PERFORMANCE RATING GUIDELINES

5
4
1 2 3 Significantly
Rating Exceeds
Unacceptable Needs Improvement Meets Expectations Exceeds
Expectations
Expectations

Definition Delivers unacceptable Meets some, but not Meets expectations of Exceeds expectations Significantly exceeds
performance all, expectations of the the role of the role and can expectations on almost
Requires immediate role May occasionally handle more complex every required task of
and sustained Needs improvement exceed expectations of responsibilities or tasks the role
improvement on some tasks the role
Fails to demonstrate
Mercer’s PRIDE
values or MMC’s Code
of Conduct, or fails to
follow policies or
practices

WHAT was Did not meet role Sometimes met Consistently met Consistently exceeded Consistently went
achieved? requirements agreed-upon goals and agreed-upon goals and agreed-upon goals and above and beyond
(performance Did not accomplish role requirements role requirements role requirements agreed-upon goals and
and agreed-upon goals on Required improvement Performed the full Performed above the role requirements
developmental time or up to expected on some key aspects scope of the role and requirements of the role Performed far above
goals) standards of the role met all major role the requirements of the
Performed below requirements role
expectations Handled additional
assigned tasks or
responsibilities as
needed

HOW was it Required constant Required close Required normal Required limited Required minimal
achieved? supervision and follow- supervision and follow- supervision and follow- direction to accomplish direction to accomplish
(professional up up up to accomplish goals goals and role goals and role
behaviors, Performance Required action for and role requirements requirements requirements
competencies, improvement plan is performance Contributed to Identified and/or
and values) needed or in place improvement (this may business objectives completed complex
include a performance beyond the projects beyond the
improvement plan) expectations of the expectations of the
role role
Is a role model Is a role model

• Colleagues are accountable for delivering results –and for doing so in the right way. In significant cases of over-performance or under-performance on non-financial expectations, managers can
use discretion to adjust performance ratings up or down by one rating.
• All ratings are preliminary and will undergo calibration against peers. Final ratings are provided in February when compensation is announced.
• Employees who join Mercer on or after October 1 are deemed to be Too New to Rate.
• Subject to Works Council agreement in some countries.