PERFORMANCE MANAGEMENT FOR ONSITE ASSOCIATES AND

ITS LINKAGE TO CAREER PROGRESSION OPPORTUNITIES

Table of contents
Career Progression: Defining job families and career maps
Training and knowledge sharing
Goal setting and performance appraisal mechanisms
Adjustment to culture of the host country (USA): HRs role
Compensation

Career Progression: Defining job families and Career Maps

Identify the purpose, function, and utility of each core job at Infocepts
Identify job family/ skill pool and corresponding bands/ grades for

each job. (Skill Pools)

Define Competencies required for each job. (Competency definition)
Define formal education level and experience and accomplishments

(optional) required for each job

Career Progression: Career Maps

Identify career paths that follow a series of positions or

projects, required for sequential development of

competence (Career Path)
Make career maps available to all employees at Infocepts

Develop ICMs and IDPs

Discussions between the employee and manager to

understand the employees short and long term career

goals
Explore the possible roles the individual can move to
Evaluate the employees current competencies and the

competencies required in the target roles

Create an individualized career map and development

plan (to build the requisite competencies) for the

employee Individual Development Plan

Training and knowledge sharing

Give adequate opportunities to employees to develop

themselves as per their respective IDPs

Internal/ external trainings, workshops, boot camps,

external certifications and workshops

Create a mechanism and incentive for knowledge sharing

on the companys intranet

Adjustment to culture of the host country (USA): HRs role

Pre-departure training
o Business etiquette
o dining etiquette,
o cultural norms in the US
Post- arrival support
Opening of bank accounts
Tax issues
Schooling of children
Accommodation

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Goal setting and performance appraisal for onsite

associates
Goals should include both quantifiable objectives and soft goals

(Leadership style, communication, adjustment to the host country) etc.

Learning and developmental goals (as established should also be given a

certain weightage (5 to 10%)

Appraisals should be done by the host Supervisor and/or the Parent

Country Manager
Depending on the role, (If the role has sub-ordinates or if its a customer

or a supplier facing role) other evaluators (clients,sub-ordinates) may also

be looked at

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Performance appraisal for onsite associates

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Compensation: Balance Sheet Approach

The balance sheet approach
o Maintain standard of living throughout the assignment at the same

level as in his/her home country.

o Match the expatriates salary with home-country peers, not with the

host-country colleagues.
o Add host-country cost of living adjustments (on a no-loss basis)
o Allowances such as housing, childrens education, medical costs,

automobile, home leave travel recreation

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Compensation: Going Rate Approach

Going rate approach
o Linking the expatriate compensation to the salary structure of the

host country, taking into account local market rates and

compensation levels of local employees.
o The going rate method aims to treat the expatriate employee as a

citizen of the host country, in terms of compensation

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Expatriate compensation