components of engagement. Ops also assesses PMC engagement levels during Org Planning. An Engagement Index rating is determined based on alignment with M&B , juxtaposition of professional goals with opportunity at IPM, and level of trust in management. Further information is gathered through feedback from managers, turnover statistics Within IPM’s M&B is the Company’s commitment to provide honest and timely performance feedback and development, which guides professional growth. Annual performance appraisals have been part of IPM’s processes since the inception of the Company, as were regular one-on-one meetings and ongoing feedback. In 1997, the performance appraisal process was replaced with the PS&DP as IPM’s workforce performance management system. The PS&DP contains Elements of Success (Advocate of Company Culture, Customer Service, Management Skills, Personal Development, Personal Skills, Professionalism, Strategic Skills, and Tactical Skills) and supports high performance by reinforcing development of our core competencies, supporting alignment with strategic direction, and emphasizing customer and business focus. by region/group, and exit interviews. 5.2a(4) Performance Management The PS&DP process minimally includes semi-annual touch points for feedback (scorecards) written by both employee and supervisor; when combined with the near constant feedback of the one-on-ones, it enables the achievement of personal growth along with Company action plans. In 2014, the PS&DP process was updated to better serve employees and their supervisors while retaining the most important aspects of motivation, engagement, and development. The revision allows more frequent employee input, facilitates discussion of employee goals, creates a more succinct annual summary, and garners greater Development Plan ownership. In 2016, the scorecard interval was examined based on feedback that completion every three months was onerous for supervisors and repetitive for high-performing employees. The interval was lengthened from three to six months for employees with more than a year of tenure who are meeting performance expectations. The three-month interval remains for employees during their first year at IPM, and those who have taken a new role or are performing below expectations. As stated in our M&B , IPM strives to “provide equitable compensation based on performance, loyalty, team contributions, and market value.” IPM believes the market value of our employees is a vital component of salary administration and we acknowledge both situational and geographic influences. Our drafted Compensation Philosophy (AOS) dictates that formal compensation analysis relative to market value must be conducted at least once over a period not to exceed five years, and it is used in concert with information gleaned from candidates, clients, networks, and other sources on an ongoing basis. Annual research is conducted to provide the basis for merit salary increases.
IPM determines individual annual merit increases based on PS&DP ratings. Special compensation actions in the form of off-cycle merit increases are given to recognize achievement of a level of proficiency or ongoing performance. Special bonuses are typically associated with specific project performance and are driven by an event or milestone. IPM is committed to sharing the Company profits with our employees—typically in the form of a cash bonus—and has done so every year of our existence except for 2004 when the Company was not profitable. Supervisors are empowered to provide recognition beyond annual salary increases for performance above and beyond, in the form of non-cash rewards that are tailored to the individual’s tastes or preferences. Other rewards and incentives include recognition of accomplishments in public settings (especially Staff meetings), the C-SPOTY and Project Excellence awards, manager recognition, the BD incentive IPM promotes from within and facilitates the development of our workforce members—and therefore both current and future leaders—through formal training (IPM U) and knowledge sharing (IPM Connect). KPM is responsible for developing and providing training to onboard new Ops staff, develop the knowledge and skills of PMCs, and create and maintain systems and processes that enhance knowledge sharing and support the Company’s needs. IPM Prep covers PM skills, consulting skills, and the IPM Way. Progress is assessed during this orientation period to aid in building a Development Plan to guide development and further acclimation during a new hire’s first six months on the job. Through IPM U, training is available in live and on-demand formats. Courses cover subjects directly related to a PM knowledge area (e.g., Stakeholder Management) as well as more soft-skill-focused areas (emotional intelligence or presentation skills). While some courses might be more applicable to PMCs, everything KPM offers is available to the entire staff. All training provided is intended to build our core competency of project leadership and deepen the knowledge of our staff to achieve our action plans. New courses are developed where gaps exist to better support organizational performance improvement and reinforce—or even trigger— innovation. To help deliver training and assist in its tracking, IPM program, and the employee referral program. 5.2b Workforce and Leader Development 5.2b(1) Learning and Development System implemented a new Learning Management System (LMS) in 2016. The new system allows for the delivery of more on- demand content and learning modules. KPM is increasing its on-demand catalog to allow users to learn flexibly within their schedules, as well as that of their clients, affording our consultants the ability to remain customer focused even when learning about becoming more customer focused. All new hires must read and sign off on our Employee Handbook (AOS) during IPM Prep. The handbook includes guidelines on behaving ethically as a representative of IPM.
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