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Having 6 snapshots from 6 different ppl doesn't give anyone a true picture of progression.
Most people will tell you that a first year associate will be partially at level. My snapshots for a first year associate, assuming they've done everything i asked them to do with no nonsense, will tend to be mostly "at level." I don't know how a first year associate could do much better than that unless they somehow demonstrated in one or two dimensions that they are partially at next level, but that in my opinion would be a stretch.
The pentagon means nothing. It's the discussion you have with your supervisors and senior managers and the roundtable discussions. You can definitely be promoted if the pentagon is not full. That's what I'm getting from asking for both my HR and the powers that be here.
Bro, it all depends on the team. Some teams considered Partially at level good but others don't. That's why this snapshot tool is so flawed..
Its viewed as flawed because its misunderstood. The sliding scale determines whether a person is trending towards promotion...period. The differentiators and discussions determine rating relative to your peer group. You can be at the next level and still get rated a 3 or be rated a 1 but be at level across the board. It's rare for a first year to come in at level but people hate the perceived stigma of not being something so they stress over something that doesn't even mean what they think it does.
I just feel that the snapshot tool puts more stress on people than what it helps us
They can use the Pentagon to justify layoffs, however.
I got a 1 my first year and had two snap shots with 2 attributes partially at next level
Got 5 snapshot as a first year, BA and TC are all partially at level. Rest of them are all at level
There has to be a tool in place to assess people against a common barometer. The stress comes with the human element of not knowing how to use it and the gray area of judgement. People should be giving verbal feedback to help people improve. The snapshot should simply be an assessment at a point in time. If the feedback is coming through, the snapshot shouldn't be a surprise and the feedback should be incorporated so that the next snapshot slides to the right. I've seen so many people send one snapshot per reviewer for the year when there are multiple engagements. That doesn't show progression - there needs to be a minimum of 2 points in time per reviewer to even get a good read.
CRT was discussed in a recent market team meeting, and the process of snapshots to CRT was presented. It was pointed out that tough or easy reviewers can be identified so the snapshots they did can be "weighted". Now, how it actually works in practice is something to be seen.
PwC 6, you nailed it ma.
At level
Partially at level is not good??? My group's HR said they would expect some partially below level among the group, especially for the first year of each staff level.
Oops, read it wrong. I thought PwC 5 was saying partially at next level was not good.
Partially at level is not unexpected for new associates. The snapshot tool is far superior to previous models used.
It depends on how your reviewers uses it, but your coach will reach out to talk through what you received with each person to get a sense of where you are. I was a Tier 1 my first year, mostly starting at partially at level to being at level by the end of my first busy season with one or two areas partially at next. I also had two performance differentiators. This isn't the baseline for all tiers, but helpful to know. I think the average first year should be partially at level with some at level.
There needs to be another post about differentiators. I can see why there important but how many is associate trying to get promoted expected to have
Its not about the number of differentiators, its about the quality and level of impact coming through. An associate with 1 differentiator where they brought up an issue or made a connection that resulted in more fees or a new engagement would be rated higher than the associate with 5 "great job" differentiators all else being the same.
@Pwc13: The pentagon determines promotion. Differentiators determine rating.