PPP Calibration Guide What is calibration and why is it important? - - PowerPoint PPT Presentation

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PPP Calibration Guide

What is calibration and why is it important?

Calibration - purpose

• To improve the fairness and consistency of how PPP ratings are approached

across LR

• Brings manager peer groups together to discuss the performance of their people

and consider provisional ratings (how they intend to rate individuals)

• Allows multiple opinions/perspectives to be considered (with the view that good
• pen debate provides a more accurate and fair assessment)
• Typically happens between May – July in advance of holding 1:1 PPP reviews in

July

Preparing for a Calibration meeting

Before a calibration meeting, all managers must:

• Consider the examples/evidence of each team member’s performance over the year to

date

• Decide on an overall ‘provisional’ rating for both goals and BCs for each team member

(pending their input)

• This must be based on the two key factors of performance:

 What have they achieved? (To what extent have they met their goals?)  How have they behaved? (To what extent have they displayed the BCs?)

• The manager must also be prepared to provide evidence-based feedback on their

peers’ direct reports

The Calibration meeting

Attend ndee ees

• The chairperson (normally Head of Function or Team)
• Peer group of managers
• HR where available to facilitate

How it it works

• Each manager presents provisional ratings of their team members on the PPP

Calibration Matrix

• Their peers are invited to provide additional constructive feedback
• Any changes to provisional ratings are recorded

Requ quire ired outcome tcome

• All managers have validated their provisional ratings for each team member

Roles and responsibilities in the Calibration meeting

The Chairperson (Generally the Group’s Line Manager)

• Scheduling the meeting
• Chairing the meeting
• Providing constructive and impartial feedback on individuals they have observed
• Deciding the final ‘provisional ‘rating in the event of disagreement

The Manager ager

• Providing the provisional ratings of their direct reports and evidence for those ratings
• Recording the agreed provisi

sion

• nal

al rating ng given

• Providing feedback/evidence on any other individuals who they have worked with but don’t

report into them HR HR

• Facilitating the discussion and promoting fairness and consistency
• Working with the Chairperson to collate the provisional ratings

Preparing for a Calibration meeting

• Most managers will have multiple direct

reports

• This PPP Calibration Matrix helps to capture

the names and provisional ratings of all colleagues being discussed.

• Names can be entered into the matrix using

the text boxes to represent their provisional PPP rating .

• The facilitator of the session, typically HR, will

more likely populate this after gathering provisional ratings in advance of the session

Facilitating a Calibration meeting (The chairperson / HR)

Agend nda

• Introduce the purpose of the session and the process
• Establish the ground rules for:
• Providing evidence and feedback
• How to challenge ratings
• Resolving disagreements
• Undertake the calibration
• Populate all the ratings onto the PPP Matrix

Various options for calibrating groups of individuals

Calibration meetings can be conducted in several ways, so be clear from the start which you will use:

• Cali

libra brate te everyone yone (suitable for smaller teams)

• Cali

libra brate te by exception eption (focus on those individuals where the group disagrees on the suggested ratings – suitable for larger teams)

• Calibrate ‘Extremes’ only (focus on those individuals at the corners or

edges of the PPP matrix - suitable for larger teams) All ratings discussed during calibration must be treated as confidential

Challenging & Achieving Consensus

Makin ing deci cision sions

• Differing views should be supported by objective evidence
• If a decision cannot be agreed by the group, the Chairperson is

responsible for deciding the final ‘provisional’ rating How to Challe lleng nge

• Can you give me an example of how he/she has demonstrated the BCs

at the level above?

• What were your reasons for placing that individual there?
• Thank you for your example. I have seen the opposite behaviour to

what you’ve described. Provide example….. Remember mber to use the goal al measures ures or BC indi dicators tors when n providing viding evidence dence or challeng allenging ng someone

• ne on how they have rated

How to calibrate - an example

This is a typical example of how a calibration meeting might be conducted:

Senior Leader Manager Team Manager Team Manager Team

The senior leader is chairing the calibration meeting… The managers are participating in the calibration meeting… The team members’ ratings are being discussed and calibrated

• Once calibration is complete the manager can hold the End of Year PPP meetings
• Managers and individuals will discuss what they think the overall goal rating and
• verall BC rating should be (e.g. 3:3)
• The manager should remain open minded – the rating agreed at calibration may

change if the individual highlights significant new examples

• If the final rating is different to the one discussed at calibration the manager

should inform the ‘Group’ manager

• The discussions and ratings should then be recorded in Success Factors – individuals

at Step 5 and managers at Step 6

• The manager will then push the form to Step 7 for individuals to ‘FINALISE AND

CLOSE’

.

Post Calibration – End of Year PPP reviews