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This scenario provides an example of a process performed by an administrator, a manager, and an employee using Objectives and Reviews. Your company may follow a different process flow according to its business requirements.
Before an employee or manager can use the Objectives and Reviews system, the administrator sets up the system accordingly to the organization's performance management policies and procedures. For example, an organization may choose different components to make up a review. The administrator defines those components to match the organization's performance management goals.
Using these cascading objectives as a guide, the employee develops individual objectives and assigns each objective a weighting that is used to calculate the employee's overall performance rating at the end of the period. The employee may copy continuing objectives from the previous review periods forward into the new period.
After defining the objectives, the employee submits the objectives to the employee's manager for approval. The manager approves the objectives, and the objectives are posted in a reporting-structure hierarchy, accessible for review by each employee in the organization.
At the end of each period, the employee begins the review process by completing a self-assessment that details achievement on each objective as well as documenting additional skills that have been acquired.
The employee submits the periodic assessment to a manager, who then rates and comments on the achievement of objectives and skills. Siebel Objectives and Reviews calculates an overall rating from individual numerical ratings and weightings assigned to each objective.
Figure 1 illustrates the process of setting and submitting objectives.
During the review cycle, the manager approves and declines some of the reviews and delegates other reviews of direct reports to another manager. The other manager then reviews the periodic assessment comments in the employee's objectives and conducts the review.
This review cycle process flow is illustrated in Figure 2.
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