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D73813GC10
December 2011
Student Guide
Management Fundamentals
R12.x Oracle HRMS Performance
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Author
Kelly Houston, Hema Hardikar
Technical Contributors and Reviewers

Leanne Wilborn, Bina Kulkarni, Suzanne Kinkead, Mark Rowe, Alison Firth, Margaret Wong,
Sandhya Rani
This book was published using: oracletutor

Table of Contents
Performance Management Overview .............................................................................................................1-1

Performance Management Overview.............................................................................................................1-3
Objectives ......................................................................................................................................................1-4
What is Performance Management?..............................................................................................................1-5
Performance Management in Oracle HRMS ..................................................................................................1-7
Quiz................................................................................................................................................................1-8
Competency Management .............................................................................................................................1-9
Education and Qualifications..........................................................................................................................1-10
Appraisals Management ................................................................................................................................1-11
Workforce Performance Management ...........................................................................................................1-12

Performance Management Plans...................................................................................................................1-13
Performance Management and Integrated Applications (Learning and Succession Planning) ......................1-14
Quiz................................................................................................................................................................1-16
Reporting in Performance Management ........................................................................................................1-17
Competencies...................................................................................................................................................2-1
Competencies ................................................................................................................................................2-3
Objectives ......................................................................................................................................................2-4
What are Competencies?...............................................................................................................................2-5
Competency Scope........................................................................................................................................2-6
Quiz................................................................................................................................................................2-7
Measuring Competencies ..............................................................................................................................2-8
Measuring Competencies Using General Proficiency Rating Scales .............................................................2-9
Quiz................................................................................................................................................................2-10
Unit Standard Competencies .........................................................................................................................2-11
Rating Scales .................................................................................................................................................2-12
Competency Types ........................................................................................................................................2-13
Quiz................................................................................................................................................................2-14
Uploading Third-Party Competencies ............................................................................................................2-15
Competency Profiles, Competency Requirements, and Qualifications ......................................................3-1

Competency Profiles, Competency Requirements, and Qualifications ..........................................................3-3
Objectives ......................................................................................................................................................3-4
Competency Profiles ......................................................................................................................................3-5
Quiz................................................................................................................................................................3-6
Updating Competency Profiles.......................................................................................................................3-7
Competency Requirements............................................................................................................................3-8
Quiz................................................................................................................................................................3-9
Defining Competency Requirements..............................................................................................................3-10
Suitability Matching ........................................................................................................................................3-11
Qualifications..................................................................................................................................................3-12
Quiz................................................................................................................................................................3-13
Objectives .........................................................................................................................................................4-1
Objectives ......................................................................................................................................................4-3
Workforce Performance Management (WPM) ...............................................................................................4-6
Quiz................................................................................................................................................................4-7
The Objective Definition .................................................................................................................................4-8
Copyright © Oracle and / or its affiliates, 2011. All rights reserved.
R12.x Oracle Performance Management Fundamentals Table of Contents

i
Measuring Objectives.....................................................................................................................................4-10
Quiz................................................................................................................................................................4-12
The Objectives Library ...................................................................................................................................4-13
Creating Objectives........................................................................................................................................4-15
Updating Objectives .......................................................................................................................................4-16
Quiz................................................................................................................................................................4-18
Objectives Outside WPM ...............................................................................................................................4-19
Appraisal and Assessment Templates...........................................................................................................5-1

Appraisal and Assessment Templates ...........................................................................................................5-3
Objectives ......................................................................................................................................................5-4
Planning the Appraisal Process .....................................................................................................................5-5
Questionnaires ...............................................................................................................................................5-6

Quiz................................................................................................................................................................5-7
Competency Templates .................................................................................................................................5-8
Assessing Competencies Using Formulas .....................................................................................................5-10
Assessing Competencies and Objectives ......................................................................................................5-11
Assessing Competencies ...............................................................................................................................5-12
Quiz................................................................................................................................................................5-13
Objective Templates ......................................................................................................................................5-14
Assessing Objectives .....................................................................................................................................5-15
Producing a Combined Score for Competencies and Objectives...................................................................5-16
The Appraisal Template .................................................................................................................................5-17
Quiz................................................................................................................................................................5-19
Configuring the Appraisal (1) .........................................................................................................................5-20
Configuring the Appraisal (2) .........................................................................................................................5-21
Career Paths ..................................................................................................................................................5-22
Performance Management Plans....................................................................................................................6-1

Objectives ......................................................................................................................................................6-4
What is a Performance Management Plan (PMP)?........................................................................................6-5
Quiz................................................................................................................................................................6-8
Creating the PMP...........................................................................................................................................6-9
Identifying the PMP Members ........................................................................................................................6-10
Using Eligibility Criteria to Define Plan Population .........................................................................................6-12
Rolling Out Appraisals to Specific Groups .....................................................................................................6-13
Specifying the PMP Process ..........................................................................................................................6-14
Quiz................................................................................................................................................................6-15
Including Objective Setting in the PMP ..........................................................................................................6-16
Including Appraisal Creation in the PMP........................................................................................................6-17
Selecting the Appraisal Template...................................................................................................................6-19
Reviewing and Publishing the PMP ...............................................................................................................6-20
Allocating Objectives Automatically (1) ..........................................................................................................6-21
Allocating Objectives Automatically (2) ..........................................................................................................6-22
Reallocating Objectives..................................................................................................................................6-23
Allocating an Objective to Workers in Multiple Business Groups ...................................................................6-25
PMP Status Values ........................................................................................................................................6-26
Quiz................................................................................................................................................................6-27

ii
Updating the PMP ..........................................................................................................................................6-28

Viewing a Historical PMP ...............................................................................................................................6-30
Changing the Objective-Setting Deadline (1) .................................................................................................6-31
Changing the Objective-Setting Deadline (2) .................................................................................................6-32
Displaying Competency and Objectives Scores on Workflow Notification Page ............................................6-33
Performance Management Tasks ...................................................................................................................7-1

Performance Management Tasks ..................................................................................................................7-3
Objectives ......................................................................................................................................................7-4
Performance Management Tasks ..................................................................................................................7-5
Worker Objective-Setting Tasks.....................................................................................................................7-6
Quiz................................................................................................................................................................7-8
Manager Objective-Setting Tasks ..................................................................................................................7-9

Parallel and Cascading Processes.................................................................................................................7-11
Cascading Objectives ....................................................................................................................................7-12
Mass Cascading Objectives ...........................................................................................................................7-13
Viewing the Line of Sight................................................................................................................................7-14
Aligning Objectives.........................................................................................................................................7-15
Quiz................................................................................................................................................................7-16
Sharing Objectives .........................................................................................................................................7-17
Tracking Objectives........................................................................................................................................7-18
Populating Personal Scorecards ....................................................................................................................7-19
Personal Scorecards in Appraisals ................................................................................................................7-21
Manage Appraisals Tasks..............................................................................................................................7-22
Quiz................................................................................................................................................................7-23
Appraisals.........................................................................................................................................................8-1
Appraisals ......................................................................................................................................................8-3
Objectives ......................................................................................................................................................8-4
Appraisals ......................................................................................................................................................8-5
Oracle HRMS Appraisals Function.................................................................................................................8-6
Quiz................................................................................................................................................................8-8
Appraisal Participants ....................................................................................................................................8-9
Appraisal Types .............................................................................................................................................8-10
Initiating the Appraisal....................................................................................................................................8-11
Ownership of the Appraisal ............................................................................................................................8-12
Quiz................................................................................................................................................................8-14
Participants' Contributions to the Appraisal....................................................................................................8-15
Changing the Main Appraiser.........................................................................................................................8-16
Using the Journal Feature..............................................................................................................................8-17
Appraisal Approval and Completion ...............................................................................................................8-18
Quiz................................................................................................................................................................8-19
Using the Offline Appraisals Feature..............................................................................................................8-20
Performance Management Administrator's Tasks ........................................................................................9-1

Performance Management Administrator's Tasks..........................................................................................9-3
Objectives ......................................................................................................................................................9-4
Monitoring Published Performance Management Plans ................................................................................9-5
Enrolling Workers into Published Plans .........................................................................................................9-6
Refreshing, Removing, and Reopening Worker Scorecards ..........................................................................9-7
Reopening Appraisals of Workers..................................................................................................................9-8

iii
Rolling Back Performance Management Plans ..............................................................................................9-9

Sending Mass Notifications ............................................................................................................................9-10
Viewing Summary and Error Reports.............................................................................................................9-11
Viewing Performance Management Plan Appraisal Rating Summary............................................................9-12
Performance Management Fundamentals Summary....................................................................................10-1

Performance Management Fundamentals Summary.....................................................................................10-3
Objectives ......................................................................................................................................................10-4

iv
Preface
Profile
Before You Begin This Course

• Knowledge of basic Oracle Applications techniques; the Implementation module
requires some knowledge of flexfields, lookups, and other core system administrator
and implementer tasks
Prerequisites
• R12 HRMS Work Structures Fundamentals
• R12 HRMS iRecruitment Fundamentals

• R12 HRMS Total View (eclass)
How This Course Is Organized

R12.x Oracle Performance Management Fundamentals is an instructor-led course featuring
lecture and hands-on exercises. Online demonstrations and written practice sessions
reinforce the concepts and skills introduced.

v
Related Publications
Oracle Publications
Title Part Number
Oracle HRMS Workforce Sourcing, Deployment, and Talent E13538-05
Management Guide (US)
Additional Publications
• System release bulletins
• Installation and user’s guides
• Read-me files

• International Oracle User’s Group (IOUG) articles
• Oracle Magazine

vi
Typographic Conventions
Typographic Conventions in Text
Convention Element Example

Bold italic Glossary term (if The algorithm inserts the new key.
there is a
glossary)
Caps and Buttons, Click the Executable button.
lowercase check boxes, Select the Can’t Delete Card check box.
triggers, Assign a When-Validate-Item trigger to the ORD block.
windows Open the Master Schedule window.

Courier Code output, Code output: debug.set (‘I”, 300);
new, directory names, Directory: bin (DOS), $FMHOME (UNIX)
case filenames, Filename: Locate the init.ora file.
sensitive passwords, Password: User tiger as your password.
(default is pathnames, Pathname: Open c:\my_docs\projects
lowercase) URLs, URL: Go to http://www.oracle.com
user input, User input: Enter 300
usernames Username: Log on as scott
Initial cap Graphics labels Customer address (but Oracle Payables)
(unless the term is
a proper noun)
Italic Emphasized Do not save changes to the database.
words and For further information, see Oracle7 Server SQL
phrases, Language Reference Manual.
titles of books and Enter user_id@us.oracle.com, where user_id is the name
courses, of the user.
variables
Quotation Interface Select “Include a reusable module component” and click
marks elements with Finish.
long names that
have only initial This subject is covered in Unit II, Lesson 3, “Working with
caps; Objects.”
lesson and
chapter titles in
cross-references
Uppercase SQL column Use the SELECT command to view information stored in
names, the LAST_NAME
commands, column of the EMP table.
functions,
schemas, table
names
Arrow Menu paths Select File > Save.
Brackets Key names Press [Enter].
Commas Key sequences Press and release keys one at a time:
[Alternate], [F], [D]
Plus signs Key combinations Press and hold these keys simultaneously:
[Ctrl]+[Alt]+[Del]

vii
Typographic Conventions in Code
Convention Element Example

Caps and Oracle Forms When-Validate-Item
lowercase triggers
Lowercase Column names, SELECT last_name
table names FROM s_emp;
Passwords DROP USER scott

IDENTIFIED BY tiger;
PL/SQL objects OG_ACTIVATE_LAYER
(OG_GET_LAYER (‘prod_pie_layer’))

Lowercase Syntax variables CREATE ROLE role
italic
Uppercase SQL commands SELECT userid
and functions FROM emp;
Typographic Conventions in Oracle Application Navigation Paths

This course uses simplified navigation paths, such as the following example, to direct you
through Oracle Applications.
(N) Invoice > Entry > Invoice Batches Summary (M) Query > Find (B) Approve
This simplified path translates to the following:
1. (N) From the Navigator window, select Invoice then Entry then Invoice Batches
Summary.
2. (M) From the menu, select Query then Find.
3. (B) Click the Approve button.
Notations:
(N) = Navigator
(M) = Menu
(T) = Tab
(B) = Button
(I) = Icon
(H) = Hyperlink
(ST) = Sub Tab
Typographical Conventions in Oracle Application Help System Paths

This course uses a “navigation path” convention to represent actions you perform to find
pertinent information in the Oracle Applications Help System.
The following help navigation path, for example—
(Help) General Ledger > Journals > Enter Journals
—represents the following sequence of actions:

viii
1. In the navigation frame of the help system window, expand the General Ledger entry.
2. Under the General Ledger entry, expand Journals.
3. Under Journals, select Enter Journals.
4. Review the Enter Journals topic that appears in the document frame of the help system
window.

ix
x
Performance Management Overview

Chapter 1 - Page 1
Chapter 1
Overview
Copyright © Oracle, 2010. All rights reserved.

Performance Management


Chapter 1 - Page 2

Chapter 1 - Page 3
Objectives

Chapter 1 - Page 4
What is Performance Management?

What is Performance Management?
Performance Management helps enterprises identify, develop, evaluate, motivate, and retain
workers who have the competencies that the enterprise needs to meet its business objectives.
The key Performance Management functions include goal management, competency
management, performance appraisals, career and development planning, and performance
management. Using these functions, enterprises can:
• Set high-level strategic goals and cascade these goals throughout the enterprise. This
ensures that individual objectives are aligned and synchronized with the enterprise
goals.
• Set up a competency model that is fully integrated with the performance appraisal
process, enabling managers to evaluate workers’ competency levels and suggest areas
for growth.
• Conduct performance appraisals to evaluate individual workers based on goal
accomplishments and competency attainments. Managers can assess workers
consistently, identify competency gaps and training needs, and take informed decisions
concerning compensation.
• Establish a complete performance management process that supports goal setting and
performance assessment at the enterprise level, and promotes the ability to continually
analyze and develop strategies to optimize worker performance.

Chapter 1 - Page 5
• Develop career paths and development plans across the organization to ensure career
path progression and to motivate and retain valuable workers.

Chapter 1 - Page 6
Performance Management in Oracle HRMS

Performance Management in Oracle HRMS
The Oracle HRMS Performance Management functionality enables you to define all the
components of a performance management system to meet your enterprise requirements.
The Performance Management functions include:
• Competency Management: You can record and measure worker competencies, create
competency profiles, and define competency requirements at various levels in the
enterprise. In some legislations, you can also link acquisition of competencies to
achievement of formal qualifications. The HRMS Suitability function enables you to
compare worker competencies with the requirements of a work opportunity.
• Education and Qualifications: You can enter qualifications and educational
establishments and record qualifications obtained by each worker. Workers and
managers can update worker qualification records using Oracle SSHR.
• Appraisals Management: The HRMS appraisals functions enable you to create the
appraisal templates and set up the appraisal process. Managers and workers can define
and conduct the appraisal process using Oracle SSHR.
• Workforce Performance Management: Oracle HRMS provides an integrated set of
functions that enable you to create, track, and assess objectives throughout a
performance management period.

Chapter 1 - Page 7
Quiz
Answer: b

Chapter 1 - Page 8
Competency Management

Competency Management
Competencies are measurable skills a workforce either has or must develop to meet
enterprise objectives. The Oracle HRMS competency management functions enable you to
define and measure competencies. You can create local competencies, which are specific to
a business group, or global competencies, which are available across the enterprise. You can
measure competencies using measurement methods that are appropriate to the competency.
Competency definitions are the basis of many Performance Management activities. You can:
• Define the competency requirements of a business group, organization, job, or position.
• Define a competency profile for each worker, showing the worker's level of proficiency in
various competencies.
• Use the Suitability Matching module to compare a person’s competency profile with the
requirements of a work opportunity.
• Link a person’s competencies to their achievement of formal qualifications.

Chapter 1 - Page 9
Education and Qualifications

Education and Qualifications
The Education and Qualifications functions enable you to:
• Record the types of qualifications recognized by your enterprise.
• Identify the educational establishments that deliver recognized qualifications.
• Record qualifications obtained by workers and the establishments at which they obtain
them.
Managers can update records of educational qualifications obtained by their subordinates,
and workers can update their own records.

Chapter 1 - Page 10
Appraisals Management

Appraisals Management
The appraisal, during which you can evaluate a worker's current competencies, set and
assess objectives, identify training to address deficiencies, and assess a worker's
advancement potential, is a key performance management activity.
Using Oracle HRMS functions, you can create the appraisal components and set up the
appraisal process. You can define the structure of the appraisal and include questionnaires for
all appraisal participants.
Managers and workers use the self-service interfaces to define and conduct the appraisal
process. Managers can initiate and manage appraisals of their subordinates, and workers can
initiate their own appraisals. Alternatively, if you use the Workforce Performance Management
functions, the application can create appraisals automatically.

Chapter 1 - Page 11
Workforce Performance Management

Workforce Performance Management enables enterprises to set objectives for their workers
that are consistent with the enterprise strategy and that contribute to business goals. You can
create a Performance Management Plan to manage workforce performance for a specified
period, such as a calendar or financial year, and for a specified workforce, such as all workers
in a supervisor hierarchy or in an organization.
The Workforce Performance Management functions enable you to:
• Create a library of reusable objectives.
• Allocate objectives automatically to workers.
• Cascade enterprise objectives to workers, and set additional objectives during a period
that you specify.
• Record and track objective progress.
• Create appraisals automatically for a group of workers.
• Assess objectives during appraisals.

Chapter 1 - Page 12
Performance Management Plans

To define Workforce Performance Management activities, the HR Professional creates a
Performance Management Plan (PMP), a configurable control document that can define:
• Objective-setting and objective-tracking processes
• Appraisal-management processes
The PMP defines the Performance Management process for a specified period, such as a
calendar year. It identifies:
• Who is a member of the plan
• Whether and how you will set objectives for plan members
• Whether and when the application will create appraisals automatically for plan members
• What appraisal template to use for the appraisals
• What tasks the workers and managers will perform throughout the performance
management period

Chapter 1 - Page 13
Performance Management and Integrated Applications (Learning and

Succession Planning)

Performance Management and Integrated Applications
Oracle HRMS, Oracle SSHR, and Oracle Learning Management (OLM) each supply key
components to the Performance Management functionality. For many Performance
Management tasks, you can use either the Oracle HRMS forms-based interface or the SSHR
interface.
Performance Management and OLM

OLM is tightly integrated with the Performance Management functionality of HRMS. For
example:
• When a learner completes a class, OLM can automatically update the learner's
competency profile with the competencies and competency levels delivered by the class.
• A worker or manager can create a learning path from within an appraisal, and search the
OLM catalog for suitable classes to be taken by the appraisee.
Performance Management and Compensation Workbench

When the appraisal is complete, the application automatically writes the appraisee's final
rating to the Rating field in the Performance window. You can set up Compensation

Chapter 1 - Page 14
Workbench to access the Rating field value. See Setting Up Compensation Workbench Plans
in the online help.
Performance Management and Oracle iRecruitment

If you use Oracle iRecruitment, you can define competency requirements for job vacancies.

Chapter 1 - Page 15
Quiz
Answer: a

Chapter 1 - Page 16
Reporting in Performance Management

Reporting in Performance Management
The reports extract and present Performance Management related information about the
individual and the enterprise. You can use the HRMS Intelligence reports to answer business
questions such as:
• Who has the required competencies for the job? For example, the Competence (Skill)
Development Workbook reports on competency requirements and enables you to
analyze competency requirements for business groups, organizations, jobs, positions,
and grades.
• What competency updates have appraisees in my department received through
appraisals? For example, managers can use the Competence Updates after Appraisal
Workbook to view competency updates for their workers (both manual and automatic),
made as a result of a completed appraisal.
• How do a worker's competencies compare with those required by a particular job? Do
my employees need more training? The Competence Match (Organization Hierarchy)
Status Analytics Workbook compares the competency requirements of a person's job
with the person's proficiency levels and reports the results of the comparison. The
workbook also highlights competence gaps in your enterprise. Hence, you can use it to
gather training requirements.

Chapter 1 - Page 17
See the topics Workforce Intelligence for Performance Management and Workforce
Intelligence (HRMSi) for Performance Management in the online help for the complete list of
reports.

Chapter 1 - Page 18
Competencies
Chapter 2 - Page 1
Chapter 2

Competencies

Competencies
Chapter 2 - Page 2
Competencies
Competencies
Chapter 2 - Page 3
Competencies
Objectives
Chapter 2 - Page 4
What are Competencies?

Competencies
A competency can be any of the following: Piece of knowledge (such as Product Knowledge),
skill (such as Communication), attitude (such as Results Orientation), or attribute (such as Self
Confidence).
You use competency definitions in many performance management activities. You can:
• Identify the competencies that your enterprise requires, which the workforce must exhibit
to help achieve the business goals.
• Keep a record of a worker's competencies and the proficiency level in each competency.
• Identify the competencies required by vacancies.
• Use competency-comparison tools to find workers for opportunities and opportunities for
workers.
• Base training and compensation planning on competency assessments.
Competencies
Chapter 2 - Page 5
Competency Scope

Competency Scope
A competency can have either local or global scope. A local competency has relevance in a
specific business group and is available only in that business group. A global competency is
available throughout the enterprise, and is useful if your enterprise wants to measure all
workers against the same competency definitions. Also, if a worker moves to a different
business group, you can view information from the original business group about their global
competencies but not about their local competencies. To create global competencies, set the
HR:Cross Business Group profile option to Yes and identify a global competence key flexfield
structure on the HR:Global Competence Flex Structure profile option.
You can define both local and global competencies manually. Alternatively, you can upload
global competencies from third-party suppliers using the Oracle HRMS Web ADI interface.
Competencies
Chapter 2 - Page 6
Quiz
Competencies
Answer: b
Chapter 2 - Page 7
Measuring Competencies

Measuring Competencies
You measure competencies to assess the degree to which a person possesses a
competency. For example, using the scale shown in the slide, a worker’s proficiency level
could be on a scale of 1 through 5, where 5 indicates the greatest expertise. Competency
measurement also enables you to set performance expectations for your workers that are
consistent and objective.
The HRMS competency functions enable you to measure competencies using:
• Individual proficiency levels, which are specific to a single competency
• General proficiency rating scales, which you can apply to multiple competencies
If you use individual proficiency levels, each proficiency level that you define for a particular
competency has a brief description and a detailed behavioral indicator that enables an
assessor to accurately identify a worker's proficiency level. The figure shows the proficiency
levels and the behavioral indicators for the competency Customer Focus. The behavioral
indicators are detailed and specific to the competency Customer Focus. You cannot easily
apply these behavioral indicators to a different competency. Individual proficiency levels are
part of the competency definition.
Competencies
Chapter 2 - Page 8
Measuring Competencies Using General Proficiency Rating Scales

Measuring Competencies using General Proficiency Rating Scales
Each level in a proficiency rating scale comprises a brief description and can include a
behavioral indicator. However, the behavioral indicators, if used, are general enough to enable
you to apply the scale to multiple competencies. For example, the rating scale in the figure
lacks detail relevant to a specific competency. You could apply it to various competencies,
such as Results Orientation, Time Management, and Personal Drive. Proficiency rating scales
are independent of the competency definition.
Which Method of Measurement?

Individual proficiency levels are suitable if your enterprise competencies are varied and you
want to define accurately what is expected of your workforce. The result is multiple, equivalent
measurement systems. General proficiency rating scales are suitable if they provide enough
detail for your purposes and if consistency of measurement is important.
You can use both methods. For example, you could use a general proficiency rating scale for
your core competencies and individual proficiency levels for specific job or position
competencies. Whichever approach you adopt, give high numbers to high ratings and low
numbers to low ratings, so that analysis of the ratings gives consistent and sensible results.
Competencies
Chapter 2 - Page 9
Quiz
Answer: a
Competencies
Chapter 2 - Page 10
Unit Standard Competencies

Unit Standard Competencies
Some legislations identify a special type of competency known as a unit standard
competency. A formal qualification results from the achievement of one or more unit standard
competencies. These qualifications are registered with a national Qualifications Framework.
Measuring Unit Standard Competencies

For each unit standard competency, you define outcomes and assessment criteria. Outcomes
are nationally defined behaviors or performance standards specific to the unit standard
competency. Each outcome has a set of assessment criteria. A registered assessor (from the
awarding body, for example) determines whether a worker has achieved the unit standard
competency by measuring the outcomes using the assessment criteria. In the U.K., for
example, you could assess the competencies associated with National Vocational
Qualifications (NVQs) as unit standard competencies. In the U.S., you could assess the
competencies associated with a clinician’s (physicians, nurses, and others) qualifications as
unit standard competencies.
You can also measure unit standard competencies using individual proficiency levels or
general proficiency rating scales. For example, you may want to measure all enterprise
competencies using a general rating scale, regardless of whether they lead to formal
qualifications. However, the proficiency rating scale or proficiency levels must be in addition to
the outcomes and assessment criteria you define for unit standard competencies.
Competencies
Chapter 2 - Page 11
Rating Scales

Rating Scales
Rating scales are of three types:
• Proficiency scales measure a person's mastery of a skill or technique. As discussed
earlier, you use proficiency rating scales to measure competencies.
• Performance scales measure a worker's delivery of a competency or objective and also
the overall performance. You select performance rating scales when you set up the
appraisal.
• Weighting scales measure the importance of a competency to the enterprise. HRMS
calculates competency ratings in appraisals using a combination of performance,
proficiency, and weighting.
Rating scales can be local (available to a particular business group only) or global (available
in all business groups). You need global rating scales to support global entities, such as global
competencies.
Competencies
Chapter 2 - Page 12
Competency Types

Competency Types
You may create or import many competency definitions in your enterprise. For easier
management and retrieval of competencies, you can group related competencies into
competency types.
You can define competency types to suit your enterprise requirements. For example, you can
define competency types to differentiate various skill sets, such as management skills and
communication skills. Alternatively, you can define a competency type for each job or position,
such as sales manager or a software developer. When you set up an appraisal, you can
search by type for the competencies you want to include in the appraisal.
A competency can belong to more than one type, and overlap between types is likely to occur.
Competencies
Chapter 2 - Page 13
Quiz
Answer: a
Competencies
Chapter 2 - Page 14
Uploading Third-Party Competencies

Uploading Third-Party Competencies
You can quickly and efficiently load competency details from a third-party skills vendor directly
into Oracle HRMS using Web Applications Desktop Integrator (Web ADI), eliminating the need
to create individual competency definitions. This approach enables you to edit competency
information before you upload it. You can edit competency information in a text file or
spreadsheet and then upload definitions directly into the application using Web ADI.
The third-party competency definitions that you upload using Web ADI are global only. You
cannot upload local competency definitions.
Competencies
Chapter 2 - Page 15
Competencies
Chapter 2 - Page 16

Competency Profiles,
Competency Requirements,
and Qualifications
Chapter 3
Competency Profiles, Competency Requirements, and Qualifications

Chapter 3 - Page 1
Chapter 3 - Page 2

Chapter 3 - Page 3
Objectives
Chapter 3 - Page 4
Competency Profiles

Competency Profiles
You can create a competency profile when an employee first joins the enterprise, with inputs
from their resume or from tests or interviews.
Creating Competency Profiles

You can create a competency profile using either the Competency Profile window or the
SSHR Competency Profile function.
Copying Competencies to Competency Profiles

You can enter individual competencies and proficiency levels, and you can also copy multiple
competencies to a competency profile. For example, you can copy the competencies
associated with a worker's primary assignment to the worker's competency profile. This
feature enables you to set up a worker's competency profile efficiently and assess the
worker's proficiency in all relevant competencies.
You can also copy competency requirements from a vacancy definition in Oracle iRecruitment
to a competency profile.

Chapter 3 - Page 5
Quiz
Answer: b
Chapter 3 - Page 6
Updating Competency Profiles

Updating Competency Profiles
You can assess and update a worker's competencies at any time.
Managers can use the self-service Competency Profile function to update the competency
profiles of their subordinates. Employees can use this function to update their own
competency profiles. You can also update a worker's competency profile using the
Competency Profile window in the forms-based interface.
HRMS can update a worker's competency profile automatically after an appraisal. You can
enable this feature at the site level by setting the Apply Assessment Competencies to Person
user profile option to Yes. Alternatively, you can enable this feature at the appraisal level
when you set up the appraisal.
Training is the primary method of acquiring new skills and developing existing skills. Users of
Oracle Learning Management can configure the application to update learners' competency
profiles automatically on successful completion of training.
See Configuring Competency Update Automation in the Online Help:
Oracle Learning Management > Setup and Configuration > Competency Setup > Configuring
Competency Update Automation

Chapter 3 - Page 7
Competency Requirements

Competency Requirements
A worker's competency profile identifies competencies that the worker possesses. The
enterprise can also identify the competencies that its workforce must have to deliver its
business goals. In HRMS, these competencies are described as competency requirements.
You can use this information in various ways. For example:
• You can search for candidates for vacancies and opportunities for workers, and identify
the best match between the requirements of a role and the skills and experience of the
candidate.
• When assessing workers during appraisals, you can compare worker competencies with
the requirements and proficiency levels for their roles. Having a benchmark statement of
requirements that is based on the business need brings consistency and objectivity to
the appraisal process.
• You can target training and other development activities to close the gap between a
worker's competencies and those required by the enterprise.

Chapter 3 - Page 8
Quiz
Answer: a, c
Chapter 3 - Page 9
Defining Competency Requirements

Defining Competency Requirements
You can define competency requirements for:
• Business groups - Competency requirements that you define for the business group
are referred to as core competencies. Core competencies are generic and fundamental
to your enterprise strategy. Every member of the business group should demonstrate the
core competencies, though the degree of proficiency can vary with seniority and
experience.
• Organizations, Jobs, and Positions - Competencies that you define for organizations
apply to all members of the organization but are not core competencies. Competencies
that you define for jobs and positions apply to all holders of those roles. Position
competencies automatically include the competencies of the associated business group,
organization, and job.
• Suitability Matching - You can construct a list of competency requirements for use in a
single suitability-matching exercise. For example, you may want to search for workers
who have specific competencies. You can include core competencies in your list, delete
some of them, add other competencies to the list, edit the proficiency levels, and
designate some competencies as essential for the purpose of the search.
• Vacancies - If you use Oracle iRecruitment, you can define competency requirements
for vacancies.

Chapter 3 - Page 10
Suitability Matching

Suitability Matching
The Suitability Matching function, which you can access from the HR Professional, Employee,
and Manager Self-Service menus, enables you to find workers for opportunities and
opportunities for workers. The application performs this function by comparing worker
competency profiles with the competency requirements of business groups, organizations,
jobs, positions, and vacancies.
Depending on their responsibility, the default Suitability Matching gateway page offers users
different suitability-matching options. For example, workers can use this function to find
suitable work opportunities, and managers and HR Professionals can use the function to find
suitable workers for a work opportunity.
For the full list of suitability-matching options, see Suitability Matching in the online help.
When you perform the search for workers who match your competency requirements, HRMS
lists workers in the order of suitability, with those who possess essential competencies ahead
of those who possess no essential competencies.

Chapter 3 - Page 11
Qualifications

Qualifications
Oracle HRMS enables you to record the types of qualifications recognized by your enterprise,
including educational and vocational qualifications, licenses, awards, and honors. You can
also identify the schools and colleges that deliver the qualifications that your enterprise
recognizes to ensure that you can record where a worker gained a qualification. Because
schools and colleges are available to all business groups, you have to define them only once.
You can enter your workers' completed and in-progress qualifications when they first join the
enterprise. For example, you can update a worker's qualifications record after they complete a
training course. Workers and managers can use these SSHR functions to enter and update
worker qualification records:
• Education and Qualifications
• Other Professional Qualifications
For Qualifications Framework qualifications, you can record national Qualifications Framework
details, including the number of credits attached to the qualification, the awarding body, and
the field of learning to which the qualification belongs.

Chapter 3 - Page 12
Quiz
Answer: d

Chapter 3 - Page 13

Chapter 3 - Page 14
Objectives
Chapter 4 - Page 1
Chapter 4

Objectives

Objectives
Chapter 4 - Page 2
Objectives
Objectives
Chapter 4 - Page 3
Objectives
Objectives
Chapter 4 - Page 4
Objectives

Objectives
You set and assess objectives to measure worker performance against specific goals. When
planning and writing objectives, it is recommended that you use the SMART (Specific,
Measurable, Achievable, Relevant, and Time-bound) guidelines. That is, good objectives are:
• Specific - The objective is precisely and clearly defined.
• Measurable - You can measure the objective in quantitative or qualitative terms.
• Achievable - The objective is in reach, given the available resources and business
conditions.
• Relevant - The objective adds useful value within the context and contributes to the
larger objectives of your department or organization.
• Time-bound - The objective has a target date.
An example of a SMART objective is: Lead a cross-functional team to implement a new
design process that will result in a 5% shorter development cycle, by end of Q2-FY05.
Objectives
Chapter 4 - Page 5
Workforce Performance Management (WPM)

You can use the appraisal process to define and assess objectives at the individual level.
HRMS also provides an integrated set of WPM functions that support the definition, setting,
management, and assessment of objectives at the enterprise level. Enterprises can:
• Define a collection of reusable objectives in the Objectives Library.
• Set, track, and assess objectives throughout a Performance Management period, such
as a calendar year.
• Allocate objectives automatically to eligible workers by means of the PMP. The
application can generate a personal scorecard of objectives for each plan member when
you publish the PMP.
• Create appraisals automatically for all members of a PMP and assess objectives.
Objectives
Chapter 4 - Page 6
Quiz
Objectives
Answer: b
Chapter 4 - Page 7
The Objective Definition

The Objective Definition
The objective definition includes:
• Validity Dates - Outside these dates, the objective is not available. You can use validity
dates to restrict objective use to a particular Performance Management period, for
example, a calendar year.
• Next Review Date - You can trigger alerts using this date to remind workers and
managers that an objective needs review.
• Target Date - Workers must achieve the objective by this date.
• Group - You can identify a group to which the objective belongs. For example, the
objective, Attend the Advanced Sales Management Workshop, can belong to the
Management group. You can search the Objectives Library by group.
• Priority - You can assign a relative priority to an objective, such as medium or high.
• Include in Appraisals - If you select this check box and HRMS creates appraisals
automatically, the objective appears by default in the Objectives section of the appraisal
of any worker who has the objective.
• Weighting - The weighting value is an integer from a locally-defined scale (for example,
1 through 5). HRMS uses this value when calculating objective scores during appraisals.
Objectives
Chapter 4 - Page 8
Some values that you define for objectives in the Objectives Library are default values only.
Workers and managers can update such values when the objective appears in a worker's
personal scorecard.
Objectives
Chapter 4 - Page 9
Measuring Objectives

Measuring Objectives
In the quantitative measurement style, you specify a target value, a unit of measure (UOM),
and a type. For example, for the objective, Increase Sales Revenue, you can have the target
value as 20, UOM as Percent, and the type as MIN.
Objectives related to skill development or improvement of worker morale, for example, would
require a qualitative measurement style. Achievement of this type of objective needs
assessment and verification by a worker's manager. For example, for the objective, Improve
Communication Skills, a manager may assess the worker based on the worker’s interaction
with customers, co-workers, and other team members, when the worker is assigned to a
project.
When a manager or worker enters a percentage-complete value to record the objective
progress, the Complete % value need not be 100 on the achievement date. The value can be
greater than 100 or less than 100 to indicate a measure of achievement. For example, a
manager can enter 40% to indicate achievement below expectations or 120% to indicate
achievement above expected performance.
Oracle Performance Management supports decimal values for the following components of
the quantitative measurement style while creating objectives:
• Target value
• Number
Objectives
Chapter 4 - Page 10
•
•
Objectives
Currency
Percentage
Chapter 4 - Page 11
Quiz
Objectives
Answer: b
Chapter 4 - Page 12
The Objectives Library

The Objectives Library
The Objectives Library is a collection of reusable objectives that HR professionals can create
and maintain using the Objectives Library function. This is a key WPM function and enables
you to manage the enterprise objective-setting process efficiently. For example, you can:
• Define objectives consistently. You can use such objectives throughout the enterprise to
ensure consistency of approach.
• Control the availability of objectives by specifying validity dates. You can use these
dates to tie an objective to a particular Performance Management period.
• Group objectives into locally-defined categories for ease of retrieval. Users can search
the Objectives Library for objectives in a particular group.
• Establish naming standards for objectives to ensure consistency.
• Allocate library objectives automatically to an eligible group of workers. You associate an
objective with an existing eligibility profile, and workers who satisfy the eligibility
requirements automatically receive the objective. For example, you can create an
objective, Attend the Advanced Sales Management Workshop, and associate it with an
eligibility profile that identifies workers whose job title is Sales Manager.
The Objectives Library is global: all workers can see all objectives regardless of the worker’s
business group or position. Therefore, the Objectives Library is not suitable for sensitive or
Objectives
Chapter 4 - Page 13
Objectives
scorecards.
Chapter 4 - Page 14
confidential objectives. These objectives are more suitably created within personal

Creating Objectives

Creating Objectives
HRMS supports the following ways of creating objectives:
• HR Professionals can create reusable objectives in the Objectives Library using the
Objectives Library function. These objectives are available throughout the enterprise. As
an alternative to creating objectives manually, HRMS enables you to import objective
definitions from a spreadsheet using Oracle Web ADI. For example, you can use the
import utility to import objective definitions from other Performance Management
processes. You can also update such objectives as a group (for example, you can set all
validity dates at once) before uploading them to HRMS.
• Managers and workers can create new objectives when updating personal scorecards.
These objectives are available only to workers in whose scorecards you create them.
• Managers can define individual objectives for workers, and workers can create
objectives for themselves in the Objectives section of the appraisal. These objectives are
available only to the workers for whom you create them.
Objectives
Chapter 4 - Page 15
Updating Objectives

Updating Objectives
The HR professional can update objectives in the Objectives Library at any time, regardless of
whether the application has allocated them to workers automatically. Changes made to the
objectives in the Objectives Library do not affect objectives already copied to personal
scorecards, because there is no link between the two versions of the objective. For example, if
the HR professional changes the validity dates of an objective in the Objectives Library, the
validity dates of the same objective in existing personal scorecards are unaffected.
Deletion of objectives from the Objectives Library also has no effect on the objective's
inclusion in existing personal scorecards. An objective remains in existing personal
scorecards even if the HR professional deletes the objective from the Objectives Library.
The HR professional can include objective-setting in a PMP and identify when objective-
setting must occur. During an objective-setting period, managers and workers can freely
update and delete objectives in the personal scorecard. During appraisal tasks, managers and
workers can update the Objectives section of the appraisal. To enable managers and workers
to update objectives outside objective-setting and appraisal-task periods, the HR Professional
must select the Allow Changes Outside This Period option in the PMP.
You can set up a new profile option, HR: Allow Updates To Objective Details Added By
Appraisee, to determine whether managers can update the objectives and objectives' details
added by employees. This feature provides enterprises the flexibility to determine whether
managers can update the objectives and objectives' details added by appraisees and map it to
Objectives
Chapter 4 - Page 16
their business requirements.

Managers can easily view the latest appraisal details of the workers in their hierarchy. On the
Appraisals: People in Hierarchy page, when a manager moves the mouse over the Details
icon, the Latest Appraisal Information pop-up window appears. By default, this window
displays the following details for an appraisal:
- Main Appraiser
- Appraisal Date
- Appraisal Status
- Overall Rating
Objectives
Chapter 4 - Page 17
Quiz
Objectives
Answer: a
Chapter 4 - Page 18
Objectives Outside WPM

Objectives Outside WPM
Even if you do not use WPM, you can still use the SSHR Appraisals function to set and
assess objectives. The application does not generate these appraisals automatically, but
managers and workers create appraisals using the SSHR Appraisals function. Managers can
create individual objectives for workers, and workers can create individual objectives for
themselves in the Objectives section of the appraisal. These objectives are outside WPM and
are unaffected by the WPM functions. For example, the objectives are not a part of the
Objectives Library, and there are no personal scorecards.
Objectives
Chapter 4 - Page 19
Objectives
Chapter 4 - Page 20
Appraisal and Assessment Templates

Chapter 5 - Page 1
Chapter 5

Templates
Appraisal and Assessment


Chapter 5 - Page 2

Chapter 5 - Page 3
Objectives

Chapter 5 - Page 4
Planning the Appraisal Process

Planning the Appraisal Process
You must plan your appraisal process to ensure the configured function meets local
requirements. The key decisions include:
• Do you want to use an enterprise-wide template or define different templates for each
appraisal purpose? Will you enable managers to configure templates or restrict access
to HR professionals?
• Are the default formulas for calculating competency and objective scores suitable, or do
you need to write your own formulae?
• Do you need to create different questionnaires for each participant?
• Do you want to update competency profiles automatically after an appraisal? If yes, will
you enable this function at the enterprise level or at the appraisal-template level?
• Do you want to personalize components of the SSHR Appraisals pages, such as region
titles, instruction text, and messages?
• Do you want to implement an approval process for appraisals? If so, who do you want to
include as approvers?
For information on how to set up the appraisal components to meet your requirements, see
Setting Up the Appraisal Process in the online help.

Chapter 5 - Page 5
Questionnaires

Questionnaires
You can create different questionnaires for the appraisee, the main appraiser, appraisers, and
other participants. You attach appraisee and main appraiser questionnaires to the appraisal
template. When you add appraisers and other participants to an appraisal, you can select
either the default questionnaire (which is the appraisee questionnaire) or a different
questionnaire.
To create a questionnaire, use the Questionnaire Administration function available in the HR
Professional menu. You must publish a questionnaire to make it available for inclusion in the
appraisal. When you create a questionnaire, its publication status is Unpublished. You can
change its status to Published either when you create it or at a later date (when it is ready for
use). You can change the status from Published to Unpublished, even if the questionnaire is
currently in use in appraisals or simply attached to an appraisal template, to prevent future
use of a questionnaire.
To include the same questionnaire in all appraisals in enterprises that use multiple business
groups, define the questionnaire with a global scope. Otherwise, questionnaires are available
only in the business group in which you create them. If the appraisal template has a global
scope, any questionnaires that you include in the template must also have a global scope. If
the appraisal template has a local scope, any questionnaires that you include in the template
must be either global or local to the same business group as the appraisal template.

Chapter 5 - Page 6
Quiz
Answer: b

Chapter 5 - Page 7
Competency Templates

Competency Templates
The competency template specifies how to assess competencies in appraisals. You can
create competency templates for specific jobs, positions, or even individuals. Alternatively,
you can define a template to include your enterprise's core competencies, and the main
appraiser could add competencies relevant to the job or individual during the appraisal. You
can even define a competency template that contains no competencies, in which case the
Competencies region is available in appraisals for workers and managers to add
competencies themselves.
Creating Competency Templates

Access the Manage Competency Templates function from the HR Professional menu.
Alternatively, click Create Competency Template within an appraisal template. When you
create a competency template, you can:
• Specify validity dates. These dates must not conflict with the validity dates of the
appraisal template in which the competency template appears.
• Specify the template scope. The scope must match the scope of any appraisal template
in which the competency template appears.
• Include instructions, which appear in the Competencies region of the appraisal.

Chapter 5 - Page 8
• Identify competencies that you want to assess. Selections that you make in the
competency template apply to all users of the template. However, during the appraisal,
the appraisee or man appraiser can edit the Competencies region to suit individual
needs.

Chapter 5 - Page 9
Assessing Competencies Using Formulas

Assessing Competencies Using Formulas
As an alternative to the standard calculation methods, you can select the rating-scale type
Fast-Formula-Based Line Scoring and select one of the supplied Competency appraisal line
formulas to calculate competency line scores. The calculation that the application performs
when you select a Competency appraisal line formula (for example, PERF_X_WEIGHTING)
differs from the calculation it performs when you select one of the standard rating-scale types
(for example, Performance with Weighting). For information on the differences between the
two calculation methods, see How HRMS Calculates Competency Line Scores in the online
help.
If the default formulas for calculating competency scores are not suitable, you can write your
own formulae for calculating competency scores using Oracle FastFormula. For example, if
you want to exclude or treat differently the scores from a particular type of participant (such as
appraisee), you need to write a formula. Or if you want each competency line score to be
something other than the average of all participants’ scores, then you need to write a formula.

Chapter 5 - Page 10
Assessing Competencies and Objectives

Assessing Competencies and Objectives
To assess competencies during an appraisal, you must select or create a competency
template in the appraisal template. Otherwise, the Competencies region does not appear in
appraisals. If you include a competency template in the appraisal template, then the
application enables the Update Competency Profile option. Select this option to enable
automatic update of competency profiles when appraisals are completed.
To assess objectives during an appraisal, you must select or create an objective template in
the appraisal template. Otherwise, the Objectives region does not appear in appraisals.

Chapter 5 - Page 11
Assessing Competencies

Assessing Competencies
During an appraisal, each participant (main appraiser, appraisee, and appraiser) can allocate
ratings to individual competencies. From these values, HRMS calculates a score for each
competency and the total score for all competencies.
You identify a rating-scale type in the competency template to specify how HRMS must
calculate the individual competency scores. The slide lists the rating-scale types and the
score-calculation method for each. HRMS can calculate scores based on performance,
proficiency, or both. In addition, HRMS can apply a weighting value to either performance or
proficiency. For example, if you select the rating-scale type Performance and Proficiency,
Weighting for Performance, the application multiplies performance by weighting to produce a
participant’s score for each competency. The final score for each competency is the average
of all participants’ scores. You identify any performance and weighting scales you will use in
the competency template. The proficiency is derived from the proficiency scale or level that
you associated with the competency when you defined it.
The total score for all competencies can be either the average or the sum of the competency
line scores, which you specify in the competency template.

Chapter 5 - Page 12
Quiz
Answer: a

Chapter 5 - Page 13
Objective Templates

Objective Templates
You can create an objective template using the Manage Objective Templates function. You
can access this function from:
• The HR Professional menu, where it appears by default
• The Manage Appraisal Templates function, when you click Create Objective Template
In an objective template, you specify the following:
• Validity dates - Outside these dates, you cannot use the template. These dates must not
conflict with the validity dates of the appraisal template in which the objective template
appears. For example, if the appraisal template has no valid-to date, the objective
template must have no valid-to date.
• Template scope - The scope (local or global) must match the scope of any appraisal
template in which the objective template appears.
• Instructions to participants - These instructions appear, formatted as you specify, in the
Objectives section of the appraisal.

Chapter 5 - Page 14
Assessing Objectives

Assessing Objectives
During an appraisal, each participant (main appraiser, appraisee, and appraiser) can allocate
ratings to individual objectives. From these values, HRMS calculates a score for each
objective (the objective line score) and the total score for all objectives.
To specify how HRMS must calculate scores for objectives, you select a rating-scale type in
the objective template. If you select Performance and select a performance scale, appraisal
participants allocate a rating to each objective from that scale. If the objective definition
includes a weighting value, which is an integer from a locally-defined scale (for example, 1
through 5) that specifies the importance of this objective relative to other objectives, HRMS
multiplies performance by weighting to calculate each participant’s score for each objective.
The final score for each objective is the average of the participants’ scores.
Alternatively, you can select Fast-Formula Based Line Scoring and identify a formula to
calculate objective line scores. HRMS provides some sample formulas. You can also write
your own.
The total score for all objectives can be either the average or the sum of the objective line
scores, which you specify in the objective template.

Chapter 5 - Page 15
Producing a Combined Score for Competencies and Objectives

Producing a Combined Score for Competencies and Objectives
In the appraisal template, you can select a formula for calculating a combined score for
competencies and objectives. HRMS supplies some sample formulas. You can also provide
your own. Inputs to the formula are the total scores for objectives and competencies. The
output from the formula is a rating level ID that identifies a rating level in the final-rating scale
named in the appraisal template. The application displays the associated rating level as the
appraisee's suggested overall rating.
The objective line scores and the total score for all the objectives appear in the Objective
Ratings region of the Final Ratings page of the appraisal. The competency line scores and the
total score for all competencies appear in the Competency Ratings region of the Final Ratings
page. The application displays the suggested overall rating in the Overall Rating and
Comments region of the Final Ratings page.

Chapter 5 - Page 16
The Appraisal Template

The Appraisal Template
The main function of an appraisal template is to configure all sections of the appraisal to suit
the appraisal purpose or enterprise requirements.
If you want to enforce a standard appraisal structure or approach, you could define a single
enterprise-wide template. Alternatively, you could create different templates for each business
group or for each appraisal purpose (such as annual appraisal, exit appraisal, or
benchmarking appraisal). For example, for an exit appraisal, you may want to include a
detailed main appraiser questionnaire that would not be appropriate in other types of
appraisal.
To create appraisal templates, use the Manage Appraisal Templates function available in the
HR Professional menu.
Note: You can continue to use appraisal templates created in the Appraisal Template window
of the forms-based interface. However, to update or delete these templates, you must use the
Manage Appraisal Templates function.
Using the Offline Appraisal Template

If you want to use the Offline Appraisals feature, then the appraisal template must contain the
offline appraisal templates for enabling the offline capabilities. If you personalize the online
Appraisal pages for the appraisal participant types, and you plan to use the offline appraisals

Chapter 5 - Page 17
functionality, then you must personalize the offline appraisal templates to match those of the
online appraisals. Oracle Performance Management supplies the offline appraisal templates
that contain fields and sections similar to those that appear on the online appraisals.
Oracle Performance Management supplies these templates:
For the appraisee – OfflApprSeedEmpTemplate
For the main appraiser – OfflApprSeedMgrTemplate
For an other participant – OfflApprSeedPartTemplate

Chapter 5 - Page 18
Quiz
Answer: b

Chapter 5 - Page 19
Configuring the Appraisal (1)

When you create an appraisal template, you can:
• Specify validity dates. Outside these dates, the template is not available for use. You
can use these dates to associate the template with a performance-management period,
for example.
• Specify the template scope. Global templates are available in all enterprise business
groups. Local templates are available only in the business group in which you create
them. You define a global template if a single enterprise-wide template meets your
appraisal requirements. Alternatively, if your business groups have varied appraisal
requirements, define at least one local template for each business group.
• Include instructions to appraisal participants. These instructions appear, formatted as
you specify, on the Appraisal Overview page.
Note: The appraisal templates created in the Appraisal Template window of the forms-based
interface have a local scope only.

Chapter 5 - Page 20

If you use Oracle Learning Management (OLM), you can identify training courses for the
appraisee in the Learning Path region of an appraisal. You select the Include Learning Path
option to include the region in appraisals. This option is valid only for users of Oracle Learning
Management (OLM).
When main appraisers share appraisals with appraisees, they specify which information the
appraisee can view and whether the appraisee can update the appraisal. For example, to
share competency ratings and comments, the main appraiser selects the Competency
Ratings and Comments check box. By default, no sharing option is selected, but you can
change this initial setting for appraisals that use this template. The main appraiser can
override these initial appraisal-sharing options in appraisals that use the template.

Chapter 5 - Page 21
Career Paths

Career Paths
A career path defines a route to a job or position from a different job or position that is lower in
the hierarchy. You can define career paths based on either job progression or position
progression. A job or position can appear in multiple career paths, but only once in any single
career path.
You define job-based career paths using the Oracle HRMS Map Career Path function. For
position-based career paths, you use new or existing position hierarchies.
See Creating a Position Hierarchy in the online help.
You can identify career paths for a worker in various ways. For example, you can include the
names of possible career paths:
• In the Overall Rating and Comments or Advancement Potential sections of the worker's
appraisal
• In appraisal questionnaires
• In a document or in comments attached to a worker's record

Chapter 5 - Page 22

Plans
Chapter 6 - Page 1
Chapter 6



Chapter 6 - Page 2

Chapter 6 - Page 3
Objectives

Chapter 6 - Page 4
What is a Performance Management Plan (PMP)?

What is a Performance Management Plan (PMP)?
The WPM functions encompass the setting, tracking, and assessment of objectives
throughout a performance management period, such as a calendar year. The entity that
defines this period and its conduct is the Performance Management Plan (PMP). The PMP
facilitates management of the enterprise-wide objectives, and has several advantages:
• The PMP enables you to allocate objectives automatically to a specified group of people,
eliminating the need to allocate objectives individually. This not only results in increased
efficiency but also enables you to ensure consistency. You can be sure that all of the
specified workers have the particular objectives. When you publish the PMP, the
application generates a personal scorecard of objectives for each plan member.
• Enterprises can set worker objectives that align with the strategy and goals of the
business. Workers can participate in the objective-setting process and understand how
their performance contributes to business outcomes.
• Workers and managers can view, update, and track progress with the objectives as
often as required throughout the Performance Management period.
• The PMP can create appraisals automatically for a specified population on a specified
date. This approach is highly efficient, as you do not have to create appraisals
individually. It also enables you to enforce the appraisal timing and format. The
application also provides entries in Performance Management task lists to remind
workers and managers to perform the appraisal; this is not available outside the PMP.

Chapter 6 - Page 5
• The task-driven approach enabled by the PMP is very useful. The PMP generates a list
of activities for the performance management period, which keep you informed that you
need to perform certain tasks.

Chapter 6 - Page 6

To define Performance Management activities, the HR Professional creates a PMP, a
configurable control document that can define objective-setting, objective-tracking, and
appraisal-management processes. HR Professionals create and manage the PMP using the
Performance Management Plans function.
The PMP identifies:
• Who are the members of the plan
• Whether and how you will set objectives for plan members
• Whether the application will create appraisals automatically for plan members
• The tasks that workers and managers will perform throughout the process
You can define many PMPs as the enterprise requires, and a worker can belong to multiple
PMPs. You could define a single PMP that applies to the whole enterprise. An enterprise-wide
PMP enables you to have centralized control of the enterprise’s objective setting and tracking
processes. Alternatively, if your enterprise operates as a set of diverse business groups with
diverse goals, you could create multiple plans for different business groups. This approach
enables you to measure worker performance against specific goals that are linked to a
specific business group.

Chapter 6 - Page 7
Quiz
Answer: a, b, c

Chapter 6 - Page 8
Creating the PMP

Creating the PMP
On the Create Plan: General Information page, you specify the:
• Plan name. The plan name is also the name of each personal scorecard, hence, it is
important to devise a meaningful naming standard to identify the plan clearly.
• Plan administrator, who manages the plan (who can update it, for example) and is the
signed-on user, by default. You can select a different administrator from the list of people
your security profile enables you to access.
• Previous plan. Provide this value if you want personal scorecards to include incomplete
objectives from a previous plan.
• Plan start and end dates. These dates define the Performance Management period.
When you set these dates, allow sufficient time to complete any end-of year appraisal
activity. For example, a plan for 2006 could have a start date of 01 January, 2006, and
an end date of 31 January, 2007, to allow time for the end-of-year appraisal to complete.
You can also identify attachments to appear in each personal scorecard. For example, you
could include information about defining SMART objectives.

Chapter 6 - Page 9
Identifying the PMP Members

You identify the PMP members by selecting part or all of a hierarchy on the Create Plan:
Population page. If you select Supervisor, the PMP members are all workers reporting to this
supervisor, regardless of how many assignments the supervisor has. You could limit this
potential population by selecting the Supervisor Assignment hierarchy type and a particular
assignment or by specifying the number of hierarchy levels. If you select Position Hierarchy,
then the population is all workers occupying those positions. HRMS provides further flexibility
in selecting the plan members. For example, you can select an assignment type (Employees
or Contingent Workers or Both) and include primary assignments only. Alternatively, you could
select an entire organization hierarchy (for an enterprise-wide PMP, for example).
For each plan member, the application generates from the published plan:
• A personal scorecard of objectives. The application may allocate some objectives
automatically.
• A list of tasks to guide the plan member through the performance management process.
If you do not select Primary Assignments Only, the plan covers multiple assignments. In
this case, if the plan member has multiple assignments, the plan member has multiple
scorecards and multiple task lists from this PMP.
• One or more appraisals, on the dates you specify, if automatic appraisal creation is
enabled in the PMP.

Chapter 6 - Page 10
• Workflow notifications at various stages (when a plan member transfers the personal
scorecard to his or her manager, for example).

Chapter 6 - Page 11
Using Eligibility Criteria to Define Plan Population

Performance Management Plan Administrators can identify the plan population using eligibility
profiles and roll out performance management plans to members meeting the eligibility profile
criteria. This feature helps plan administrators to roll out plans for a set of workers within the
identified plan population, for example, workers on specific grades, jobs or positions etc.
Plan administrators can also attach different appraisal templates to different groups of the
identified plan population, for example, workers on Grade ‘M' can have appraisal template
‘Manager Appraisal' that includes Questionnaire ‘Questionnaire for Managers', while workers
on Grade 'E' can have appraisal template 'Executive Appraisal' that includes Questionnaire
'Questionnaire for Executives'.

Chapter 6 - Page 12
Rolling Out Appraisals to Specific Groups

Rolling Out Appraisals to Specific Groups
Use this feature to roll appraisals to a specific group instead of rolling out one common
appraisal for all people in a given plan population.

Chapter 6 - Page 13
Specifying the PMP Process

Specifying the PMP Process
To take full advantage of the Performance Management functions, you include both objective-
setting and appraisal-creation in the PMP. Alternatively, you can define a PMP to manage
objectives only or appraisals only.
Objective-Setting
If you include objective-setting in the PMP, workers and managers can add, delete, and
update objectives in a worker’s personal scorecard, during the objective-setting period
specified in the PMP. Workers can record progress with their objectives, and managers can
track progress throughout the Performance Management period.
Appraisal-Creation
If you include appraisal creation in the plan process, you decide whether to create the
appraisals for all PMP members manually, by running the concurrent process at a future date,
or automatically, in which case the application schedules the concurrent process to run on the
date that you specify. When the appraisals are created, the application copies the worker's
personal scorecard of objectives to the Objectives section of the appraisal. The appraisal
process can occur multiple times during the Performance Management period.

Chapter 6 - Page 14
Quiz
Answer: b

Chapter 6 - Page 15
Including Objective Setting in the PMP

Including Objective Setting in the PMP
If you include objective-setting in the plan process, you must specify:
• When objective-setting must occur. The objective-setting period must be the same as or
wholly within the plan period and must be complete before before any appraisal-task
start date. For example, assume the plan start date is 01-Jan-2007, the end date is 31-
Dec-2007, and the appraisal-task start date is 01-Jun-2007. The objective-setting start
date must be on or after 01-Jan-2007, and the deadline must be earlier than 01-Jun-
2007. During the objective-setting period, worker and manager can add, delete, and
update objectives in a worker’s personal scorecard. Select Allow Changes Outside This
Period to enable scorecard update outside objective-setting periods.
• Who initiates the objective-setting process (managers or workers). In a cascading
process, managers start objective-setting. In a parallel process, workers start objective-
setting.
• Whether personal scorecards will automatically include objectives from the Objectives
Library for which workers are eligible.
• Whether Sharing and Alignment of objectives is enabled. This option enables workers to
define relationships between objectives and build a hierarchy of related objectives.
The Performance Management Tasks topic covers objective-setting in detail.

Chapter 6 - Page 16
Including Appraisal Creation in the PMP

Including Appraisal Creation in the PMP
If you include appraisal-creation in the plan process, HRMS can automatically create
appraisals for all members of a PMP on the date specified in the plan. Alternatively, you can
manually create the appraisals. The appraisal period identifies the period of time that is being
appraised. The appraisal task dates specify the dates when the appraisal task is enabled in
the task list. If you do not specify a value for Days Before Task Start, the application
generates the appraisal on the task start date. The task start date must be after the appraisal-
period start date. In a single PMP, you can define multiple appraisal tasks (for each
combination of appraisal template and appraisal period). For example, you can define mid-
year and full-year appraisals.
The application also assigns the appraisal to the initiator that you identify and automatically
includes each worker's personal scorecard of objectives in the Objectives section of the
appraisal. Even if you exclude objective-setting in the PMP, the Objectives section of the
appraisal includes personal scorecards as generated on plan publication. Therefore, using a
PMP is an efficient process, even if you choose not to enable the objective-setting tasks,
because individuals do not have to create appraisals or populate the Objectives section.
You may want to update the published PMP and change the task dates in the future because
the current appraisal dates are tentative or you may not know when you want the appraisal to
be generated. In this case, you may not want the application to create appraisals
automatically. You can set Create Appraisals to No and run the Mass Appraisal Creation for

Chapter 6 - Page 17
WPM program at a time when you have decided to generate the appraisal. This approach
enables you to create appraisals using the information in the PMP but run the appraisal-
creation process independently of the PMP.

Chapter 6 - Page 18
Selecting the Appraisal Template

Selecting the Appraisal Template
Appraisal templates that you include in a PMP must:
• Be valid throughout the relevant appraisal period. Competency and objectives templates
that you include in the appraisal template must also be valid throughout the appraisal
period.
• Be valid for the plan population. If your plan population spans multiple business groups,
then you must select global templates. If your plan population is in a single business
group only, then you can use either global or local templates. However, any local
template must be from the same business group as the plan population.
If you include an appraisal template that is not valid for the plan population, then plan
publication fails.
• Include an objective template, if you include objective-setting in your PMP. Otherwise,
HRMS cannot configure the Objectives section of the appraisal.

Chapter 6 - Page 19
Reviewing and Publishing the PMP

Reviewing and Publishing the PMP
The Create Plan: Review page shows the tasks that HRMS will generate for workers and
managers when you publish the plan. The list of tasks varies according to configuration
options selected on the Create Plan: Process page. Once you publish a PMP, you cannot
delete or deactivate it. Although you can update some parts of a published plan, you cannot
make major revisions. For example, you cannot add an appraisal after the plan is published.
Therefore, it is important to review the tasks and ensure the plan is complete and correct
before publishing it.
When the HR Professional publishes the plan, HRMS automatically generates personal
scorecards of objectives for the workers, and a list of tasks (shown on the Create Plan:
Review page prior to plan publication) to guide managers and workers through the
Performance Management process. Each task that the application generates belongs to one
of three processes:
• Objective-Setting
• Objective-Tracking
• Appraisal
The manager and worker tasks are covered in detail in the next topic.
If the PMP includes appraisal creation, the appraisal task is enabled on the task start date.

Chapter 6 - Page 20
Allocating Objectives Automatically (1)

When you publish a PMP, members of the plan population automatically receive the objective
in their personal scorecards if:
• They satisfy the objective's eligibility requirements.
• The objective's validity dates are the same as or wholly within the PMP dates.
In some circumstances, HRMS can allocate objectives to eligible workers when you republish
a plan. That is, if you define an objective with eligibility criteria and the objective's dates are
the same as or wholly within those of a published, ongoing plan, HRMS assesses the eligibility
of the plan population for the new objective and automatically adds it to the personal
scorecards of eligible workers if you republish the plan.

Chapter 6 - Page 21

In the example, employee A receives this objective automatically because he is a Store
Manager and the objective's validity dates are the same as those of the PMP to which he
belongs. Employee B does not receive this objective because she is not a Store Manager and
therefore fails to meet the eligibility criteria. Employee C does not receive this objective
because, although she is a Store Manager, the objective's validity dates are outside those of
the PMP to which she belongs.

Chapter 6 - Page 22
Reallocating Objectives

Reallocating Objectives
When plan administrators define a performance management plan (PMP), on the Create Plan:
Process page, they can choose whether original objectives from the Objectives Library must
be reallocated using the new Reallocate Objectives check box. This check box appears
automatically when the Auto Allocation check box is selected.
To meet their business goals, enterprises may like to automatically allocate corporate
objectives from the Objectives Library into workers’ scorecards. Enterprises typically do not
want automatically allocated objectives to be edited by managers or workers. To meet this
business requirement, enterprises can reallocate corporate objectives whenever a
performance management plan is republished by selecting the Reallocate Objectives check
box.
When the Reallocate Objectives check box is selected and the plan is republished, the
application replaces automatically allocated objectives that are updated in the scorecards,
with original objectives from the Objectives Library.
For example:
When managers transfer, approve, or reject a scorecard, and the plan is republished with the
Reallocate Objectives check box selected, the objectives in the scorecard are replaced with
the original objectives from the objectives library.

Chapter 6 - Page 23
Unapproved objectives are not overwritten with the original objectives from the Objectives
Library.
When auto-allocated objectives are being updated either by managers or workers, and the
Performance Management Plan is republished with the Reallocate Objectives check box
selected, the objectives in the scorecard are not replaced with objectives from the Objectives
Library.
If you do not select this check box, then the application retains all changes made by workers
and managers to the objectives that are automatically allocated from the Objectives Library
into the scorecards. By default, this check box is not selected.

Chapter 6 - Page 24
Allocating an Objective to Workers in Multiple Business Groups

Allocating an Objective to Workers in Multiple Business Groups
As eligibility profiles are business-group specific, an eligibility profile you define in one
business group is unavailable for use in other enterprise business groups. Therefore, when
you associate an objective with an eligibility profile, you effectively restrict automatic allocation
of that objective to a single business group.
To allocate an objective automatically to workers in multiple business groups, you create a
version of the objective for each business group by duplicating the objective in the Objectives
Library. In each version of the objective, identify an appropriate eligibility profile. Remember
also to ensure that each combination of objective name and validity dates is unique in the
Objectives Library.
In the Objectives Library, you can view all objectives and use any existing eligibility profile,
regardless of the business group. Therefore, by creating a version of the objective for each
business group, you can allocate a single objective to workers in multiple business groups
without switching responsibilities.

Chapter 6 - Page 25
PMP Status Values

PMP Status Values
The PMP statuses reflect typical stages in the Performance Management plan:
• Draft: When you create a PMP, its status is Draft. You can update a plan in draft status
as often as necessary. You can also delete a draft plan.
• Submitted: When you first publish a draft plan, its status changes immediately to
Submitted. A concurrent program performs the publication process, and the plan status
remains Submitted until the program completes.
• Published: When the publication process completes successfully, the plan status
changes to Published. At this point, the plan takes effect. You cannot delete or disable a
published plan.
• Failed: When the publication process is unsuccessful, the plan status is Failed. After
updating the plan to correct any errors, you can submit it for publication again. However,
you cannot delete a plan in the Failed status.
• Updated: If you update a published or failed plan, its status changes to Updated. The
status remains Updated until you publish the plan again.
• Resubmitted: When you publish an updated plan, its status changes to Resubmitted.
When the republication process completes successfully, the plan status changes to
Published. If the publication process is unsuccessful, the plan status changes to Failed.

Chapter 6 - Page 26
Quiz
Answer: a

Chapter 6 - Page 27
Updating the PMP

Updating the PMP
You might want to update a published PMP because you have had new hires during the plan
period or to extend the objective-setting deadline, for example. HRMS enables you to update
a published plan and republish it to disseminate relevant changes to plan members. For
example, if you update a published PMP to include objective-setting in the plan process, when
you republish the PMP, the application:
• Generates objective-setting and objective-tracking tasks for each plan member.
• Includes objectives in personal scorecards for which workers are eligible.
The tasks that you can perform on a published PMP are as follows:
On the Create Plan: General Information page, you can update the flexfield and any
attachments.
You can change the plan end date of the PMP.
You can change the appraisal task start and end dates.
Enterprises may have certain business requirements, such as, enabling workers who go on
long leave to update appraisals after the PMP end date. To meet such a requirement, you can
enter an appraisal task end date, which is later than the PMP end date. When you republish
the PMP, the application enables the Appraisal Task icon on the Performance Management
home pages of appraisal participants.

Chapter 6 - Page 28
The tasks that you cannot perform on a published PMP are as follows:
You cannot update the Create Plan: Population page in a published plan.
On the Create Plan: Process page, you can select, but not deselect some of the options. For
example, you can change the objective-setting start date and the deadline.
For the complete list of restrictions, see Updating Performance Management Plans in the
online help.
Running the Workflow Background Process

When as a plan administrator, you republish a performance management plan with the Notify
Plan Population check box selected, the Publish Performance Management Plan program, the
program could take some long time to complete and if you cancel the program, then the plan
remains in the Resubmitted status. To resolve this issue, Oracle Performance Management

allows you to defer the notify plan process to the background when the Publish Performance
Management Plan program runs. When you republish a plan, you must run the 'Workflow
Background Process' to send notifications to plan members.

Chapter 6 - Page 29
Viewing a Historical PMP

Viewing a Historical PMP
HR professionals, managers, and workers can view performance management plans that are
historical (plans with start and end dates earlier than the system date) on their home page.
Note that this action involves a one-time setup process.

Chapter 6 - Page 30
Changing the Objective-Setting Deadline (1)

When you change the objective-setting deadline date in a published PMP, HRMS needs to
determine whether you are extending the current deadline or specifying a new period.
If your new objective-setting deadline is before the first appraisal-task period following the
previous objective-setting deadline, HRMS assumes that you are extending the current
objective-setting period. For example (in figures 2 and 3), you change the deadline to 31
March, 2007 because many people have not completed the process and you have decided to
allow more time. The application assumes you are extending the objective-setting deadline
because the new date is still before the first appraisal (15 June through 30 June). In this case:
• If you do not select Reset Scorecard Statuses, then the new objective-setting deadline
applies only to plan members who have not yet completed the objective-setting task.
The application makes no changes to scorecard statuses: any scorecard that is already
in Published status remains published.
• The application generates a worker's personal scorecard when the HR Professional first
publishes the PMP. At that time, the scorecard status is either Not Started: With
Manager or Not Started: With Worker, depending on the objective-setting method. If you
select Reset Scorecard Statuses, then the application resets the status of all personal
scorecards from Published to either With Worker or With Manager when you republish
the plan so that all plan members can set objectives during the extended objective-
setting period.

Chapter 6 - Page 31

If your new objective-setting deadline is after the first appraisal task period following the
previous objective-setting deadline (and that appraisal task is complete), HRMS assumes you
are specifying a new objective-setting period for a subsequent appraisal task.
In the example (figure 2), you change the objective-setting deadline on 2 July, 2007 to 31 July,
2007. As the new deadline is after the completed mid-year appraisal, HRMS assumes you are
specifying a new objective-setting period for the next appraisal in this plan (the full-year
appraisal). HRMS automatically resets scorecard statuses to With Worker or With Manager
when you republish the plan to ensure that all workers can set objectives for the next
appraisal task.

Chapter 6 - Page 32
Displaying Competency and Objectives Scores on Workflow

Notification Page

Displaying Competency and Objectives Scores on Workflow Notification Page
Use this feature to display the following information on the Workflow Notification page:
Line scores for individual competencies
New proficiency level for the competencies
Line scores for individual objectives
Total score for all competencies
Overall comments for the competencies

Chapter 6 - Page 33

Chapter 6 - Page 34
Performance Management Tasks

Chapter 7 - Page 1
Tasks
Chapter 7



Chapter 7 - Page 2

Chapter 7 - Page 3
Objectives

Chapter 7 - Page 4

To initiate the Performance Management process, the HR Professional publishes the PMP. At
this time, the plan members have:
• A personal scorecard of objectives that contains any objectives allocated automatically
or carried forward from a previous scorecard. Workers with multiple assignments may
have more than one personal scorecard from the same plan.
• A list of Performance Management tasks related to the plan. The application generates a
list of tasks for managers and workers to guide them through the Performance
Management process. Managers and workers can access their Performance
Management Task List using the self-service Performance Management function.
Workers with multiple assignments may have more than one task list from the same
plan. The Switch Assignment task in the task list enables workers to display the task list
for each assignment.
• Objective-setting and objective-tracking tasks in their task list, if the PMP includes
objective-setting.
• Manage appraisals tasks, if the PMP includes appraisals. The Manage Appraisals task
occurs once for each appraisal task (each combination of appraisal template and
appraisal period) identified in the PMP. For example, if the PMP identifies a mid-year
appraisal and a full-year appraisal, two Manage Appraisals tasks appear in the task list
for that PMP.

Chapter 7 - Page 5
Worker Objective-Setting Tasks

Worker Objective-Setting Tasks
Whether a Performance Management task appears in your task list depends on the
configuration choices made in the PMP. For example, if the PMP includes appraisal creation,
the application generates the Manage Appraisals task, otherwise the task does not appear.
The application enables and disables the tasks at appropriate times. For example, the
application enables the Manage Appraisals task from the appraisal task start date onwards.
The objective-setting tasks are disabled outside the objective-setting periods, unless the HR
Professional has specified, in the PMP, that changes are allowed outside the objective-setting
period. This slide provides a brief introduction to each worker objective-setting task, some of
which are explained in detail on later slides:
• Set Objectives - You can update your personal scorecard of objectives using this task.
• Align Objectives - This task enables you to define relationships between any of your
objectives and objectives that others (such as your manager) have shared with you.
• Share Objectives - You can allow other members of the PMP to view your objective and
align their objectives with your objective. This task and the Align Objectives task do not
appear if the PMP has not enabled Sharing and Alignment.
• Finish Objective Setting - When you complete updating your personal scorecard, you
perform this task to transfer the scorecard to your manager for approval.

Chapter 7 - Page 6
• View and Track Objective Progress - This task enables you to view your personal
scorecard and record progress against your objectives throughout the plan period (until
the appraisal is created).

Chapter 7 - Page 7
Quiz
Answer: b

Chapter 7 - Page 8
Manager Objective-Setting Tasks

Manager Objective-Setting Tasks
The tasks the manager can see and the order in which the manager can perform them
depends on configuration choices made in the PMP. For example, if the PMP uses the parallel
objective-setting process, the first task is likely to be Review Worker Changes (because the
worker starts the objective-setting process), otherwise, the first task is likely to be Cascade or
Set Objectives (because the manager starts the objective-setting process). As in the worker
task list, the application enables and disables the manager tasks at appropriate times. This
slide provides a brief introduction to each manager objective-setting task, some of which are
explained in detail on later slides:
• Cascade or Set Objectives - Managers can set objectives and cascade one or more
objectives to workers directly reporting to them.
• Align Objectives - Managers can define relationships between workers' objectives and
their own objectives.
• Transfer Scorecards to Workers for Action - After updating a worker's personal
scorecard, the manager performs this task to transfer the scorecard to its owner.
• Review Worker Changes - Managers perform this task as workers return their reviewed
or updated personal scorecards to the manager for approval. The manager can approve
all changes in the scorecard, reject them, or request further action from the worker.

Chapter 7 - Page 9
• Finish Objective Setting - The manager performs this task on completing the objective-
setting and review processes. This task changes the scorecard status to Published. The
manager can perform this task only after transferring the updated scorecard to its owner.
• View and Track Objective Progress - This task enables managers to view and update
objective progress as often as required throughout the Performance Management
period.

Chapter 7 - Page 10
Parallel and Cascading Processes

Cascading and Parallel Processes
In the PMP, the HR Professional can select either cascading or parallel objective-setting. In a
cascading process, managers start the objective-setting. In a parallel process, workers start
the objective-setting. If you want managers to cascade objectives and have control of worker
objectives, you use the Cascading process. In this case, the top manager begins the process
by setting their own objectives (which they can cascade down the hierarchy) using Employee
Self-Service. The manager then performs the Cascade or Set Objectives task using Manager
Self-Service.
The Parallel process allows everyone to start at the same time. Every worker’s Set Objectives
task is enabled at the same time (and from the start of the Performance Management period).
Managers can still remove or change objectives workers have set themselves, but the
manager has less control in a Parallel process than in a Cascading process.

Chapter 7 - Page 11
Cascading Objectives

The Cascading Objectives process enables managers to allocate the enterprise objectives in
some form to all enterprise workers. The top manager in the plan hierarchy (the Development
Manager, in the example on the slide), prompted by the PMP task Cascade or Set Objectives,
begins the process by setting his or her own objectives using Employee Self-Service.
In the example, the Development Manager has the objective ‘Reduce development cycle by
20%’. To cascade this objective to the Project Managers, the Development Manager can
either allocate the same objective, allocate and adjust targets, or create new objectives. In the
example, the Development Manager creates a new objective ‘Complete Project A within 6
months’ for Project Manager A and similar one for Project Manager B. The Project Managers
repeat this process for their Project Leads, who, in turn, could repeat it for their Software
Engineers.
To use the cascading process and to ensure that objectives set at the senior levels of the plan
are executed at the lower levels, it is important that there is a clear understanding of the
cascade and objective definition processes at all levels in the organization hierarchy.
The Cascading Process also includes the Transfer Scorecards feature. After you finish a
Cascade Objectives process, you do not need to navigate back to the home page to transfer a
scorecard. You can use the Transfer button available on the Cascading process page.

Chapter 7 - Page 12
Mass Cascading Objectives

Cascading objectives is a method by which objectives can be aligned across the organization.
This is critical for ensuring that all employees support the organizational objectives. Cascaded
objectives can be identical to the original objective or contributing to the original objective.
The Mass Cascading feature provides managers the flexibility to cascade a single objective to
multiple employees or multiple objectives to multiple employees. This feature helps managers
to create duplicate objectives and new supporting objectives for a higher-level objective, for
multiple employees in their hierarchy. Additionally, mass cascading improves user experience
by reducing the cycle time involved in cascading objectives.

Chapter 7 - Page 13
Viewing the Line of Sight

Viewing the Line of Sight
The Line of Sight is a graphical representation of the alignment of objectives in an
organization. This feature displays objectives that are aligned or linked to each other in the
objectives hierarchy. Line of Sight helps employees to understand how their objectives have
been cascaded down through the organization and the association between objectives. The
feature provides management with online visibility of objectives alignment in the organization.

Chapter 7 - Page 14
Aligning Objectives

Aligning Objectives
You can build hierarchies of objectives, with objectives at lower levels in the hierarchies
supporting those immediately above them. The objectives at lower levels, known as
supporting objectives, are said to be aligned with those objectives that they support. In the
example, AL1 and AL2 are the supporting objectives that are aligned with SH1. To align an
objective with a different objective:
• The HR Professional or manager must have enabled Sharing and Alignment in the PMP.
• The objective's owner must have shared the objective with you and permitted alignment.
In the example, you are able to align AL1 and AL2 with SH1 because the SH1 objective
owner has shared the objective with you and permitted alignment.
When you align an objective, you define a relationship between your objective and an
objective that another member of the PMP has shared with you. The Align Objectives page,
accessed from the Align Objectives task, displays a list of people who have shared objectives
with you; you can view details of each shared objective. You can align an objective with only
one other objective. The Align Objectives task appears in the managers’ and workers’ task
lists only if Sharing and Alignment are enabled in the PMP. This task is active only during the
objective-setting period. Managers and workers do not have to perform the task, even if it
appears in their task list, because not all objectives need to belong to an objectives hierarchy.

Chapter 7 - Page 15
Quiz
Answer: a

Chapter 7 - Page 16
Sharing Objectives

Sharing Objectives
Workers can share any of their objectives with other members of the PMP. If the worker
allows others to view an objective, they can view its detail but not align their objectives with it.
If the worker allows others both to view and to align, they can define supporting objectives for
the shared objective.
For example, if a worker shares an objective, Improve Supplier Relationships, with four
coworkers, each coworker can define a supporting objective and align it with the worker’s
objective. The worker can view those supporting objectives only if security permissions give
the worker access to the coworkers' personal scorecards.
Managers typically share objectives by cascading them, in which case sharing and alignment
are automatic. When managers cascade objectives to workers who report to them, they create
supporting objectives that are automatically aligned with the shared (cascaded) objective.
Managers can also share objectives manually by using Employee Self Service and performing
the Share Objectives task.
The Share Objectives task appears in the workers’ task lists only if Sharing and Alignment are
enabled in the PMP. This task is active only during the objective-setting period. Workers do
not have to perform the task, even if it appears in their task list, because not all objectives
need to belong to an objectives hierarchy.

Chapter 7 - Page 17
Tracking Objectives

Tracking Objectives
When the HR Professional publishes a Performance Management Plan (PMP), managers and
workers who belong to the plan each receive the View and Track Objective Progress task.
The task appears in the Performance Management Task List at the start of the Performance
Management period and is enabled throughout. Because the task is enabled throughout,
enterprises can specify how frequently their workers must report progress.
Managers and workers record objective progress using the following tracking values:
• Complete (%) - The worker or manager enters a percentage-complete value to record
progress.
• Achievement Date - When the Complete Percentage value is 100, the worker or
manager enters the achievement date.
• Actual - The worker or manager completes this field for objectives with target values.
This field applies to objectives with quantitative measurement styles only.
• Verified - For objectives with the qualitative measurement style and against which the
worker has recorded an achievement date, the manager can select this option. This
option indicates that the manager has confirmed that the objective is complete.
If an appraisal is included in the PMP, updated values, such as achievement dates recorded
during the objective-tracking process, appear automatically in the Objectives section of the
appraisal.

Chapter 7 - Page 18
Populating Personal Scorecards

Populating Personal Scorecards
The application generates a worker's personal scorecard when the HR Professional first
publishes the PMP. At that time, the scorecard status is either Not Started: With Manager (in a
cascading objective-setting process) or Not Started: With Worker (in a parallel objective-
setting process). This slide lists all the ways in which you can add objectives to personal
scorecards. When the application generates a personal scorecard, it can include:
• Objectives from the Objectives Library, for which workers are eligible
• Incomplete objectives from a previous personal scorecard or appraisal
During an objective-setting period, both managers and workers can update workers' personal
scorecards by:
• Creating new, individual objectives
• Copying objectives from previous scorecards
• Copying shared objectives
• Copying objectives from the Objectives Library
• Duplicating objectives already in the scorecard
• Cascading objectives from managers to workers
After the end of an objective-setting period, you cannot alter the scorecard contents unless:

Chapter 7 - Page 19
• The HR Professional alters the objective-setting period and republishes the PMP.
• The HR Professional has explicitly enabled you, in the PMP, to make changes outside
the objective-setting period.
• You can update the Objectives section of an appraisal during the Appraisal Task period.

Chapter 7 - Page 20
Personal Scorecards in Appraisals

Personal Scorecards in Appraisals
If you include appraisal creation in the PMP, and if the appraisal template includes an
objectives template, the application copies a worker’s personal scorecard to the Objectives
section of the appraisal.
When an appraisal is complete, the application automatically updates the personal scorecard
to match the objectives in the completed appraisal. For example, if the worker includes an
additional objective in the Objectives section during the appraisal, then the application copies
the new objective to the worker’s personal scorecard when the appraisal is complete. The
worker and manager can record tracking information for this new objective after the appraisal,
and the objective appears in the Objectives section of subsequent appraisals during this
Performance Management period.
The application can copy incomplete objectives from current personal scorecards to future
scorecards at the start of the next Performance Management period.
If you create appraisals individually using the SSHR Appraisals function, the configuration of
the Objectives section depends on the appraisal template you select. The application does not
copy a worker's personal scorecard to the Objectives section as there is no link between
personal scorecards and appraisals created outside the PMP.

Chapter 7 - Page 21
Manage Appraisals Tasks

Manage Appraisals Tasks
The Manage Appraisals task appears in the managers’ and workers’ task lists if the PMP
includes appraisal creation. The task occurs once for each appraisal task identified in the
PMP. For example, if the PMP identifies a mid-year appraisal and a full-year appraisal, two
Manage Appraisals tasks appear in the task list for that PMP. While this task is enabled, the
application disables the objective-setting tasks.
Managers can select the Manage Appraisals task to view and perform appraisals for PMP
members for whom they are main appraiser. The manager or the worker can update the
appraisal only if they have ownership. The manager has the appraisal ownership if the PMP
identifies the manager as the appraisal initiator. If the appraisee is the initiator, the manager
cannot update the appraisal until the appraisee shares it with the manager.
Workers can use the Manage Appraisals task to review and update their own appraisal. If the
PMP identifies the appraisee as the appraisal initiator, the application enables the Manage
Appraisals task for the worker at the start of the Appraisal Task period. If the manager is the
appraisal initiator, the worker cannot update the appraisal until the manager shares it with the
worker. In this case, the worker gets a notification message when the main appraiser shares
the appraisal.

Chapter 7 - Page 22
Quiz
Answer: b

Chapter 7 - Page 23

Chapter 7 - Page 24
Appraisals
Chapter 8 - Page 1
Chapter 8

Appraisals

Appraisals
Chapter 8 - Page 2
Appraisals
Appraisals
Chapter 8 - Page 3
Appraisals
Objectives
Chapter 8 - Page 4
Appraisals

Appraisals
During a typical appraisal, you assess a worker's competencies and objectives and identify
development opportunities for the next appraisal period. The appraisal provides a snapshot of
the worker's achievements and supplies inputs to related processes, such as training and
compensation planning. You can use appraisals to determine worker compensation and
rewards. For example, you could use appraisees’ final ratings in a performance appraisal to
determine their compensation.
You can also use appraisals for other purposes. For example, you can:
• Capture a snapshot of worker competencies at the start or end of a project.
• Evaluate worker competencies after a training or an equivalent event.
• Assess worker progress against objectives at intervals during the appraisal period.
• Gather exit information when a worker leaves the enterprise.
• Assess specific competencies for a position or project.
Appraisals
Chapter 8 - Page 5
Oracle HRMS Appraisals Function

Oracle HRMS Appraisals Function
Using HRMS Appraisals function, you create the appraisal components and set up the
appraisal process based on your requirements. For example, you can define your own
questionnaires for inclusion in the appraisal. To perform the appraisal itself, you use Oracle
SSHR.
The main appraiser shares the appraisal with the appraisee to allow the appraisee to view or
update the appraisal. The appraisee shares the appraisal with the main appraiser to return it.
In this way, the appraisal is the product of collaboration between the main appraiser and the
appraisee. This sharing of the appraisal between main appraiser and appraisee can occur as
often as necessary during a single appraisal process.
HRMS can automatically update an appraisee's competency profile to include revised
competency levels when the appraisal is complete. To enable automatic competency updates,
either set the Apply Assessment Competencies to Person profile option to Yes or select the
Update Competency Profile option in the appraisal template.
HRMS provides an integrated set of Workforce Performance Management functions that can
create appraisals automatically for all members of a Performance Management Plan (PMP).
Creating appraisals automatically is explained in detail in the Workforce Performance
Management topic.
Managers and employees can view all appraisals, created using the Workforce Performance
Appraisals
Chapter 8 - Page 6
Management or standalone appraisals function, on the Appraisals page. Note that this feature
is applicable for PMP appraisals only and not standard appraisals.
Appraisals
Chapter 8 - Page 7
Quiz
Appraisals
Answer: b
Chapter 8 - Page 8
Appraisal Participants

Appraisal Participants
Appraisals can involve the following types of participants:
• The main appraiser, usually the appraisee's manager, who controls the appraisal
process
• Appraisers, who can contribute to all sections of the appraisal
• Reviewers, who can view others' evaluations and enter overall comments. They cannot
update other sections of the appraisal.
• Other participants, who are typically peers or subordinates of the appraisee. They
complete questionnaires (for example about the appraisee's performance), and can
enter overall comments, but can neither view nor update the rest of an appraisal.
• The appraisee, the subject of the appraisal, who can view or update sections of the
appraisal shared with them by the main appraiser. An appraisee who is the appraisal
initiator can complete any section before sharing the appraisal with the main appraiser.
Thereafter, the main appraiser controls the appraisee's access to the appraisal.
Appraisals
Chapter 8 - Page 9
Appraisal Types

Appraisal Types
The Standard Appraisal supports most appraisal requirements and can include the following
sections:
• Competencies
• Competency Gaps
• Objectives
• Learning Path
• Participants
• Questionnaires
The sections are explained in detail in the next topic.
360-Degree Appraisal is a group appraisal, to which an appraisee’s peers, managers, and
reporting staff can contribute. The only difference between this appraisal and the standard
appraisal is that other participants can contribute to a 360-degree appraisal but not to a
standard appraisal. Only appraisers and reviewers can participate in a standard appraisal.
Self-appraisal is one in which the workers perform regular self-appraisals to monitor their own
progress. No one else can view or contribute to a self-appraisal. The self-appraisal can
include the same sections as the standard appraisal, except the Participants section.
Appraisals
Chapter 8 - Page 10
Initiating the Appraisal

Initiating the Appraisal
Managers can use the self-service Appraisals function to initiate and manage appraisals of
their subordinates. Workers use this function to initiate their appraisals. To perform a self-
appraisal, you must log into self-service as an employee (even if you are a manager).
Whether HRMS creates appraisals automatically from a Performance Management Plan or
individuals create them using the Appraisals function, control of the appraisal depends on who
is the initiator:
• A main appraiser who is the appraisal initiator controls its progress from the start. That
is, the main appraiser decides when to share the appraisal with the appraisee, which
information to share with the appraisee, and whether the appraisee can update the
appraisal and provide feedback.
• An appraisee who is the appraisal initiator controls its progress until first sharing the
appraisal with the main appraiser. The appraisee shares the whole appraisal with the
main appraiser and cannot conceal particular sections. Thereafter, the main appraiser
controls the progress of the appraisal, exactly as if the main appraiser were the initiator.
Appraisals
Chapter 8 - Page 11
Ownership of the Appraisal

Ownership of the Appraisal
When the main appraiser owns the appraisal, the appraisee:
• Cannot update the appraisal
• Can view the appraisal up to the last sharing point
When the appraisee owns the appraisal, the main appraiser:
• Cannot update the appraisal
• Can see all sections of the appraisal, and can view any changes the appraisee has
made since resuming ownership
Any changes the main appraiser makes to an in-progress appraisal after resuming ownership
are not visible to the appraisee until the main appraiser shares the appraisal again.
Transferring Ownership
The main appraiser transfers ownership by sharing the appraisal with the appraisee and by
deselecting the Main Appraiser Retains Ownership check box. The appraisee transfers
ownership by sharing the appraisal with the main appraiser.
To enable the appraisee to view the appraisal but not gain ownership of it, the main appraiser
selects the Main Appraiser Retains Ownership check box before sharing the appraisal with the
Appraisals
Chapter 8 - Page 12
appraisee. In this case, the main appraiser can continue to update the appraisal, and the
appraisee does not need to share the appraisal in return.
Appraisals
Chapter 8 - Page 13
Quiz
Appraisals
Answer: b
Chapter 8 - Page 14
Participants’ Contributions to the Appraisal

Participants’ Contributions to the Appraisal
Participants in an appraisal do not own the appraisal. While the main appraiser owns the
appraisal, all participants can update the appraisal. However, while the appraisee owns the
appraisal, only other participants can update it; appraisers and reviewers cannot update the
appraisal at this time. Appraisers and reviewers automatically regain their access to the
appraisal when the appraisee shares it with the main appraiser again.
When the main appraiser requests their feedback, participants receive workflow notifications.
Each participant makes their contribution to the appraisal independently of the other
participants. Participants can see changes made to the sections to which they have access,
including those made after the main appraiser requests their feedback, until they apply their
contribution. At that point, their view of the appraisal is frozen. They can make further updates
only if the main appraiser requests feedback again.
You can delete a participant from an appraisal or change their role (for example, you can
change an appraiser to a reviewer), provided the participant has not yet submitted feedback.
Appraisals
Chapter 8 - Page 15
Changing the Main Appraiser

Changing the Main Appraiser
You may need to change the main appraiser in an appraisal, for example, when the
appraisee’s manager has changed. In HRMS, you can change the main appraiser when you
initiate the appraisal or when the appraisal is in progress.
When the main appraiser is the initiator of an appraisal, that person's name appears by default
in the Main Appraiser field on the Setup Details page of the appraisal. When the appraisee is
the initiator of an appraisal, the name of that person's manager appears by default in the Main
Appraiser field. In either case, the appraisal initiator can select a different main appraiser on
the Setup Details page.
As main appraiser, you can select a different main appraiser (by clicking the Change Main
Appraiser button) when the appraisal is in progress. If you do this after you enter setup details
but before you complete other sections of the appraisal, you cease to be a participant in the
appraisal and can neither view nor update it unless the new main appraiser explicitly requests
your feedback. If you change the main appraiser after completing a section of the appraisal
(for example, the competency ratings), you remain listed as a participant and your contribution
is retained. However, your view of the appraisal as a participant is frozen, and you can make
no further changes unless the new main appraiser explicitly requests further feedback.
Appraisals
Chapter 8 - Page 16
Using the Journal Feature

Using the Journal Feature
Note: This feature is applicable for PMP appraisals only and not standard appraisals.
Using the Journal feature, managers and workers can track key accomplishments,
performance details, or training requirements as they happen or at the end of an appraisal
cycle. They can use the journal information during appraisal creation.
Journals are secure and private, and are visible only to people who create them. When
managers or workers click the Journal icon for an appraisal, the Add Attachment page
appears. On this page, they can attach a file, provide a text description, or provide the location
of the directory in which they save the journal document.
An Add Attachment window appears when they move the mouse over the Journal icon. They
can also add attachments using this window.
Appraisals
Chapter 8 - Page 17
Appraisal Approval and Completion

Appraisal Approval and Completion
When the main appraisers submit final ratings, they can add approvers and specify their
position in the approvals chain. Each approver receives a workflow notification requesting
their approval after the previous approver in the chain has approved. When the final approver
has approved the appraisal, the main appraiser receives a workflow notification.
Appraisal Completion
When you send the appraisal to approvers, you can also request the appraisee's feedback on
the overall rating. In this case, the appraisee receives a request for feedback when all
approvers have approved the appraisal. When the appraisee provides feedback, the main
appraiser receives a further notification, and the appraisal process is complete.
The Appraisals home page lists completed appraisals in which you have participated. For
example, for an employee, the My Appraisals tab lists completed appraisals of that employee.
For a manager, the Main Appraiser tab lists completed appraisals for which the manager has
been the main appraiser.
You can also use HRMSi reports to analyze appraisal activity for an organization hierarchy or
supervisor hierarchy. You can view all appraisals within your business group, appraisals of
workers under a specific supervisor, or specify other combinations.
Appraisals
Chapter 8 - Page 18
Quiz
Appraisals
Answer: b
Chapter 8 - Page 19
Using the Offline Appraisals Feature

Using the Offline Appraisals Feature
Note: This feature is applicable for PMP appraisals only and not standard appraisals.
Main appraisers, appraisees, and other participants can download in-progress appraisals,
update them without being connected to HRMS (away from the workplace, for example), and
upload them later. The appraisal participants can benefit from this feature as it gives them the
time to reflect and the privacy to complete either their own or other workers' appraisals.
You can download sections of the appraisal that do not require a connection to HRMS. For
example, you can download the Competencies, Objectives, and Questionnaire sections so
that you can assess them without needing to be connected to HRMS.
HRMS provides new offline appraisal templates that contain fields and sections similar to
those used in online appraisal. You select one template per appraisal participant type (main
appraiser, appraisee, and other participant) to download the data in Microsoft Excel format
before completing the appraisal offline.
If you personalize the online Appraisal pages and you plan to use the offline appraisals
function, then you must also personalize the new predefined offline appraisal templates to
match the online appraisals.
For existing customers who use the Appraisals functionality:
If you plan to use the Offline Appraisals feature, then you must select an offline appraisal
template for each appraisal participant type (main appraiser, appraisee, and other participant)
Appraisals
Chapter 8 - Page 20
to enable them to complete the appraisal offline. For an existing appraisal template, you can
select the offline templates in the Offline Appraisal Template Details region.
Appraisals
Chapter 8 - Page 21
Appraisals
Chapter 8 - Page 22
Performance Management Administrator’s Tasks

Chapter 9 - Page 1
Chapter 9

Administrator’s Tasks


Chapter 9 - Page 2

Chapter 9 - Page 3

Objectives

Chapter 9 - Page 4
Monitoring Published Performance Management Plans

Monitoring Published Performance Management Plans
The Monitor Concurrent Program page helps HR Professionals to view logs of concurrent
processes, view summary reports, and analyze error reports.
HR Professionals can view logs of the following processes:
• Plan administration requests submitted from the Performance Management Plan
Administration Home page
• Publish Performance Management Plan program
• Mass Appraisal Creation
• Refresh Appraisal Summary program.
• Mass Notifications program
• Performance Management Plan Appraisal Rating Summary
Note: The Summary and Error reports are available for Publish Performance
Management Plan and Mass Appraisal Creation processes only

Chapter 9 - Page 5
Enrolling Workers into Published Plans

Enrolling Workers into Published Plans
Using the Enroll Workers option, HR Professionals can include new hires and transferred
workers into published performance management plans, if they qualify the criteria defined for
the plan population. When you select this option for a published plan, the application displays
the plan details. You can select active employees or contingent workers for enrolling into a
plan and submit the request. You can enroll 25 workers at a time.
The application runs a concurrent request to enroll selected workers into the plan. The
process verifies if the worker is eligible for the plan by checking whether the worker belongs to
the hierarchy specified in the plan. You can view your request using the request ID on the
Monitor Concurrent Programs page. The log file displays the concurrent request results.
The application displays a warning message if workers cannot be enrolled into the plan.
If the process completes successfully, then it:
• Creates scorecards for workers.
• Adds objectives based on the workers' eligibility, if the Automatic Allocation of objectives
check box is enabled for the plan.
• Creates appraisals, if the plan has an appraisal period and if at least one appraisal exists
for the plan.
• Sends workers FYI notifications.

Chapter 9 - Page 6
Refreshing, Removing, and Reopening Worker Scorecards

Refreshing, Removing, and Reopening Worker Scorecards
Performance Management provides HR professionals the following options:
• Refresh Scorecard - to reevaluate the objective eligibility and include additional
objectives, if any, into the scorecard, due to changes in eligibility. For example, because
of promotion a worker becomes eligible for more objectives. In this case, the refresh
action reevaluates the objective eligibility criteria and adds the additional objectives to
the worker's existing scorecard based on the changed eligibility.
• Remove Scorecard - to remove scorecards of terminated workers or of workers who
are no longer part of the plan population. You can select the list of scorecards that you
want to remove from the published plan, and submit the task.
• Reopen Scorecard - to reopen scorecards if the objective setting period is open to
enable managers to edit worker scorecards. You can reopen a scorecard if the Allow
Changes Outside This Period check box is selected for the plan, and the appraisal
period has not started. This feature helps in case a manager completes objective setting
for a particular worker and then realizes that some objectives must be added to the
worker's scorecard.

Chapter 9 - Page 7
Reopening Appraisals of Workers

Reopening Appraisals of Workers
Using the Reopen Appraisal option, HR Professionals can reopen appraisals that are at the
Pending Approval or Completed status. You can reopen 25 appraisals at a time. You can
select the appraisals that you want to reopen and submit the tasks. The application runs a
concurrent request to reopen the appraisals. You can view your request using the request ID
on the Monitor Concurrent Programs page. The log file displays the concurrent request
results.
Once an appraisal is reopened, the appraisal status changes to Ongoing. Managers and
workers receive FYI notifications. Managers can access reopened appraisals from the
Appraisals In Progress table and edit the appraisals. Managers must share the reopened
appraisal with the appraisee, before completing this appraisal again.

Chapter 9 - Page 8
Rolling Back Performance Management Plans

Rolling Back Performance Management Plans
You can roll back plans that are at any status except at the Draft status. However, you cannot
roll back completed plans.
Rolling back a plan is an irreversible action. When you click the Roll Back icon for a
performance management plan, the application displays the Monitor Plan page with a warning
message.
Note: You must monitor the scorecard and appraisals details before you choose to roll back a
plan.
When you rollback a plan, the application removes all the transactional data related to the
plan including scorecards, objectives, appraisals, and sets the plan status to the Draft status.
A notification is sent to all members of the plan population when the performance
management plan is rolled back.

Chapter 9 - Page 9
Sending Mass Notifications

Sending Mass Notifications
Professionals can now send notifications to the entire plan population or to a select group,
such as only managers or workers in the plan population using the WPM Mass Notification
Process (request: Run Mass Notification). Performance Management offers a wide selection
to select specific set of notification recipients.

Chapter 9 - Page 10
Viewing Summary and Error Reports

Viewing Summary and Error Reports
Appraisals can involve the following types of participants:
• The main appraiser, usually the appraisee's manager, who controls the appraisal
process
• Appraisers, who can contribute to all sections of the appraisal
• Reviewers, who can view others' evaluations and enter overall comments. They cannot
update other sections of the appraisal.
• Other participants, who are typically peers or subordinates of the appraisee. They
complete questionnaires (for example about the appraisee's performance), and can
enter overall comments, but can neither view nor update the rest of an appraisal.
• The appraisee, the subject of the appraisal, who can view or update sections of the
appraisal shared with them by the main appraiser. An appraisee who is the appraisal
initiator can complete any section before sharing the appraisal with the main appraiser.
Thereafter, the main appraiser controls the appraisee's access to the appraisal.

Chapter 9 - Page 11
Viewing Performance Management Plan Appraisal Rating Summary

Viewing Performance Management Plan Appraisal Rating Summary
Using the Performance Management Plan Appraisal Rating Summary, managers can:
View the appraisal rating distribution
View and compare appraisal ratings in a hierarchy
Track progress of appraisals
Drill down to appraisal details
To view the latest appraisal rating summary for a plan, the performance management plan
must be published. The HR administrator must run the Refresh Appraisal Summary
concurrent program after managers rate appraisals. This concurrent program populates the
latest ratings in the Appraisal Summary table.

Chapter 9 - Page 12
Performance Management Fundamentals Summary

Chapter 10 - Page 1
Chapter 10

Fundamentals Summary


Chapter 10 - Page 2

Chapter 10 - Page 3

Objectives

Chapter 10 - Page 4

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Before You Begin This Course

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Performance Management Overview

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Performance Management Overview

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Performance Management Overview

What is Performance Management?

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