Below you will find the most important information on the process of defining annual goals, their evaluation, as well as the calculation and payment of annual bonuses.
A TOOL FOR SETTING AND EVALUATING ANNUAL GOALS: SELF SERVICE (video; FAQ)
If you have questions – please contact your HR Business Partner.
SETTING ANNUAL GOALS
1. We set goals with the manager, and then complete them in the Self Service (video; FAQ) till 28/02 or during the first 6 weeks of joining the company (the introduction to the company cannot be one of the annual goals).
GLC and Company goals will be uploaded into the system by the HR team.
2. This year, as in previous years, we have 3 types of goals:
- GLC – applies to the performance of the entire Global Loyalty Coalition and will be defined and monitored at the top level of PAYBACK
- Company – concerns goals for Poland (Revenue, PTI, scorecard) or country/team the employee supports
- Individual – individual goals which you define together with your immediate superior
In order to increase our attention (Focus) and involvement (Collaboration) on the Polish results, we double the corporate goal.
The weights for individual goals for PAYBACK Polska are as follows:
| Max. Bonus | GLC | Company | Individual | |
| Employees | 10% | 15% | 15% | 70% (of which 15% is the repeated Polish target for all employees supporting polish business = DOUBLE PAYBACK) |
| People Managers | 15% or 20 % | 20% | 20% | 60% (of which 20% is the repeated Polish target for all employees supporting polish business = DOUBLE PAYBACK) |
| Directors | 30% | 25% | 25% | 50% (of which 25% is the repeated Polish target for all employees supporting polish business = DOUBLE PAYBACK) |
4. International departments are subject to a goal setting process in line with international objectives .
| Max. Bonus | GLC | Company | Individual | |
| Employees | 10% | 15% | 15% | 70% |
| People Managers | 15 % or 20% | 20% | 20% | 60% |
| Directors | 30% | 25% | 25% | 50% |
5. LPS TEAM
Those who suppoty the LPS team are subject to the goal-setting process as outlined in the LPS.
| Max. Bonus | GLC | Company | Individual | |
| Employees | 10% | 15% | 35% | 50% |
| People Managers | 15% or 20% | 20% | 40% | 40% |
5. Individual goals should be set in accordance with the SMART principle , and their result should be measurable (specific KPIs should be indicated for each goal ; we resign from individual goals that do not have objective measures, such as onboarding, feedback from cooperation, feedback, development)
- SMART means:
- Specific
- Measurable
- Achievable
- Relevant
- Time-bound
5. Individual Milestons (i.e. a list of projects or their stages planned on a quarterly basis) may still be part of individual goals - the decision to use them is at the discretion of the immediate superiors. Milestone form template
6. When planning annual goals, it is worth talking about our individual development plans - we keep them in force as a tool for planning our development activities and monitoring progress. Their result will not be included in the annual results, but will constitute the basis for participation in the proposed development activities, role changes or promotions. Detailed information on development plans: https://toolbox.loyaltypartner.com/index.php?id=592&L=1
You can also use the My Development tab in Self-Sevice.
7. Goals can also be modified or made more specific, taking into account possible changing conditions during the year. For this purpose, contact the HR department.
REGULAR FEEDBACK
Use your regular 1:1 meetings with your leaders also for real-time feedback and to address development and career opportunities. This way you will always have an up-to-date and clear picture of where you stand.
MID YEAR REVIEW
1. For a detailed individual review and feedback meeting, you will make a personal appointment with your leader at the end of the half year. In this review meeting, the focus should be on your competencies and your personal development. (detailed dates will be announced in May)
2. The structure of the interview is determined by four questions that can be found in the review section of the self-service portal under "My development". Together with your leader, you use the questions to reflect on your strengths and areas for development and document these together with agreed development measures in the tool.
3. Also look at the goals agreed upon at the beginning of the year and adjust them if necessary. And last but not least: use the session for mutual feedback.
4. Use the meeting to provide feedback to both sides.
5. As part of the review process, decisions are made regarding recommended promotions and salary raises, in accordance with the rules in the appendix.
END-YEAR REVIEW
1. The End Year Review process is dedicated to summarizing the whole year, both in terms of assessing annual goals and cooperation, development.
2. The end-of-year evaluation is related to the payment of a bonus which:
- does not include persons under contract of mandate / outsourcing,
- does not apply to people employed after 31 August,
- includes people employed in the company as of December 1,
- is calculated in proportion to the months actually worked (sick leave lasting continuously up to 33 days).
Detailed rules of bonus payment
3. As part of the evaluation process, decisions are made regarding recommended promotions and salary raises, in accordance with the rules in the appendix.
Please find enclosed materials for Mid-Year Review and End-of-Year Review that will help you:
- plan the process – Materials for the Manager / Materials for the Employee
- structure the course of the meeting – Guiding questions
- ask and collect feedback – Short guide about feedback