'ers can participate in the o#?ective
setting process and understand ho% their performance contri#utes
to #usiness outcomes!
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,or'ers and managers can vie%, update, and trac' progress %ith
the o#?ectives as often as re"uired throughout the performance
management period!
The PMP can create appraisals automatically for a specified
population on a specified date! This approach is highly efficient, as
you do not have to create appraisals individually! It also ena#les you
to enforce the appraisal timing and format! The application also
provides entries in Talent Management tas' lists to remind %or'ers
and managers to perform the appraisal+ this is not availa#le outside
the PMP!
The tas'driven approach ena#led #y the PMP is very useful! The
PMP generates a list of activities for the performance management
period, %hich 'eep you informed that you need to perform certain
tas's!
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To define performance management activities, the 9R Professional creates
a PMP, a configura#le control document that can define o#?ectivesetting,
o#?ectivetrac'ing, and appraisalmanagement processes! 9R Professionals
create and manage the PMP using the Performance Management Plans
function!
The PMP identifies*
,ho are the mem#ers of the plan
,hether and ho% you %ill set o#?ectives for plan mem#ers
,hether the application %ill create appraisals automatically for plan
mem#ers
The tas's that %or'ers and managers %ill perform throughout the
process
Dou can define many PMPs as the enterprise re"uires, and a %or'er can
#elong to multiple PMPs! Dou could define a single PMP that applies to the
%hole enterprise! An enterprise%ide PMP ena#les you to have centraliGed
control of the enterprise&s o#?ective setting and trac'ing processes!
Alternatively, if your enterprise operates as a set of diverse #usiness groups
%ith diverse goals, you could create multiple plans for different #usiness
groups! This approach ena#les you to measure %or'er performance against
specific goals that are lin'ed to a specific #usiness group!
Creating t!e ,M,
On the 7reate Plan* Ceneral Information page, you specify the*
Plan name! The plan name is also the name of each personal
scorecard, so it is important to devise a meaningful naming standard
to identify the plan clearly!
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Plan administrator, %ho manages the plan -%ho can update it, for
e$ample/ and is the signedon user, #y default! Dou can select a
different administrator from the list of people your security profile
ena#les you to access!
Previous plan! Provide this value if you %ant personal scorecards to
include incomplete o#?ectives from a previous plan!
Plan start and end dates! These dates define the performance
management period! ,hen you set these dates, allo% sufficient time
to complete any endof year appraisal activity! )or e$ample, a plan
for 200< could have a start date of 01 Lanuary, 200<, and an end
date of 61 Lanuary, 200=, to allo% time for the endofyear appraisal
to complete!
Dou can also identify attachments to appear in each personal scorecard! )or
e$ample, you could include information a#out defining 5MART o#?ectives!
Identi#ying t!e ,M, Mem*ers
Dou identify the PMP mem#ers #y selecting part or all of a hierarchy on the
7reate Plan* Population page! If you select 5upervisor, the PMP mem#ers
are all %or'ers reporting to this supervisor, regardless of ho% many
assignments the supervisor has! Dou could limit this potential population #y
selecting the 5upervisor Assignment hierarchy type and a particular
assignment or #y specifying the num#er of hierarchy levels! If you select
Position 9ierarchy, then the population is all %or'ers occupying those
positions! 9RM5 provides further fle$i#ility in selecting the plan mem#ers!
)or e$ample, you can select an assignment type -(mployees or 7ontingent
,or'ers or Eoth/ and include primary assignments only! Alternatively, you
could select an entire organiGation hierarchy -for an enterprise%ide PMP,
for e$ample/!
)or each plan mem#er, the application generates from the pu#lished plan*
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A personal scorecard of o#?ectives! The application may allocate
some o#?ectives automatically!
A list of tas's to guide the plan mem#er through the performance
management process! If you do not select Primary Assignments
Only, the plan covers multiple assignments! In this case, if the plan
mem#er has multiple assignments, the plan mem#er has multiple
scorecards and multiple tas' lists from this PMP!
One or more appraisals, on the dates you specify, if automatic
appraisal creation is ena#led in the PMP!
,or'flo% notifications at various stages -%hen a plan mem#er
transfers the personal scorecard to his or her manager, for
e$ample/!
Speci#ying t!e ,M, ,rocess
To ta'e full advantage of the performance management functions, you
include #oth o#?ective setting and appraisal creation in the PMP!
Alternatively, you can define a PMP to manage o#?ectives only or appraisals
only!
7*8ecti$e Setting
If you include o#?ective setting in the PMP, %or'ers and managers can add,
delete, and update o#?ectives in a %or'er&s personal scorecard, during the
o#?ective setting period specified in the PMP! ,or'ers can record progress
%ith their o#?ectives, and managers can trac' progress throughout the
performance management period!
ppraisal Creation
If you include appraisal creation in the plan process, you decide %hether to
create the appraisals for all PMP mem#ers manually, #y running the
concurrent process at a future date, or automatically, in %hich case the
application schedules the concurrent process to run on the date that you
specify! ,hen the appraisals are created, the application copies the %or'erHs
personal scorecard of o#?ectives to the O#?ectives section of the appraisal!
The appraisal process can occur multiple times during the performance
management period!
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Including 7*8ecti$e Setting in t!e ,M,
If you include o#?ectivesetting in the plan process, you must specify*
,hen o#?ective setting must occur! The o#?ectivesetting period
must #e the same as or %holly %ithin the plan period and must #e
complete #efore #efore any appraisaltas' start date! )or e$ample,
assume the plan start date is 01Lan200=, the end date is 61Dec
200=, and the appraisaltas' start date is 01Lun200=! The
o#?ectivesetting start date must #e on or after 01Lan200=, and the
deadline must #e earlier than 01Lun200=! During the o#?ective
setting period, %or'er and manager can add, delete, and update
o#?ectives in a %or'er&s personal scorecard! 5elect Allo% 7hanges
Outside This Period to ena#le scorecard update outside o#?ective
setting periods!
,ho initiates the o#?ectivesetting process -managers or %or'ers/!
In a cascading process, managers start o#?ective setting! In a
parallel process, %or'ers start o#?ective setting!
,hether personal scorecards %ill automatically include o#?ectives
from the O#?ectives 4i#rary for %hich %or'ers are eligi#le!
,hether sharing and alignment of o#?ectives are ena#led! This
option ena#les %or'ers to define relationships #et%een o#?ectives
and #uild a hierarchy of related o#?ectives!
The Performance Management Tas's topic covers o#?ective setting in detail!
Including n ppraisal in t!e ,M,
If you include appraisal creation in the plan process, 9RM5 can
automatically create appraisals for all mem#ers of a PMP on the date
specified in the plan! Alternatively, you can manually create the appraisals!
The appraisal period identifies the period of time that is #eing appraised!
The appraisal tas' dates specify the dates %hen the appraisal tas' is
ena#led in the tas' list! If you do not specify a value for Days Eefore Tas'
5tart, the application generates the appraisal on the tas' start date! The tas'
start date must #e after the appraisalperiod start date! In a single PMP, you
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can define multiple appraisal tas's -for each com#ination of appraisal
template and appraisal period/! )or e$ample, you can define midyear and
fullyear appraisals!
The application also assigns the appraisal to the initiator that you identify
and automatically includes each %or'erHs personal scorecard of o#?ectives in
the O#?ectives section of the appraisal! (ven if you e$clude o#?ectivesetting
in the PMP, the O#?ectives section of the appraisal includes personal
scorecards as generated on plan pu#lication! Therefore, using a PMP is an
efficient process, even if you choose not to ena#le the o#?ective setting
tas's, as individuals do not have to create appraisals or populate the
O#?ectives section!
Dou may %ant to update the pu#lished PMP and change the tas' dates in
the future #ecause the current appraisal dates are tentative or you may not
'no% %hen you %ant the appraisal to #e generated! In this case, you may
not %ant the application to create appraisals automatically! Dou can set
7reate Appraisals to 3o and run the Mass Appraisal 7reation for ,PM
program at a time %hen you have decided to generate the appraisal! This
approach ena#les you to create appraisals using the information in the PMP
#ut run the appraisalcreation process independently of the PMP!
Selecting t!e ppraisal Template
Appraisal templates that you include in a PMP must*
Ee valid throughout the relevant appraisal period! 7ompetency and
o#?ectives templates that you include in the appraisal template must
also #e valid throughout the appraisal period!
Ee valid for the plan population! If your plan population spans
multiple #usiness groups, then you must select glo#al templates! If
your plan population is in a single #usiness group only, then you can
use either glo#al or local templates! 9o%ever, any local template
must #e from the same #usiness group as the plan population!
If you include an appraisal template that is not valid for the plan
population, then plan pu#lication fails!
Include an o#?ective template, if you include o#?ective setting in your
PMP! Other%ise, 9RM5 cannot configure the O#?ectives section of
the appraisal!
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(e$iewing 5 ,u*lis!ing t!e ,M,
The 7reate Plan* Revie% page sho%s the tas's 9RM5 %ill generate for
%or'ers and managers %hen you pu#lish the plan! The list of tas's varies
according to configuration options selected on the 7reate Plan* Process
page! Once you pu#lish a PMP, you cannot delete or deactivate it! Although
you can update some parts of a pu#lished plan, you cannot ma'e ma?or
revisions! )or e$ample, you cannot add an appraisal after the plan is
pu#lished! Therefore, it is important to revie% the tas's and ensure the plan
is complete and correct #efore pu#lishing it!
,hen the 9R Professional pu#lishes the plan, 9RM5 automatically
generates personal scorecards of o#?ectives for the %or'ers, and a list of
tas's -sho%n on the 7reate Plan* Revie% page prior to plan pu#lication/ to
guide managers and %or'ers through the performance management
process! (ach tas' that the application generates #elongs to one of three
processes*
O#?ective 5etting
O#?ective Trac'ing
Appraisal
The manager and %or'er tas's are covered in detail in the ne$t topic!
If the PMP includes appraisal creation, the appraisal tas' is ena#led on the
tas' start date!
,ractice Creating a ,M,
EAercise
1! 7reate a performance management plan as defined #elo%*
The name is $$PMP Clo#al 5ales 200=, %here $$ is your identifier!
The plan start date is 01Lan200= and the end date is 61Lan200A!
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The plan mem#ers are all employees in the 9RM5 Clo#al 5ales
organiGation hierarchy! The hierarchy version is 1, and the top
organiGation is Clo#al 5ales!
Include primary assignments only!
Include o#?ective setting in the plan process! The o#?ectivesetting
start date is 01Lan200= and the deadline is 61Mar200=! The plan
mem#ers cannot ma'e changes to the o#?ectives outside the
o#?ectivesetting period!
Managers %ill start the o#?ectivesetting process!
(na#le automatic allocation of o#?ectives from the O#?ectives 4i#rary
to eligi#le plan mem#ers!
(na#le plan mem#ers to define relationships #et%een o#?ectives and
#uild a hierarchy of related o#?ectives!
Include appraisal creation in the plan process! Bse appraisal
template $$Appraisal Template )D0=, %here $$ is your identifier!
The appraisal period start date is 01Lan200=, and the end date is
61Dec200=!
The tas' start date is 01Dec200=, and the end date is 18Dec200=!
The main appraiser is the appraisal initiator, and the appraisal type is
5tandard Appraisal!
The application must create appraisals automatically on the tas' start
date!
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Solution
1! Bsing the B5 5uper 9RM5 Manager responsi#ility, navigate to the
Performance Management Plan page!
-3/ 7areer Management K Performance Management Plans
2! 7lic' 7reate Plan!
6! (nter the name $$PMP Clo#al 5ales 200=, %here $$ is your identifier!
2! (nter the plan start date 01Lan200= and the plan end date 61Lan
200A!
8! 7lic' 3e$t to identify the plan population!
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<! 5elect the hierarchy type OrganiGation! 5elect the organiGation hierarchy
9RM5 Clo#al 5ales!
=! 5elect the hierarchy version 1 and the top organiGation Clo#al 5ales!
A! 4eave the 9ierarchy 4evels field #lan' to include all levels in the
hierarchy! The assignment type is (mployee Only #y default!
>! 5elect Primary Assignments Only!
10! 7lic' 3e$t to specify the plan process!
Including 7*8ecti$e Setting in t!e ,lan
11! 5elect Include O#?ective 5etting in Process!
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12! (nter the start date 01Lan200= and the deadline 61Mar200=!
16! 4eave Allo% 7hanges Outside This Period deselected to prevent plan
mem#ers from ma'ing changes to the o#?ectives outside the o#?ective
setting period!
12! 4eave the 7ascading method selected!
18! 5elect Automatic Allocation to ena#le automatic allocation of o#?ectives
from the O#?ectives 4i#rary to eligi#le plan mem#ers!
1<! 5elect 5haring and Alignment to ena#le the plan mem#ers to define
relationships #et%een o#?ectives and create a hierarchy of related
o#?ectives!
Including ppraisal Creation in t!e ,lan
1=! 5elect Include Appraisals in Process!
1A! 7lic' 7hoose ($isting Template! 5earch for and select $$Appraisal
Template )D0=, %here $$ is your identifier!
1>! (nter the period start date 01Lan200= and the period end date 61Dec
200=!
20! (nter the tas' start date 01Dec200= and the tas' end date 18Dec
200=!
20! 5elect the Main Appraiser as the initiator!
21! In the Appraisal Type field, select 5tandard Appraisal!
22! 5et 7reate Appraisals to Des!
26! 7lic' 3e$t to continue! The 7reate Plan* Revie% page sho%s the tas's
9RM5 %ill generate for %or'ers and managers %hen you pu#lish the
plan!
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22! To pu#lish the plan, clic' Pu#lish!
28! On the 7onfirmation page, clic' Des to pu#lish the plan! On plan
pu#lication, 9RM5 automatically generates personal scorecards for all
plan mem#ers and a list of tas's to guide plan mem#ers through the
performancemanagement process!
Dou can then use the Performance Management Plan to manage %or'er
performance in )D0= in the Clo#al 5ales organiGation!
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llocating 7*8ecti$es utomatically &+
,hen you pu#lish a PMP, mem#ers of the plan population automatically
receive the o#?ective in their personal scorecards if*
They satisfy the o#?ectiveHs eligi#ility re"uirements!
The o#?ectiveHs validity dates are the same as or %holly %ithin the
PMP dates!
In some circumstances, 9RM5 can allocate o#?ectives to eligi#le %or'ers
%hen you repu#lish a plan! That is, if you define an o#?ective %ith eligi#ility
criteria and the o#?ectiveHs dates are the same as or %holly %ithin those of a
pu#lished, ongoing plan, 9RM5 assesses the eligi#ility of the plan
population for the ne% o#?ective and automatically adds it to the personal
scorecards of eligi#le %or'ers if you repu#lish the plan!
llocating 7*8ecti$es utomatically &B+
The o#?ective name is IAttend retail Management 5eminar& and the o#?ective
validity dates are 0110112012 to 6111212012! ,or'ers %hose ?o# title is 5tore
Manager are eligi#le for this o#?ective!
Employee Go* ,M, ,lan Start ,lan End (ecei$es
7*8ecti$e
A 5tore
Manager
PMP2012 0110112012 6111212012 Des
E 5upervisor PMP2012 0110112012 6111212012 3o
7 5tore
Manager
PMP2011 0110112011 6110112011 3o
In the e$ample, employee A receives this o#?ective automatically #ecause
he is a 5tore Manager and the o#?ectiveHs validity dates are the same as
those of the PMP to %hich he #elongs! (mployee E does not receive this
o#?ective #ecause she is not a 5tore Manager and therefore fails to meet the
eligi#ility criteria! (mployee 7 does not receive this o#?ective #ecause,
although she is a 5tore Manager, the o#?ectiveHs validity dates are outside
those of the PMP to %hich she #elongs!
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llocating an 7*8ecti$e to =orkers in Multiple
Business @roups
As eligi#ility profiles are #usinessgroup specific, an eligi#ility profile you
define in one #usiness group is unavaila#le for use in other enterprise
#usiness groups! Therefore, %hen you associate an o#?ective %ith an
eligi#ility profile, you effectively restrict automatic allocation of that o#?ective
to a single #usiness group!
To allocate an o#?ective automatically to %or'ers in multiple #usiness
groups, you create a version of the o#?ective for each #usiness group #y
duplicating the o#?ective in the O#?ectives 4i#rary! In each version of the
o#?ective, identify an appropriate eligi#ility profile! Remem#er also to ensure
that each com#ination of o#?ective name and validity dates is uni"ue in the
O#?ectives 4i#rary!
In the O#?ectives 4i#rary, you can vie% all o#?ectives and use any e$isting
eligi#ility profile, regardless of the #usiness group! Therefore, #y creating a
version of the o#?ective for each #usiness group, you can allocate a single
o#?ective to %or'ers in multiple #usiness groups %ithout s%itching
responsi#ilities!
,M, Status Values
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The PMP statuses reflect typical stages in the performance management
plan*
Draft* ,hen you create a PMP, its status is Draft! Dou can update a
plan in draft status as often as necessary! Dou can also delete a
draft plan!
5u#mitted* ,hen you first pu#lish a draft plan, its status changes
immediately to 5u#mitted! A concurrent program performs the
pu#lication process, and the plan status remains 5u#mitted until the
program completes!
Pu#lished* ,hen the pu#lication process completes successfully,
the plan status changes to Pu#lished! At this point, the plan ta'es
effect! Dou cannot delete or disa#le a pu#lished plan!
)ailed* ,hen the pu#lication process is unsuccessful, the plan
status is )ailed! After updating the plan to correct any errors, you
can su#mit it for pu#lication again! 9o%ever, you cannot delete a
plan in )ailed status!
Bpdated* If you update a pu#lished or failed plan, its status changes
to Bpdated! The status remains Bpdated until you pu#lish the plan
again!
Resu#mitted* ,hen you pu#lish an updated plan, its status changes
to Resu#mitted! ,hen the repu#lication process completes
successfully, the plan status changes to Pu#lished! If the pu#lication
process is unsuccessful, the plan status changes to )ailed!
?pdating T!e ,M,
Dou might %ant to update a pu#lished PMP #ecause you have had ne%
hires during the plan period or to e$tend the o#?ectivesetting deadline, for
e$ample! 9RM5 ena#les you to update a pu#lished plan and repu#lish it to
disseminate relevant changes to plan mem#ers! )or e$ample, assume you
update a pu#lished PMP to include o#?ective setting in the plan process!
,hen you repu#lish the PMP, the application*
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Cenerates o#?ectivesetting and o#?ectivetrac'ing tas's for each
plan mem#er!
Includes o#?ectives in personal scorecards for %hich %or'ers are
eligi#le!
9o%ever, some restrictions apply to the changes that you can ma'e in a
pu#lished PMP! On the 7reate Plan* Ceneral Information page, you can
update the fle$field and any attachments! Dou cannot update the 7reate
Plan* Population page in a pu#lished plan! On the 7reate Plan* Process
page, you can select, #ut not deselect some of the options! )or e$ample,
you can change the o#?ectivesetting start date and the deadline!Dou can
also change the appraisal tas' start and end dates! )or the complete list of
restrictions, see Bpdating Performance Management Plans in the online
help!
C!anging t!e 7*8ecti$e Setting Deadline &+
,hen you change the o#?ectivesetting deadline date in a pu#lished PMP,
9RM5 needs to determine %hether you are e$tending the current deadline
or specifying a ne% period!
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If your ne% o#?ectivesetting deadline is #efore the first appraisaltas' period
follo%ing the previous o#?ectivesetting deadline, 9RM5 assumes that you
are e$tending the current o#?ectivesetting period! )or e$ample -in figures 2
and 6/, you change the deadline to 61 March, 200= #ecause many people
haven&t completed the process and you&ve decided to allo% more time! The
application assumes you are e$tending the o#?ectivesetting deadline since
the ne% date is still #efore the first appraisal -18 Lune through 60 Lune/! In
this case*
If you do not select Reset 5corecard 5tatuses, then the ne%
o#?ectivesetting deadline applies only to plan mem#ers %ho have
not yet completed the o#?ectivesetting tas'! The application ma'es
no changes to scorecard statuses* any scorecard that is already in
Pu#lished status remains pu#lished!
The application generates a %or'erHs personal scorecard %hen the
9R Professional first pu#lishes the PMP! At that time, the scorecard
status is either 3ot 5tarted* ,ith Manager or 3ot 5tarted* ,ith
,or'er, depending on the o#?ectivesetting method! If you select
Reset 5corecard 5tatuses, then the application resets the status of
all personal scorecards from Pu#lished to either ,ith ,or'er or
,ith Manager %hen you repu#lish the plan so that all plan mem#ers
can set o#?ectives during the e$tended o#?ectivesetting period!
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C!anging t!e 7*8ecti$e Setting Deadline &B+
If your ne% o#?ectivesetting deadline is after the first appraisal tas' period
follo%ing the previous o#?ectivesetting deadline -and that appraisal tas' is
complete/, 9RM5 assumes you are specifying a ne% o#?ectivesetting
period for a su#se"uent appraisal tas'!
In the e$ample -figure 2/, you change the o#?ectivesetting deadline on 2
Luly, 200= to 61 Luly, 200=! As the ne% deadline is after the completed
midyear appraisal, 9RM5 assumes you are specifying a ne% o#?ective
setting period for the ne$t appraisal in this plan -the fullyear appraisal/!
9RM5 automatically resets scorecard statuses to ,ith ,or'er or ,ith
Manager %hen you repu#lish the plan so that all %or'ers can set o#?ectives
for the ne$t appraisal tas'!
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,er#ormance Management Tasks
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7*8ecti$es
Bnderstand the performance management tas's
Manage %or'er and manage o#?ective setting tas's
7ascade o#?ectives
Align : share o#?ectives
Manage personal scorecards
Manage Appraisal tas's
,er#ormance Management tasks
To initiate the performancemanagement process, the 9R Professional
pu#lishes the PMP! At this time, the plan mem#ers have*
A personal scorecard of o#?ectives that contains any o#?ectives
allocated automatically or carried for%ard from a previous
scorecard! ,or'ers %ith multiple assignments may have more than
one personal scorecard from the same plan!
A list of performancemanagement tas's related to the plan! The
application generates a list of tas's for managers and %or'ers to
guide them through the performancemanagement process!
Managers and %or'ers can access their Talent Management Tas'
4ist using the selfservice Talent Management function! ,or'ers
%ith multiple assignments may have more than one tas' list from
the same plan! The 5%itch Assignment tas' in the tas' list ena#les
%or'ers to display the tas' list for each assignment!
O#?ectivesetting and o#?ectivetrac'ing tas's in their tas' list, if the
PMP includes o#?ective setting!
Manage appraisals tas's, if the PMP includes appraisals! The
Manage Appraisals tas' occurs once for each appraisal tas' -each
com#ination of appraisal template and appraisal period/ identified in
the PMP! )or e$ample, if the PMP identifies a midyear appraisal and
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a fullyear appraisal, t%o Manage Appraisals tas's appear in the
tas' list for that PMP!
=orker 7*8ecti$e Setting Tasks
,hether a performancemanagement tas' appears in your tas' list depends
on the configuration choices made in the PMP! )or e$ample, if the PMP
includes appraisal creation, the application generates the Manage
Appraisals tas', other%ise the tas' does not appear! The application
ena#les and disa#les the tas's at appropriate times! )or e$ample, the
application ena#les the Manage Appraisals tas' from the appraisal tas' start
date on%ards!
The o#?ectivesetting tas's are disa#led outside the o#?ectivesetting
periods, unless the 9R Professional has specified, in the PMP, that changes
are allo%ed outside the o#?ectivesetting period! This slide provides a #rief
introduction to each %or'er o#?ectivesetting tas', some of %hich are
e$plained in detail on later slides*
5et O#?ectives* Dou can update your personal scorecard of
o#?ectives using this tas'!
Align O#?ectives* This tas' ena#les you to define relationships
#et%een any of your o#?ectives and o#?ectives that others -such as
your manager/ have shared %ith you!
5hare O#?ectives* Dou can allo% other mem#ers of the PMP to vie%
your o#?ective and align their o#?ectives %ith your o#?ective! This
tas' and the Align O#?ectives tas' do not appear if the PMP has not
ena#led sharing and alignment!
)inish O#?ective 5etting* ,hen you have finished updating your
personal scorecard, you perform this tas' to transfer the scorecard
to your manager for approval!
Fie% and Trac' O#?ective Progress* This tas' ena#les you to vie%
your personal scorecard and record progress against your
o#?ectives throughout the plan period -until the appraisal is created/!
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Manager 7*8ecti$e Setting Tasks
The tas's the manager can see and the order in %hich the manager can
perform them depends on configuration choices made in the PMP! )or
e$ample, if the PMP uses the parallel o#?ectivesetting process, the first tas'
is li'ely to #e Revie% ,or'er 7hanges -as the %or'er starts the o#?ective
setting process/, other%ise, the first tas' is li'ely to #e 7ascade or 5et
O#?ectives -as the manager starts the o#?ectivesetting process/! As in the
%or'er tas' list, the application ena#les and disa#les the manager tas's at
appropriate times! This slide provides a #rief introduction to each manager
o#?ectivesetting tas', some of %hich are e$plained in detail on later slides*
7ascade or 5et O#?ectives* Managers can set o#?ectives and
cascade one or more o#?ectives to %or'ers directly reporting to
them!
Align O#?ectives* Managers can define relationships #et%een
%or'ersH o#?ectives and their o%n o#?ectives!
Transfer 5corecards to ,or'ers for Action* After updating a %or'erHs
personal scorecard, the manager performs this tas' to transfer the
scorecard to its o%ner!
Revie% ,or'er 7hanges* Managers perform this tas' as %or'ers
return their revie%ed or updated personal scorecards to the
manager for approval! The manager can approve all changes in the
scorecard, re?ect them, or re"uest further action from the %or'er!
)inish O#?ective 5etting* The manager performs this tas' on
completing the o#?ectivesetting and revie% processes! This tas'
changes the scorecard status to Pu#lished! The manager can
perform this tas' only after transferring the updated scorecard to its
o%ner!
Fie% and Trac' O#?ective Progress* This tas' ena#les managers to
vie% and update o#?ective progress as often as re"uired throughout
the performancemanagement period!
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,arallel 5 Cascading ,rocesses
In the PMP, the 9R Professional can select either cascading or parallel
o#?ective setting! In a cascading process, managers start o#?ective setting!
In a parallel process, %or'ers start o#?ective setting! If you %ant managers
to cascade o#?ectives and have control of %or'er o#?ectives, you use the
cascading process! In this case, the top manager #egins the process #y
setting his or her o%n o#?ectives -%hich they can cascade do%n the
hierarchy/ using (mployee 5elf5ervice! The manager then performs the
7ascade or 5et O#?ectives tas' using Manager 5elf5ervice!
The parallel process allo%s everyone to start at the same time! (very
%or'er&s 5et O#?ectives tas' is ena#led at the same time -and from the start
of the performancemanagement period/! Managers can still remove or
change o#?ectives %or'ers have set themselves, #ut the manager has less
control in a parallel process than in a cascading process!
Cascading 7*8ecti$es
The cascadingo#?ectives process ena#les managers to allocate the
enterprise o#?ectives in some form to all enterprise %or'ers! The top
manager in the plan hierarchy -the Development Manager, in the e$ample
on the slide/, prompted #y the PMP tas' 7ascade or 5et O#?ectives, #egins
the process #y setting his or her o%n o#?ectives using (mployee 5elf
5ervice! Typically, the manager #ases these o#?ectives on the enterprise
o#?ectives!
In the e$ample, the Development Manager has the o#?ective Reduce
development 7ycle #y 20M! To cascade this o#?ective to the Pro?ect
Managers, the Development Manager could simply allocate the same
o#?ective, allocate and ad?ust targets, or create ne% o#?ectives! In the
e$ample, the Development Manager has created a ne% o#?ective 7omplete
Pro?ect A %ithin < months for Pro?ect Manager A and similarly for Pro?ect
Manager E! The Pro?ect Managers repeat this process for their Pro?ect
4eads, %ho could repeat it in turn for their 5oft%are (ngineers!
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ligning 7*8ecti$es
Dou can #uild hierarchies of o#?ectives, %ith o#?ectives at lo%er levels in the
hierarchies supporting those immediately a#ove them! O#?ectives at lo%er
levels, 'no%n as supporting o#?ectives, are said to #e aligned %ith those
o#?ectives that they support! In the e$ample, A41 and A42 are the supporting
o#?ectives that are aligned %ith 591! To align an o#?ective %ith a different
o#?ective*
The 9R Professional or manager must have ena#led sharing and
alignment in the PMP!
The o#?ectiveHs o%ner must have shared the o#?ective %ith you and
permitted alignment! In the e$ample, you are a#le to align A41 and
A42 %ith 591 #ecause the 591 o#?ective o%ner has shared the
o#?ective %ith you and permitted alignment!
,hen you align an o#?ective, you define a relationship #et%een your
o#?ective and an o#?ective that another mem#er of the PMP has shared %ith
you! The Align O#?ectives page, accessed from the Align O#?ectives tas',
displays a list of people %ho have shared o#?ectives %ith you+ you can vie%
details of each shared o#?ective! Dou can align an o#?ective %ith only one
other o#?ective! The Align O#?ectives tas' appears in the managers& and
%or'ers& tas' lists only if 5haring and Alignment are ena#led in the PMP!
This tas' is active only during the o#?ectivesetting period! Managers and
%or'ers do not have to perform the tas', even if it appears in their tas' list,
#ecause not all o#?ectives need to #elong to an o#?ectives hierarchy!
S!aring 7*8ecti$es
,or'ers can share any of their o#?ectives %ith other mem#ers of the PMP! If
the %or'er allo%s others to vie% an o#?ective, they can vie% its detail #ut not
align their o#?ectives %ith it! If the %or'er allo%s others #oth to vie% and to
align, they can define supporting o#?ectives for the shared o#?ective!
)or e$ample, if a %or'er shares the o#?ective Improve 5upplier
Relationships %ith four co%or'ers, each co%or'er can define a supporting
o#?ective and align it %ith the %or'er&s o#?ective! The %or'er can vie% those
supporting o#?ectives only if security permissions give the %or'er access to
co%or'ersH personal scorecards!
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Managers typically share o#?ectives #y cascading them, in %hich case
sharing and alignment are automatic! ,hen managers cascade o#?ectives
to %or'ers %ho report to them, they create supporting o#?ectives that are
automatically aligned %ith the shared -cascaded/ o#?ective! Managers can
also share o#?ectives manually #y using (mployee 5elf 5ervice and
performing the 5hare O#?ectives tas'!
The 5hare O#?ectives tas' appears in the %or'ers& tas' lists only if 5haring
and Alignment are ena#led in the PMP! This tas' is active only during the
o#?ectivesetting period! ,or'ers do not have to perform the tas', even if it
appears in their tas' list, #ecause not all o#?ectives need to #elong to an
o#?ectives hierarchy!
Tracking 7*8ecti$es
,hen the 9R Professional pu#lishes a Performance Management Plan
-PMP/, managers and %or'ers %ho #elong to the plan each receive the
Fie% and Trac' O#?ective Progress tas'! The tas' appears in the Talent
Management Tas' 4ist at the start of the performancemanagement period
and is ena#led throughout! As the tas' is ena#led throughout, enterprises
can specify ho% fre"uently their %or'ers must report progress!
Managers and %or'ers record o#?ective progress using the follo%ing
trac'ing values*
7omplete -M/* The %or'er or manager enters a percentage
complete value to record progress!
Achievement Date* ,hen the 7omplete Percentage value is 100,
the %or'er or manager enters the achievement date!
Actual* The %or'er or manager completes this field for o#?ectives
%ith target values! This field applies to o#?ectives %ith "uantitative
measurement styles only!
Ferified* )or o#?ectives %ith the "ualitative measurement style and
against %hich the %or'er has recorded an achievement date, the
manager can select the Ferified option! This option indicates that
the manager has confirmed that the o#?ective is complete!
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If an appraisal is included in the PMP, updated values such as achievement
dates recorded during the o#?ectivetrac'ing process appear automatically in
the O#?ectives section of the appraisal!
,opulating ,ersonal Scorecards
The application generates a %or'erHs personal scorecard %hen the 9R
Professional first pu#lishes the PMP! At that time, the scorecard status is
either 3ot 5tarted* ,ith Manager -in a cascading o#?ectivesetting process/
or 3ot 5tarted* ,ith ,or'er -in a parallel o#?ectivesetting process/! This
slide lists all the %ays in %hich you can add o#?ectives to personal
scorecards! ,hen the application generates a personal scorecard, it can
include*
O#?ectives from the O#?ectives 4i#rary for %hich %or'ers are eligi#le
Incomplete o#?ectives from a previous personal scorecard or appraisal
During an o#?ectivesetting period, #oth managers and %or'ers can
update %or'ersH personal scorecards #y*
7reating ne%, individual o#?ectives
7opying o#?ectives from previous scorecards
7opying shared o#?ectives
7opying o#?ectives from the O#?ectives 4i#rary
Duplicating o#?ectives already in the scorecard
7ascading o#?ectives from managers to %or'ers
After the end of an o#?ectivesetting period, you cannot alter the
scorecard contents unless*
The 9R Professional alters the o#?ectivesetting period and
repu#lishes the PMP!
The 9R Professional has e$plicitly ena#led you, in the PMP, to ma'e
changes outside the o#?ectivesetting period!
Dou can update the O#?ectives section of an appraisal during the
appraisaltas' period!
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,ersonal Scorecards in ppraisals
If you include appraisal creation in the PMP, and if the appraisal template
includes an o#?ectives template, the application copies a %or'er&s personal
scorecard to the O#?ectives section of the appraisal!
Once an appraisal is completed, the application automatically updates the
personal scorecard to match the o#?ectives in the completed appraisal! )or
e$ample, if the %or'er includes an additional o#?ective in the O#?ectives
section during the appraisal, then the application copies the ne% o#?ective to
the %or'er&s personal scorecard %hen the appraisal is complete! The %or'er
and manager can record trac'ing information for this ne% o#?ective after the
appraisal, and the o#?ective appears in the O#?ectives section of su#se"uent
appraisals during this performancemanagement period!
The application can copy incomplete o#?ectives from current personal
scorecards to future scorecards at the start of the ne$t performance
management period!
If you create appraisals individually using the 559R Appraisals function, the
configuration of the O#?ectives section depends on the appraisal template
you select! The application does not copy a %or'erHs personal scorecard to
the O#?ectives section as there is no lin' #et%een personal scorecards and
appraisals created outside the PMP!
Manage ppraisal Tasks
The Manage Appraisals tas' appears in the managers& and %or'ers& tas'
lists if the PMP includes appraisal creation! The tas' occurs once for each
appraisal tas' identified in the PMP! )or e$ample, if the PMP identifies a
midyear appraisal and a fullyear appraisal, t%o Manage Appraisals tas's
appear in the tas' list for that PMP! ,hile this tas' is ena#led, the
application disa#les the o#?ectivesetting tas's!
Ref* 242197167.doc Page 125 of 129
www.itrain.co.uk
Managers can select the Manage Appraisals tas' to vie% and perform
appraisals for PMP mem#ers for %hom they are main appraiser! The
manager or the %or'er can update the appraisal only if they have
o%nership! The manager has appraisal o%nership if the PMP identifies the
manager as the appraisal initiator! If the appraisee is the initiator, the
manager cannot update the appraisal until the appraisee first shares it %ith
the manager!
,or'ers can use the Manage Appraisals tas' to revie% and update their
o%n appraisal! If the PMP identifies the appraisee as the appraisal initiator,
the Manage Appraisals tas' is ena#led for the %or'er at the start of the
appraisaltas' period! If the manager is the appraisal initiator, the %or'er
cannot update the appraisal until the manager first shares it %ith the %or'er!
In this case, the %or'er gets a notification message %hen the main
appraiser shares the appraisal!
www.itrain.co.uk
Ref* 242197167.doc Page 127 of 129
www.itrain.co.uk
Contact In#ormation
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Corporate Ser$ices
iTrain&s consultancy services include*
o 7racle eBusiness Suite
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This document has been authored by iTrain, and is protected under copyright. The
document may not be reproduced, either in full or in part, in any form or by any
means, without permission in writing from iTrain.
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Oracle R12 Performance

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