Performance

Providing a concrete and clear development path that leads to a secure and trustworthy environment where innovation can thrive.

We want our employees to:

• Be productive (to deliver value quickly)
• Be autonomous (to drive outcomes)
• Be inspired and motivated (to create and thrive)
• Be psychologically safe (to experiment and fail without feeling vulnerable)
• Be constantly growing (to achieve mastery)

That's why, we decided to create a development path that would align with our culture, would work for employees from diverse backgrounds, at all levels of experience, and in many different (some unique) roles.

Because we are an IT knowledge-driven company, the brain of our employees is our biggest asset. To maintain our High-Performance Culture we take decisive steps not to recruit or retain employees with average performance.

We believe: The incredible performance of the right people deserves unlimited opportunities to grow.

Paths

We designed two growth paths you can follow:

Individual Contributors Path	Management Path
Do not necessarily want or have the right skills to manage people. This path growth is focused on the development of technical skills.	Develop the skills for advising and leading people. Managers are also responsible for the teams’ performance evaluations

By default, all employees are hired as Individual Contributors unless specified otherwise. Whenever one employee reaches Level 3, he/she can show interest in following the Management Path. Whatever path you choose, you have a clear direction for development, career growth, and monetary success.

Performance Evaluation

Evaluations are done on-demand. If you feel you are ready to Level Up or Step Up, you can request a Level & Step Review from your manager at any time you want. After the evaluation is completed, both the employee and manager will create a K-POC in our system. K-POC stands for Knowledge and Personal Objective Cycle and it explains the improvements you need to make before the next evaluation. The K-POC does not have an explicit timeline so once you complete your K-POC, you can request another review.

Performance Evaluation Framework

Evaluation	When	Definition	Goal(s)	Process	Outcome(s)	Next Steps
Mid-probation Review	Three months after reviewee hire date	The Mid-probation Review verifies a new employee’s performance at the mid-probation point – confirming achievements and determining areas of improvement and possible additional coaching. By providing relevant feedback and suggestions at the 3-month mark, the new employee is equipped with the direction to successfully complete the probation period according to his/her hiring Level.	To determine whether employee performance is sufficient to successfully complete probation. To provide relevant feedback and suggestions for improvements according to the Level and Step that he/she was hired.	A self-assessment is completed by the reviewee A corresponding assessment is completed by reviewee's direct manager 1-on-1 is held between reviewee and direct manager	Affirmation of reviewee strengths Areas for reviewee improvement A path toward the successful completion of probation	End of probation review set Reviewee: To implement any improvements recommended in the K-POC
Probation Review	Two weeks before the end of the probation period (6 months after reviewee hire date)	The Probation Review verifies a new employee’s performance at the end of probation according to the Level he/she was hired – confirming achievements and determining areas of improvement and possible additional coaching. By providing relevant feedback and suggestions at the 6-month mark, the new employee is equipped with the tools to advance and share knowledge and skills, and the direction to successfully contribute to Secure Group's strategic goals and objectives.	To determine whether employee performance has been sufficient to complete probation To provide relevant feedback and suggestions for improvement according to the related Level and Step.	Reviewee: Completes self- assessment on Small Improvements and discusses results 1-on-1 with direct manager HR (if requested): Facilitates 1-on-1 and issues any documentation, if necessary Direct Manager: Completes assessment on Small Improvements and discusses results 1-on-1 with the reviewee.	There are 3 possible outcomes for this Review: The employee is adherent to the Level & Step that he was initially hired and in this case, the employee enters the regular flow for the next evaluations. The employee doesn't meet the expectations of the Level & Step that he was initially hired. In these cases, most likely, we will not continue the employment contract. The employee exceeds in meeting the expectations from the Level & Step he/she was hired. In this case, a new level and step will be assigned and the salary will be adjusted accordingly.	To implement any improvements recommended in the K-POC.
Level & Step Review	Upon request	The Level & Step Review is an assessment that gauges an employee's performance as it relates to the execution of tasks, project roles and responsibilities, knowledge and skills advancement and sharing. The criterias of what's going to be evaluated is very well structured and transparent: For Individual Contributors Path For Managers Path	To assess an employee’s overall performance with respect to individual and team responsibilities, continuous learning and growth, and general conduct.	Reviewee (except those on probation / CAP): Completes self-assessment questionnaire on Small Improvements and discusses results 1-on-1 with direct manager HR (if requested): Facilitates Performance Review and issues formal documentation (if necessary) Direct Manager: Completes a questionnaire with respect to the reviewee's operational performance and discusses results 1-on-1 with the reviewee	There are 3 possible outcomes for this Review: The employee doesn't perform accordingly with the Level & Step that he/she is assigned in terms of skill inadequacy, roles, and responsibilities. In these cases, a K-POC is created with the employee in order for him/her to be responsible for making the determined changes until the next evaluation. The employee meets the expectations of his/her current Level. A new Step may be assigned and the employee re-enters the regular flow for the next evaluations. The employee succeeds in meeting the expectations from the Level & Step he/she is placed. In this case, a new level and step will be assigned and the salary will be adjusted accordingly.	To implement any improvements recommended the K-POC.
Peer Review	Upon request	It's an additional Review for the individuals following the Management Path. The assessment is completed by the manager's colleagues (Level 3 and UP), presenting an employee with constructive feedback regarding strengths, weaknesses, and areas for improvement. Carried out, along with the Level & Step Review for the Management Path, the Peer Review sheds additional insight into employee performance and paints a broader picture of the managers'development.	To provide an additional layer of insight into employee performance, as well as a broader overall picture to be evaluated in the Level & Step Review.	Peer Reviewer: Completes questionnaire, feedback on Small Improvements. Direct Manager: Chooses peer reviewer(s) and communicates results during Level & Step Review.	The Peer Review generates insights for best management practices and feedback to be used in the Level & Step Review.	To complete the Level & Step Review.
Strategic Contribution Review	Upon request	Analysis of an employee's contributions to Secure Group's strategic goals and objectives. The Strategic Contribution Review examines an employee's strategic initiatives, contributions with respect to company financial and operational measures, and task and project milestones. The format of this review is similar to Shark Tank.The Strategic Contribution Review is mandatory for employees following the Management Path and optional for the ones following the Individual Contributors Path.	To measure the scope and success of an employee’s contributions to Secure Group’s overall strategic goals and objectives	Reviewee: Prepares and presents a record of strategic contribution and discusses results 1-on-1 with the direct manager Direct Manager & Management Team: evaluates reviewee's strategic contributions Direct Manager: Discusses results 1-on-1 with the reviewee	Positive Strategic Contribution Review offers a potential biannual one-month salary bonus. Unfavorable Strategic Contribution Review generates no salary bonus and a K-POC focused in strategy.	To implement any improvements recommended in K-POC or to start preparing for the next review.

Individual Contributors Performance Evaluation Framework Visualization

Managers Performance Evaluation Framework Visualization

K-POC

K-POC from Secure Group

Management Model Golden Rules

On Progression or Stagnation in the Framework:

• Level and Step Reviews can be requested at any time, but we require that employees undergo at least one evaluation per year. Any less than that is unacceptable.
• If you start at Secure Group as a Level 1 or 2, you will have one year to Level UP.
• If you start at Secure Group as a Level 3, 4, 5 or 6, you will have one year to at least Step UP.
• If you are an average performer (defined as having 2 failed K-POCS in a row) we will pay you a 4-month salary to let you go.

On the assigned Level upon hiring:

• You can apply for positions that are a maximum of one Level UP from your assigned Level.
• If you do not meet the expectations of the Level you were assigned upon hiring, there are two possible outcomes:
  

- We make you an offer at the salary of your Level and you will get a K-POC with clear instructions on how to Level UP in the months ahead.
- You can refuse and we will let you go.

On Salary increase based on the market

• If your Framework had an increase based on the market, in your next evaluation we will re-adjust your salary according to the new Salary Grid. We expect you to step up one in this scenario.

On choosing the Path
When choosing a path or when you wish to change frameworks there are 3 criteria to be followed:

• Job has to be big enough: meaning, is there the need of a person with your seniority for the role at that moment?
• You have to be a superstar in your current role
• You have to be an ambassador of our Management Model

We believe the incredible performance of the right people deserves unlimited opportunities to grow and that high performance deserves high compensation.