Performance Assessment Engagement

When is the deadline for rating completion in PAT (Performance Assessment Tool)?

If an employee transfers to a new role on Oct 1st, the former line leader is responsible for the rating and PSP nomination.

The distribution guidance does not need to be met at team level, only at EVP level.

There is default STRONG guidance for those who have been promoted during the year.

Identify the "rating" being described:

This rating is expected for employees who may require frequent feedback and coaching to help get their performance up to what would be expected from the Strong performers, including behaviours. This could mean not meeting expectations, lower quality work, delayed delivery, wavering demonstration of Shell’s Core Values or any combination of the above. These individuals may be negatively commented upon by their stakeholders and peers for their accomplishments and behaviours.

Identify the "rating" being described:

This is given to individuals who have consistently exceeded expectations of their Job Group, delivering the highest quality of work, on time and with unwavering demonstration of Shell’s Core Values. They delivered above and beyond their 5+3 goals and sustained business value through their new initiatives. They have demonstrated personal commitment to the highest safety standards which, in turn, have made a positive difference to the people and teams they interact with.

Identify the "rating" being described:

The vast majority of employees will be expected to demonstrate performance that warrants this rating. These are individuals who achieved quality results against their business and foundation goals, deliver strong outcomes relevant to their role and seniority, and demonstrate behaviours that are aligned to our Core Values. They pursue ambitious targets and demonstrate professional growth and development in their roles.

Identify the "rating" being described:

These are individuals who by far exceeded the expectations and deliverables of their role. Their individual performance and behaviour have made a significant impact on business results, on a scale that is atypical of, and far above the expectations of their position in the organisation (i.e. Job Group). They are a role model for Core Values, Safety, and learner mindset and behaviours which positively influence the people and teams they interact with.

When can line leaders start verbally communicating the outcomes to their direct reports?