ABCD performance

The ABCD

Level and Performance reviews will be based on a principle we call ABCD.

• A – Accountability

• B – Business

• C – Culture

• D – Deliverables

Let's break it down, shall we?

Performance Reviews in the ABCD era

Each item above has a set of questions that Managers and Peers will grade on a scale of 1 (Unaware) to 7 (Leadership) to obtain your Performance Review Net Performance Indicator (NPI).

The five steps:

1. Unaware.
   No understanding or exposure to this area. Requires complete guidance and foundational support.

2. Exploring.
   Beginning to build foundational understanding. Progress is expected with structured guidance.

3. Developing.
   Shows independence in this skill/area, performing consistently and meeting expectations while having room for refinement.

4. Emerging.
   Displays strong domain in this skill/area and consistently meets expectations with minimal guidance while occasionally exceeding expectations.

5. Advanced.
   Has a strong command of the skill/area and consistently exceeds expectations. This person starts to develop strategic thinking and could easily mentor others in this skill/area.

6. Master
   Excels in this area, demonstrating strategic thinking, expertise, innovation, and leadership. Inspires others and sets new standards. Could take a C-Level role if necessary.

7. Leadership.
   Leads the strategic direction and execution at the highest level. Demonstrates unmatched expertise, drives innovation, and influences organisational culture and success on a transformative scale.

Performance reviews will be based on two sets of responses that determine your NPI:

• Manager Review – 85%

• Peer Review – 15%

Multiple peers will contribute to your review to ensure fair and accurate results. A minimum of three anonymous responses is required to generate an NPI.

Combining Manager and Peer Reviews will result in an NPI for each principle. You'll receive your final Spider chart once the 15% / 85% weighted average is calculated.

The Levels

While the level structure and salary ranges remain the same, we're slightly adjusting their names.

Role	Level
Entry	Level 1
Junior	Level 2
Mid	Level 3
Senior	Level 4
Lead	Level 5
Head	Level 6
C-Level	Level 7

Entry-level individuals typically don’t reach Level 2 across any principles, and we rarely hire at that junior level. C-level positions are limited to one person per department and aren't part of the progression pathway, even though one could be evaluated at such a level.

Once someone reaches Head Level, they should be capable of stepping into the C-level role if needed.

To advance to a certain level, one must achieve a score that is at that Level or above.

There's no rounding. For a principle to be Level 3, its NPI must be 3 or above.

In other words, 2.9 is not 3.

The only exception about progression to the next level is if one principle lags by two levels or more. For example, you can't reach Level 3 if any principle is still at Level 1.

Self Reflection

Your self-reflection doesn't affect your level. Its sole purpose is to help you and your manager understand different perspectives on your development, enabling you to work together toward your growth.

Your self-reflection will use the same answers and matrix, allowing you to compare how you perceive yourself with your actual standing.

With your Level set, you should meet with your Manager to discuss your gaps and consider where you can try to close those gaps over the following quarter. It could also be good to set your quarterly goals to align with the gaps that have been presented. The purpose of these meetings is also to assess your self-evaluation against how your peers and manager see your performance.

If you climb a level, you’ll see your salary get raised accordingly to your new level at the next salary review.