Employee Guide

K&A Performance
Management Review
Employee Guide 2018
Page | 1
“A commitment realized”

Dear colleagues

This is an important milestone. We have established a robust framework through which we aim to support everyone
within K&A to enjoy fulfilling and rewarding careers, while reaching their full potential.

Ultimately, we want to create a working environment where everyone feels empowered and motivated to deliver to
the best of their abilities, every day. The K&A Performance Management Reviews will help us achieve this by
ensuring that every year, each of our people will have a constructive conversation with their managers to discuss
past performance, to agree stretching objectives for the next 12 months, and to identify career development needs.

This process sets in place the foundations from which we will consistently live up to our K&A One culture, as a high
performing company that seeks to continuously raise the bar and lead our industry.

We are committed to recruiting and retaining only the most talented people who are capable of delivering high
quality services to our clients. Through the Performance Management Review, we will identify “what” and “how”
each member of K&A can contribute to realizing the business objectives of the company, in line with our overall
strategy.

Embedding the reviews within our business culture and operations is going to take time, and it will require full
participation from everyone. Please take your Performance Management Review extremely seriously because the
more you put in, and the better quality of conversation you have with your manager, the more both you and K&A
will benefit – allowing us all to move together in one direction.
Najib Khatib, Ph.D

Chief Executive Officer
Page | 2
“A word from HR”
We are pleased to introduce to you our refined version of the K&A Employee Evaluation Process for 2018.
The performance reviews will give employees and managers a clear understanding of how individuals
contributes to the success of projects by realizing business objectives aligned with the company strategy and
business agenda.
We encourage everyone to raise the bar on their personal contribution to K&A’s success. As HR business
partners, we will be supporting our managers in preparing for quality dialogues, leading the calibration
process and making sure we complete the process on time. Our role also includes helping employees at all
levels, ensuring they are well prepared and able to make the most of this opportunity.
The Employee Evaluation Process is very simple, with clearly defined criteria based on a comprehensive
view of each employee’s performance. The formal process kicks off on August 1, 2018.
We would like to take this opportunity to thank you and wish you a good luck with the deployment of K&A’s
enhanced Employee Evaluation Process.
Page | 3
K&A Performance
Management Policy
K&A is committed to fostering a high performance culture. To achieve this, we strive to provide each
employee of the company with clear performance objectives; ongoing project-based feedback and coaching;
development opportunities; and recognition for outstanding work.
Ongoing project-based feedback and coaching is to take place, led by project managers, at the end of each
project (during project close-out stage) to ensure high performance. An annual performance review will be
held to record and conclude the achievements, together with areas of improvement and development.
The performance management system in K&A will evaluate the following criteria:
Maintaining and improving design quality to ensure client satisfaction

Successful on-time and on-budget projects delivery
Effective leadership and communication across all design centers
Working in line with Business Strategy including the business plan, KPIs and targets that are
communicated and rolled out throughout the company
Meeting management objectives that are circulated to help departments and individuals to determine
their team and individual objectives
High level of adaptation to changes introduced by the group management.
Regular feedback and coaching concerning job performance
Measured and documented performance
Colleagues will be categorized between excellent, very good, good and low performers during the
calibration process.
Page | 4
K&A Performance
Management Review
Performance (What) - Operational Definition
What has been achieved
Observable results over the past year
Excellent: Consistently performing and contributing at a level that outpaces changing expectations.
Continually exceeds dynamic goals … delivers more, higher quality, faster, cost effective, greater client
impact. Anticipates new challenges and develops creative solutions to address them. Develops challenging
goals and continually exceeds them. Thinks beyond immediate job for the good of the component and
continually expands personal capabilities and independently takes on greater responsibility.
Very Good: Consistently performing and contributing at a level that exceeds expectations. Continually meets
dynamic goals … generally delivers more, higher quality, faster, cheaper, greater client impact. Anticipates
new challenges and resolves issues in a timely fashion. Consistently meets commitments. Continually
expands personal capabilities and demonstrates willingness to take on greater responsibility.
Good: Consistently performing and contributing at a level that keeps pace with changing expectations.
Continually meets dynamic goals … generally delivers more, higher quality, faster, cheaper, greater client
impact. Reacts quickly to new challenges and resolves issues in a timely fashion. Consistently meets
commitments. Continually expands personal capabilities and demonstrates willingness to take on greater
responsibility.
Low: Not always able to perform and contribute at a level that keeps pace with changing expectations. Needs
guidance to meet dynamic goals … doesn’t deliver more, higher quality, faster, cheaper, greater client impact
or requires specific direction to do so. Waits to be redirected when faced with new challenges. Improvement
in quality, timeliness or scope needed. Often reacts to rather than anticipates problems/opportunities and
requires more than normal direction and follow-up. Does not expand personal capabilities sufficiently to meet
changing business requirements.
Action plan may be needed to bring performance to consistently meet expectations rating.
Page | 5
Performance (How) - Operational Definition
How it has been achieved
The success of the drivers depends on the extent to which these drivers actually inspire and drive our
daily activities and interactions
High in technical knowledge: Demonstrates high level of technical competency, shares knowledge with
others and possesses high level of capability building.
Team player: Cares about team togetherness (is recognized by everyone as a real team player), active in
project delivery and exemplifies boundary-less behavior in this regard and shares knowledge and best
practices across the organization and teams, etc.
Strong Leadership / Management: Supportive to colleagues’ professional and personal needs,

encourages learning among members, fair in treating staff. Does not discriminate among others. More
details are mentioned later on in this document.
Effective Communication: Positive behavioral flexibility to meet context or situation requirements that
serve company benefits, effective direct communication with internal and external stakeholders and
effective written communication when preparing reports, minutes of meetings and letters to clients, etc.
Adaptation to change: Embraces changes introduced by K&A and acts as a change agent.
Competency in KPIs development and assessment: Able to develop business KPIs, cascades KPIs to
all concerned and able to regularly review business KPIs with team.
Creativity and Innovation: Promotes new ideas, embraces technology and rewards for new initiatives.
Strong client management: Aligns with client objectives (anticipating customer needs and proactively act
upon them), flexible to absorb clients’ tension (client driven in all his/her actions, always taking the
customer's point of view into consideration) and works as ONE team with the client.
Page | 6
Overall Rating-Operational Definition – Category-1
Senior Managers, Managers and Principals
The overall assessment of the employee’s contribution to the organization, according to the growth
drivers or KPIs mentioned in the four boxes below. Refer to table-1. Details about the growth drivers or
KPIs can be found in the behaviors illustrator (page 15)
Objectively based on past performance, demonstrated growth driving behaviors, and unique skills
Guidelines available to ensure appropriate differentiation across the business (guided distribution used
in calibration)
Excellent Performer: Represents the very best contributors within the organization with an overall
averaged rank between 76% to 100% across all the eight (8) KPIs. Consistently performs and demonstrates
values at a level that strongly differentiates their contribution within the organization, and recognizes this
additional level of capability and performance.
Very Good Performer: Represents the strength of our organization with an overall averaged rank between
51% to 75% averaging all the eight (8) KPIs. Consistently performs at a level that strongly supports business
performance and growth drivers. Highly capable and high-achieving performers, who are recognized for
their contribution within the organization.
Good Performer: Represents a medium to good level of effective contributors within the organization with
an overall averaged rank between 26% to 50% averaging all the eight (8) KPIs. Always able to contribute
at a level that is desired with some guidance. Recognizes a need for change, and generally associated with
needed support in performance and/or behaviors, with an action plan to address.
Low Performer: Represents the least effective contributors within the organization with an overall averaged
rank between 0% to 25% averaging all the eight (8) KPIs. Not always able to contribute at a level that is
desired. Recognizes a need for change, and generally associated with needed improvement in performance
and/or behaviors, with an action plan to address.
Page | 7
Table – 1: Growth drivers / KPIs for Senior Managers and
Principals
Box no.1 Box no.2
100 100
High technical knowledge
75 75
Team work
50 50
25 25
0 25 50 75 100 0 25 50 75 100
Leadership / Managerial Effective communication
Box no.3 Box no.4
100 100
Creativity & innovation
Client relationships
75 75
50 50
25 25
0 25 50 75 100 0 25 50 75 100
Competent in KPIs Adaptation to change
development & assessment
Page | 8
Managers, Design Manager, Associate Principal, Senior Project Arch/Eng, Senior
Arch/Eng, Design Arch/Eng, Arch/Eng (and all equivalent positions in other
departments)
The overall assessment of the employee’s contribution to the organization according to the
growth drivers or KPIs mentioned in the three boxes below. Refer to table-2. Details about the
growth drivers or KPIs can be found in the behaviors illustrator (page 15)
Objectively based on past performance, demonstrated growth driving behaviors, and unique
skills
Guidelines available to ensure appropriate differentiation across the business (guided
distribution used in calibration)
averaged rank between 76% to 100% averaging all the eight (6) KPIs. Consistently performs and
demonstrates values at a level that strongly differentiates their contribution within the organization,
and recognizes this additional level of capability and performance.
Very Good Performer: Represents the strength of our organization with an overall averaged rank
between 51% to 75% averaging all the eight (6) KPIs. Consistently performs at a level that strongly
supports business performance and growth drivers. Highly capable and high-achieving performers,
who are recognized for their contribution within the organization.
Good Performer: Represents a medium to good level of effective contributors within the
organization with an overall averaged rank between 26% to 50% averaging all the eight (6) KPIs.
Always able to contribute at a level that is desired with some guidance. Recognizes a need for
change, and generally associated with needed support in performance and/or behaviors, with an
action plan to address.
Low Performer: Represents the least effective contributors within the organization with an overall
averaged rank between 0% to 25% averaging all the eight (6) KPIs. Not always able to contribute
at a level that is desired. Recognizes a need for change, and generally associated with needed
improvement in performance and/or behaviors, with an action plan to address.
Page | 9
Table – 2: Growth drivers / KPIs for Managers, Design
Managers and all levels down to Eng/Arch
Box no.1 Box no.2
100 100
75 75
Team work
50 50
25 25
0 25 50 75 100 0 25 50 75 100
Box no.3
100
75
50
25
0 25 50 75 100
Adaptation to change
Page | 10
CAD supervisors, Senior CAD operators and CAD operators.
growth drivers or KPIs mentioned in the two boxes below. Refer to table-3. Details about the
skills
Page | 11
Table – 3: Growth drivers / KPIs for CAD
Box no.1 Box no.2
100 100
75 75
Team work
50 50
25 25
0 25 50 75 100 0 25 50 75 100
Adaptation to change Effective communication

Non-Technical and Non-Managerial staff (Admin, finance and clerical staff).
growth drivers or KPIs mentioned in the two boxes below. Refer to table-4. Details about the
growth drivers or KPIs can be found in the behaviors illustrator (page 15).
skills
Page | 12
Page | 20
Table – 4: Growth drivers / KPIs for Non-Technical & Non-

Managerial staff (/ Admin / Finance / Clerical staff)
Box no.1 Box no.2
100 100
75 75
Team work
50 50
25 25
0 25 50 75 100 0 25 50 75 100
Knowledge about the field Effective communication

Managerial but Non-Technical staff (Managers in corporate functions)
growth drivers or KPIs mentioned in the three boxes below. Refer to table-5. Details about the
skills
Page | 13
Table – 5: Growth drivers / KPIs for Managerial _

Non-Technical staff (Managers in Corporate
Functions)
Box no.1 Box no.2
10 10
0 0
75 75
Team work
50 50
25 25
0 25 50 75 100 0 25 50 75 100
Box no.3
10
0
75
50
25
0 25 50 75 100
Competent in KPIs development
& assessment
Page | 14
Behavior Illustrators (Criteria)
Growth Drivers / KPIs
High Technical Knowledge
High level of technical competency
Shares knowledge with others
Self-developing Sub-categories for guidance
only when conducting
Act as a Chair of Excellence
evaluation
High level of capability building
Team Work
Cares about team intactness (Is recognized by everyone as a real team
player)
Active in project delivery and exemplifies boundary-less behavior in this
regard
Enthusiastic about group success and naturally acts as a coach and Sub-categories for guidance
mentor to others only when conducting
Protects team against failure and inspire teammates to achieve team’s evaluation
targets
Promotes team cohesiveness and build close relationship with
colleagues within work environment
Shares knowledge and best practices across the organization and teams
Leadership / Managerial
Supportive to staff professional and personal needs
Distributes work fairly and in a balance mode
Encourage learning among members
Offers explicit rewards to his staff
Builds personal bonds with team Sub-categories for guidance
Respects staff
evaluation
Manages conflicts wisely
Fair in treating staff. Does not discriminate
Makes decisions swiftly
Effective Communication
Positive behavioral flexibility to meet context or situation requirements
that serve company benefits
Effective direct communication with internal and external stakeholders
Effective written communication when preparing reports, minutes of Sub-categories for guidance
meetings and letters to clients only when conducting
Accepts others opinions that are best for the company and the projects evaluation
Meets staff regularly
Embraces changes introduced by K&A Sub-categories for guidance
Act as a change agent only when conducting
Flexible to suite project success evaluation
Reviews his actions and ready to correct them
Page | 15
Competent in KPIs developments & assessments
Able to develop business KPIs
Shares KPIs across all related unites
Sub-categories for guidance
Cascades KPIs to all concerned only when conducting
Creates necessary procedures to meet KPIs evaluation
Able to regularly review business KPIs with team
Creativity & Innovation

Promotes new ideas
Embraces technology Sub-categories for guidance
Knowledgeable about market trends
evaluation
Encourages staff to introduce new ideas
Rewards for new initiatives
Client Relationships
Aligns with client's objectives (anticipating client needs and proactively
act upon them)
Builds good relationships with clients that brings business to the
company Sub-categories for guidance
Flexible to absorb clients’ tension (client driven in all his/her actions only when conducting
taking always the client's point of view into consideration) evaluation
Understands client's requirements and continuously exceeds client
expectations
Works as ONE team with the client
Shows honesty to client concerns (applying client first behavior always,
irrespective if it is for internal or external client)
Page | 16

Employee Guide

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Employee Guide

Uploaded by

Copyright:

Available Formats

K&A Performance

Najib Khatib, Ph.D

Maintaining and improving design quality to ensure client satisfaction

Strong Leadership / Management: Supportive to colleagues’ professional and personal needs,

Box no.1 Box no.2

Box no.3 Box no.4

Box no.1 Box no.2

Box no.1 Box no.2

Overall Rating-Operational Definition – Category-4

Table – 4: Growth drivers / KPIs for Non-Technical & Non-

Box no.1 Box no.2

Overall Rating-Operational Definition – Category-5

Table – 5: Growth drivers / KPIs for Managerial _

Box no.1 Box no.2

Reviews his actions and ready to correct them

Creativity & Innovation

You might also like