This document provides a detailed description of performance evaluation, how to organize this process, and what elements to pay attention to. It also contains answers to all the burning questions you may have.

<aside> 🦸 At Superdao each manager develops their own evaluation process based on the Superdao teammate performance grading system and some common rules. Performance management allows the teammate and their manager to be on the same page. It lets the teammate be aware of their performance level and use this information to base their work process when planning and distributing tasks or building communication as a whole.

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How it works

1. Superdao teammate performance grading system is a manager’s guide to performance review parameters. When evaluating if a teammate has reached a certain level, the description of the level is compared to the actual performance parameters. We recommend that the managers carefully study all the descriptions in the evaluation system.

   <aside> ☝ What else needs to be taken into account when evaluating the performance level?

   • The level of difficulty of the assigned tasks
   • Orientation toward development and conquering challenges
   • The quality of completed tasks
   • The speed of task completion
   • Time management; meeting deadlines
   • Willingness and ability to solve problems autonomously, to achieve excellent results
   • Communication with the team, the manager, and the teammates
   • Ability to provide and accept feedback
   • Ability to work in a team </aside>

2. This process is continuous. The manager should be always aware of their team members’ performance level. We advise evaluating the performance level on a regular basis. It’s a good idea to note down both successes and areas of growth, which will allow us to highlight some shortcomings at the early stages of collaboration.

   <aside> ⚠️ In case performance parameters are low or are decreasing, it is necessary to provide the teammate with clear feedback and create a Performance Improvement Plan, which will state all the agreements and required results in writing. The level of performance does not have to be the same at all times, it can vary. It can be affected by many different factors, as all of us are only human.

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3. Use more communication between managers and teammates. It is important to have a systematic feedback exchange: this way you can outline areas of growth as well as highlight successful cases.

4. We have a systematic performance review. At the end of each month a teammate’s performance level is marked down in their personal file. This file is also where the manager nominates the teammate for a promotion/raise or a bonus. On a date between the 28th and the 31-st of each month, the Head of Operations and the CEO make the final decision. By the 4th of the next month, the bonus is paid. The dates can be adjusted due to days off or national holidays. The current information on the dates is available in the #managers chat.

   <aside> ☝ It is necessary to have additional meetings concerning a new teammates’ performance: at the end of their first week, at the end of the trial period or at the end of the first month.

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5. We evaluate a teammate’s performance based on the results of their work that are beneficial to the company and not based on the routine processes. We encourage our teammates’ growth and development rather than their ability to successfully carry out tasks within the constraints of the formed expectations. Another important point is that the level of expectations that the company has for a teammate is always growing.

Performance Review

Each manager is responsible for providing performance reviews for their teammates. In order to achieve the most objective evaluation it is necessary:

• to mark down the successes and the areas of growth on regular basis throughout the month
• before completing the review, to gather feedback from the teammates on your team as well as from members of other teams that collaborated with the evaluated person.

In case a teammate is simultaneously part of two teams, the performance review is carried out by the manager of their main or anchor team. Thread managers evaluate those team managers that report to them directly. They can also look through or comment on the performance review for every thread teammate, but the final evaluation is provided by the team manager.

We have prepared a system convenient for storing a teammates’ performance review where their personal files can be filled out. In this chart, a teammate’s name, when clicked, turns into a personal performance file. You can leave notes on the person’s performance throughout the month, you can note down feedback from other teammates and, when appropriate, develop a Performance Improvement Plan.

<aside> 📌 At the manager’s discretion, the access to a teammate’s file can be shared with them. We do not have any strict rules or policies concerning that. However, it is very important to keep the information in the file confidential from other teammates. We would like every teammate to become the best version of themselves and want to avoid comparisons with other teammates’ performance.

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Performance Improvement Plan

Performance Improvement Plan (PIP), which is a system aiming to improve one’s performance level, can be used in two cases:

1. You want to grow
2. The level of your performance does not correspond to the expectations of the company and there is a probability of discontinuing the collaboration.

What do you need to know about the Performance Improvement Plan?

<aside> ☝ It is developed by the manager together with the teammate. It clearly states the list of skills that need to be improved as well as an expected level of performance and the tasks to solve. A clear deadline is set. Usually, it is one week. When this time period is up, the results are discussed. All agreements must be recorded in writing.

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