Employees

Training
Performance Appraisal
2023
&
Goal Setting 2024
Part A’
What we are going to discuss
▪ Employee Steps for the Performance Appraisal 2023
▪ Main points of preparation for conducting the
feedback meeting with your manager
▪ Explanation of the evaluation form
Performance Strategic Group Plan

Management System Group/Companies’ Goals

Unit/Department Goals

Individuals Goals

Structural Characteristics of Performance Management System

Objectives/KPIs
(Quantitative-Qualitative)
What should we achieve?
Development Plan
What do we need to
improve?
Competencies
How will we achieve our
goals?

Continuous Performance
Improvement
Benefits of
Performance Management System

✓ Επιχειρησιακή επιτυχία
Business success Constructive feedback Alignment of company
✓ Ευθυγράμμιση στρατηγικής με στόχους
for growth strategy with objectives

✓ Εστίαση στις προτεραιότητες

✓ Επίτευξη στόχων και αποτελεσμάτων
✓ Συνεχής ανατροφοδότηση για ανάπτυξη
Team empowerment Achieve objectives &
δεξιοτήτων και εξέλιξη
key results
Annual Performance Management Cycle

We have established a performance appraisal process that will be linked to an annual bonus system to promote an objective methodology that
applies to all employees based on the achievement of group, company and individual goals

Dec-Jan Jan

• The employee completes his/her self-assessment in the form as

well as proposals for the Individual Development Plan 3.
Year End 1. Goal
• The manager evaluates the employee performance and
Performance Setting 2023
approves the Individual Development Plan Appraisal 2023
• The manager meets with the employee, gives performance
feedback, constructs the individual development plan and
informs him/her about next year's goals
• The reviewer is then informed of the results of the evaluation
and, if desired, can add comments
• The assessment and Individual Development Plan have been 2. Mid Year Review
successfully completed 2023

Jun-Jul

* All employees who were hired at the company until June 30,
2023 can participate at the year end performance appraisal
Procedure
Important Roles
✓ Knows and understands performance and development evaluation
criteria
✓ Is interested in growth and performance and focuses on personal
Employee improvement
✓ Identifies personal training and development needs
✓ Is actively involved in the whole process

✓ Provides clarifications on evaluation & development criteria

✓ Actively supports the performance of team members
✓ Conducts discussions with team members on performance and
Manager facilitates any challenging issues
✓ Evaluates objectively, taking into account overall performance,
competencies and behavior
✓ Identifies training and development needs of team members and
provides guidance and appropriate tools to implement their work

✓ Is informed about the progress of the performance and

Reviewer development of the employees
✓ Encourages regular feedback and coaching discussions between
(Indirect Manager) direct manager and employees
✓ Participates in feedback discussions in cases of different opinions /
objections, so that they reach a final agreement together
Culture
Critical Parameters

COLLABORATION DEVELOPMENT
PERCEPTION FEEDBACK
GUIDELINES

A common understanding of
goals, competencies and expected
or outstanding performance
across the Group
Incorporate immediate and
constructive feedback everyday
at work
Constructive communication
and collaboration – development
of dynamic synergies (intra-
departmental & inter-
departmental)
Personalized coaching and
collaboration between managers
and team members
Performance Evaluation Criteria

Goals Competences &

Behaviors

• Objectives / Measurable KPIs set at • Competencies derived from

the beginning of the year LivingOurValues workshops &
• What is their achievement during survey
the year • How we would like to work and
cooperate
ΣΥΝΕΝΤΕΥΞΕΙΣ
40 στελέχη από όλες τις επιχειρησιακές μονάδες του ομίλου
Στόχος
Να αποτυπώσουμε τι είναι σημαντικό για την εταιρία, τους στόχους και τις προτεραιότητές της, τα κοινά και τα
διαφορετικά στοιχεία των επιχειρησιακών μονάδων / τμημάτων

WHAT (50% ) HOW (50%)

 By setting goals:
• We monitor and improve our performance
• We point out and eliminate inhibiting factors on
time
• We achieve more, better and faster
• We increase motivation to achieve better
performance
• We feel more satisfied with our achievements and
get rewarded

GOALS
WHAT ARE THE BENEFITS?

S.M.A.R.T.
Goals
▪ By the term "goals" we usually refer to
quantitative – measurable or qualitative
and desired results, at individual and team
level.
▪ The goals answers the questions:
“What is the desired outcome? What is
important to be achieved?”
▪ Goals that help to develop performance need to
be:
• Specific: clear about what, where, when and how it
should be achieved
• Measurable: quantify the objectives and benefits or
desired outcome
• Attainable: the objectives can be achieved (taking
into account or predicting the resources and
capabilities you have or may have available)
• Relevant: be relevant to the company's goals /
provide value
• Time-bound: define the time period in which each
goal should be completed
 ▪ They show everyone "How" we want to work at SOFTONE
Group
▪ They measure how results are achieved rather than what
▪ They make clear the "obvious", the good and the
exceptional
▪ They reinforce the behaviors we want to characterize us
▪ They help to integrate new people faster and in a more
productive way
▪ They help to identify, grow and retain talent

Competencies
What are the benefits?
Our Competencies & Behaviors
We innovate We are reliable
• Behavior 1 Process, • Behavior 1 Demonstrate
analyze, and synthesize commitment to deadlines
data in an innovative way. / accuracy and high
Open-minded and always quality to own
seek to learn from other deliverables
people concerning • Behavior 2 Focus on
knowledge and new ideas optimizing the
• Behavior 2 Adaptable and external/internal
flexible when trying to customers’ & partners’
identify problems and to experience at every point
find solutions even with of contact
limited resources (communication, service,
• Behavior 3 Propose new product)
alternatives and take • Behavior 3 Demonstrate
initiatives, use of new solid performance in all
technologies aspects of his work with
respect of company’s
policies and procedures
We focus on growth-
We care about people development
• Behavior 1 Share • Behavior 1 Seek
information and best knowledge and personal
practices within the improvement for and be
department, communicate prepared for more
openly and friendly with significant contribution
colleagues • Behavior 2 Establish clear
• Behavior 2 Develop and challenging short-
synergies with colleagues term and long-term
and promote a team personal goals, continuous
environment to achieve motivation for personal
collective and corporate work improvement by
goals undertaking additional
• Behavior 3 Act with tasks
integrity, honesty, and • Behavior 3
respect different behavior Guide/collaborate with
and roles the others willingly
towards the achievement
of goals. Request &
provide feedback and/or
resources to others to
encourage them to
improve their
performance
We approach our work
on a systematic & orga
nized way
• Behavior 1 Clarify basic
points, focus on the most
important things, set
priorities when needed,
propose solutions and
improvements
• Behavior 2 Effectively
predict future needs, to
get prepared for them and
plan insightfully present
and future tasks
• Behavior 3 High-quality
work within predefined
timeframes according to
the specifications and
processes set
 Further Clarifications for Year End Assessment

1 Maternity/paternity leave: if the employee has completed 6 months throughout the year, will be assessed

2 Change of Department or Manager:

• if the employee changes department/manager within the year, then he/she is assessed by the manager to whom he/she belonged
for the longest period of time
• if the time is equal in both departments/managers, then he/she is assessed by both manager with one form, the most recent
manager receives feedback from the previous one and fill in the form in total

3 Change of Role or Promotion:

• if the employee changed role within the year, then he/she is assessed by the manager to whom he/she belonged for the longest
period of time, with the corresponding form (employee/manager form)
• if time is equal in both roles, then the employee is evaluated for both roles by filling in two forms
Preparation
Preparation

What should the

Prepares for the feedback
discussion with the manager
Creates a list of
with specific ideas and

employee do?
specific achievements
& aspects for suggestions for improvement

improvement and development

Reviews the objectives as

It captures his/her own
well as the main activities
perspective on skills
undertaken during the year
development and
performance
Preparation
Questions
for employees
▪ What is my self assessment regarding my
performance during the past year?
▪ What are the main positive elements that I
have demonstrated in my work?
▪ Are there areas where my skills and
performance were not the desired ones?
▪ What obstacles or difficulties did I encounter
in my work?
▪ What training & development needs do I
have? How do they relate to my job
performance?
▪ How would I further develop my skills and
capabilities?
▪ How can I improve the way I work and/or the
operation of the department I work for?
▪ What kind of help or guidance do I need and
from whom?
How would you
assess where you are
today?
 Grading Scale
How it works?
Grading Scale What it means

The performance of the employee does not meet the performance

1 - Significant improvement needed
criteria established by the company, sο further improvement is needed

The performance of the employee partially and not totally meets the
2 - Partially achieved
criteria established by the company

The employee totally meets the criteria established by the company as

3 – Achieved as expected expected

The employee often exceeds the performance criteria established by the

4 – Exceeded Expectations
company

The employee has excellent performance and constantly exceeds the

5 – Excellent results
performance criteria
 Exercise

How do I record in the assessment form my comments?

Constructive feedback
• Do they cover all goals and competencies?
• Are they clear and specific?
• Are they balanced? (What to continue, what to stop, what to start doing)
• Are they detailed and essential?
• Do they focus on development and improvement and are they data-driven?
• Do they include concrete and tangible examples?
• Do they include strengths and areas for improvement and action?
The evaluation
form
Individual Development Plan

The individual development plan (IDP) is a

collaborative tool between the manager and the
employee to define career goals and map out how to
learn new skills or improve current ones.

The IDP process requires a climate of trust and

psychological safety between employee and
employee.
Individual Development Plan
Step 1: Start Stop Continue Framework

“Start, Stop, Continue” is an action-oriented approach framework that enables employees to reflect on
what behaviors will help them be more effective and efficient in achieving their goals and objectives.
So, employees use the framework on what they should:

❑ Start: begin to perform

❑ Stop: must stop doing
❑ Continue: continue doing

Benefits of this method

✓ Provides actionable review on behaviors

✓ Identifies areas of improvement
✓ Empowers the employee
✓ Builds trust and increases self-awareness
Individual Development Plan
Step 2: 70-20-10 Learning Method
The 70-20-10 model is a learning and development method aimed at helping employees efficiently
manage their development and increase their performance.

EXPERIENTIAL – LEARNING BY DOING
It is learning by doing and experiencing.
% 70 • Intradepartmental or interdepartmental projects
• New and challenging task / project assignments
FROM THE ENVIRONMENT – SOCIAL
LEARNING
It is based on learning from colleagues and the
% 20 environment.
• Company’s events – Conferences
• Career and development interviews
• Internal Coaching – Internal Mentoring is
recommended
LEARNING FROM EDUCATION
• Have them participate as observers in meetings where high-level discussions
and decisions are made.
• Engage them into the projects involving different functions to enhance the
range of knowledge or strengthen communication with other teams.
• Help them reflect on what they have learned and what they could do
differently.
• Give them flexible problems to solve and ask them questions.
• Give your employees coaching and mentoring, continuous and instant
feedback.
• Ask them very good questions about their career goals.
• Help them find ways to improve.
• Encourage them to participate in company’s events and/or conferences.

• Employees can request training in hard/soft skills.

% 10 It is learning that is supported by training.
• Managers can also suggest and write in the IDP of an employee a potential
• Virtual-classroom training programs
training which will contribute to his/her development
Individual Development Plan
How to complete the IDP template
Department
Sub-department
Employee Name
Manager Name
Individual Development Plan (IDP)

Choose f rom the drop down list the Carreer Path you wish to
D evelopment in another role
pursue inside the company

Elaborate your choice You may write here your comments to jus tify the previous s election

START STOP CONTINUE

Choose up to 3 Competencies you want to focus on: What behaviors do you need to start What behaviors do you need to stop to What behaviors do you need to continue developing
developing to improve your performance? improve your performance? to maintain a high level of performance?
We i nnovate 1.Description 1.Description 1.Description
We ca re about people 2.Description 2.Description 2.Description
We a pproach our work on a s ystematic & organized way 3.Description 3.Description 3.Description
70:20:10 Action Plan
Please select from the below drop-down list for each learning category
70 / Lea rning from Experience 20 / Lea rning from Others/Environment 10 / Lea rning from Education - Training Other Comments from Employee

Open - ended Comments from Manager on IDP

IDP
The feedback meeting
2 formal meetings, at least 1 hour long (1 for performance
appraisal + goals & 1 for mid-year)

How is it implemented?

Explore action plans together

Agree on supportive actions

Set milestones for monitoring and engagement

The feedback meeting The goal is to
develop and
commit to a
The desired result beneficial and
concrete

EMPLOYEE'S PERSPECTIVE PERSPECTIVE OF MANAGER

Strengths Objectives
Areas to Improve Strengths
Areas for Improvement
Development Proposals
Development Actions
/Actions

Individual
Development
Plan
The emotions curve
during feedback discussions

Active Behavior
Anger Acceptance

Motivation/ Performance
Negotiation

Hope

Shock

Time

Denial
Sadness
Passive
behavior
During
The Feedback
Meetings Needs to set priorities and
focus on: what he/she will
The employee continue, what he/she will start
and what he/she will stop
Needs to think about how
doing, setting a clear
he/she will get the support implementation schedule
needed to complete the
actions that have been set

Needs to commit to specific

Needs to investigate the actions that will help him/her

possible obstacles that may improve skills and achieve

arise and record ways to deal goals.

with them

Note: May ask the manager for clarifications on the results and take ownership on the results (do not blame others)
After the

Feedback Meeting
The Employee

▪ Should ask himself/herself what worked well and what could work better by
adding his/her comments

▪ Proceed to improvement actions / proposals in agreement with the manager

Take away tips before, during and after the Meeting
The Employee
BEFORE
Get information about when and where the 1:1
feedback meeting will take place
Prepare for the feedback meeting and gather the
main topics you want to discuss with your
manager
Ask your manager for feedback on your
performance at a regular basis
Write down each topic you want to discuss and
specify how you will share it with your manager,
linking it to the goals you have agreed
DURING AFTER
Share your strengths and areas you think need to Self-reflect about the outcome of the feedback
be developed and ask for support from your meeting and suggest ways to improve
manager
Be proactive, positive and open to receive You are also responsible for the implementation
feedback! of the agreed Individual Development Plan
This process is about you, your performance and Implement the development plan and take into
development! It is your responsibility to have an account the feedback of your manager. If there is
active role! something that needs to be changed, be active
and suggest alternatives
You may suggest different alternatives to achieve Systematically check the progress of the
your goals and improve the way you work implementation of your goals, set new goals /
milestones, and continue to implement the
Individual Development Plan
 PART B’
What we going to discuss

▪ Goals & Balanced Scorecard tool

▪ Timeline of the actions you need to follow
Annual Performance Management Cycle - target

We have established a performance appraisal process that will be linked to an annual bonus system to promote an objective methodology that
applies to all employees based on the achievement of group, company and individual goals

NEW
Dec-Jan Jan

• The employee inserts the goals in the system* (that have been
discussed with the manager during the appraisal meeting)
3.
Year End 1. Goal • The manager approves or modifies the objectives
Performance Setting 2024 • The targets have been successfully registered and are available
Appraisal 2024
to stakeholders

*Temporarily the 2024 targets will be listed in

xls first, until the system is ready for them to
be uploaded there
2. Mid Year Review
2024

Jun-Jul
Goal Setting 2024
Until end of Jan Before Mid-Year Review

Measure goals & priorities 50% Measurement of specific skills & behaviors that derived
50%
from #LivingOurValues program
WHAT HOW
1 Group EBITDA* 1 We innovate

2 Individual Goals 2 We are reliable

3 4 main categories: Financial performance, 3 We focus on growth – development

Customers (internal & external), Internal
processes, Innovation, learning & development 4 We care about people

5 We approach our work on a systematic & organized way

*EBITDA=earnings of business before interest, taxes, and depreciation

are deducted
5
4
3
2
1 Excellent
Results
Achieved Exceeded
Expectations
For new employees who will be hired after the target period and Partial
as
expected
Significant
until June 30, 2024, targets will be set in the first 30 days of hiring improvement
achieved
needed
Measurement
Scale
 1. The Score Scheme we follow as a Group is based on the following performance indicators:
GUIDELINES
FOR SETTING
GOALS BASIC KPI CATEGORIES
GROUP INDIVIDUAL
• Financial performance
All employees participate Specific • Customers (internal & external)
in the Group EBITDA Individual Goals Internal processes
target • Innovation, learning & growth

2. Each employee has a minimum of 2 and a maximum of 8 total goals with a choice of at
least 2 of the 4 categories

3. The weight (%) assigned to each objective should be prioritized

4. The total of the goals regarding the weight calculation should sum up to 100%

5. The total of the competencies regarding the weight is predefined and sums up to 100%
(20% for each competency)
Balanced Scorecard

from us?”
 Goal setting & competencies form It is proposed to write down specific
Record from 2 to 4
target categories
achievements per score (to be
Record minimum 2 and specified for scores 3 to 5)
maximum 8 total Goals

SCORECARD 2024
Goal Name & Start date Completion date
GOAL # Category Metric/KPI Weight (%)
Description (Day/Month/Year) (Day/Month/Year)
According to the balanced Define the weight of the
scorecard, choose from the list objective, taking into
Write down the specific Determine how the
which of the 4 categories it account the Determine when you Determine when you
goal below, describing achievement of this
Goal belongs to: Financial im portance- priority of start implementing the com plete the
what you need to goal will be
Number perform ance, Custom ers each objective. The set goal. implementation of the
achieve. measured.
(internal & external), Internal of goals should add up goal.
processes, Innovation, to 100%.
learning & dev elopm ent
Enter the name and Determine how they
#1 Financial performance % 1/1/2024 31/12/2024
description of the goal will be measured
Enter the name and Determine how they
#2 Financial performance % 1/1/2024 31/12/2024
description of the goal will be measured
Enter the name and Determine how they
#3 Customers (internal & external) % 1/1/2024 31/12/2024
description of the goal will be measured
Enter the name and Determine how they
#4 Customers (internal & external) % 1/1/2024 31/12/2024
description of the goal will be measured
Enter the name and Determine how they
#5 Internal procedures % 1/1/2024 31/12/2024
description of the goal will be measured
Enter the name and Determine how they
#6 Internal procedures % 1/1/2024 31/12/2024
description of the goal will be measured
Innovation, learning & Enter the name and Determine how they
#7 % 1/1/2024 31/12/2024
development description of the goal will be measured
Innovation, learning & Enter the name and Determine how they NEW: There will be
#8 % 1/1/2024 31/12/2024
development description of the goal will be measured included 5
COMPETEN
Compet encies Behaviors Weight (%)
Start date Completion date competencies with
CE# (Day/Month/Year) (Day/Month/Year)
predefined weight
Determine when you
Determine when you
COMPETEN The weight is prefinfined and complete the
Competencies & Des criptions Des cription of Behaviors sumps up to 100%.
start implementing
CE Number the competen ce.
implementation of the
competence.
Behavior 1 Process, analyze, and synthesize data in
an innovative way. Open-minded and always seek
to learn from other people concerning knowledge
We innovate and new ideas
#1 We combine the start-up spirit with the requirements of a corporate Behavior 2 Adaptable and flexible when trying to 20.0% 1/1/2024 31/12/2024 TOTAL
organization​ identify problems and to find solutions even with
limited resources
Behavior 3 Propose new alternatives and take 100%
initiatives, use of new technologies
 Example Goal Setting
SCORECARD 2024 – example
Start date
Metric/KPI Completion date
Goal # Category Goal Name & Description Weight (%) (Day/Month/
(measuring range 3 to 5) (Day/Month/Year)
Year)
Define the weight of
According to the balanced scorecard, the objective,
Determine
choose from the list which of the 4 Write down the specific goal taking into account Determine when
when you
Goal categories it belongs to: Financial below, describing what you need Determine how the achievement of this goal will be the im portance- you com plete the
start
Number perform ance, Custom ers (internal & to achieve. measured. priority of each implementation of
implementing
external), Internal processes, objective. The set the goal.
the goal.
Innov ation, learning & dev elopm ent of goals should
add up to 100%.
Not to exceed 50.000€ (3)
Monitor Reduce operating costs by 15% (4)
#1 Financial performance 25% 1/1/2024 31/12/2024
Departmental budget Reduce operating costs by 25% (5)

15 meetings/year (3)
18 meetings/year (4)
#2 Customers (internal & external) Partners’ network development 25% 1/1/2024 31/12/2024
22 meetings/year (5)

5 suggestions for improvement - implementations (3)

Departmental processes
7 suggestions for improvement - implementations (4)
#3 Internal procedures improvement 25% 1/1/2024 31/12/2024
9 suggestions for improvement - implementations (5)

Introduction of a new request resolution system (3)

3 suggestions for improvements to the new system
Automate the resolution of
#4 Innovation, learning & development (4) 25% 1/1/2024 31/12/2024
requests
Implementation of improvements within 1 month (5)

TOTAL

100%
Further Clarifications about Goal Setting

1 Maternity/paternity leave: if the employee has completed 6 months in the year, will set goals
2 Change of Department/Manager:
- if the employee changes department/manager within the year, then new Manager will set goals, if the change took place before July 1
and a new targeting form is opened

3 Change of Role/Promotion:
- if the employee changes role within the year, then he/she is targeted by the manager for the new role, if the change was made by
July 1 and a new targeting form (employee/supervisor) is opened
 From 21/12 – 12/1 8 – 19 Jan 22 - 31 Jan

Timeline

Self-Assessment & IDP Team member Comments by reviewer

2023 by employees assessment & IDP by (if exists) and manager
Performance Appraisal 2023 manager & 1:1 meetings send the final form to
Group HR

Managers to prepare Sharing goals from Employee completes

Goal setting 2024 goals for 2024 managers to employees targets and send to the
(during the feedback manager. Manager send
meeting) finalized goal forms to
Group HR
Thank you!