Eisai EIL Employee Performance Management System PDF

EIL Employee Performance Management System Reinforcing PMS Training to Managers PMS Guide Managers Coaching Managers Assessment on PMS Agenda 1. Overview 2. Goals evaluation 3. Behavior evaluation 4. Mid-year performance review 5. Year end performance review 6. Condu...

EIL Employee Performance Management System Reinforcing PMS Training to Managers PMS Guide Managers Coaching Managers Assessment on PMS Agenda 1. Overview 2. Goals evaluation 3. Behavior evaluation 4. Mid-year performance review 5. Year end performance review 6. Conducting review meetings 7. Providing feedback 2 Objectives To give you a deeper understanding of the performance review process To provide guidance for you as managers through key stages of the process, such as target setting and having conversations on performance with your employees 3 As a supervisor, each of us is expected to… Differentiate Coach Align Engage Reward Refresh Develop 4 Key principles for performance review Ensure transparency Encourage high performance Enable development 5 Roles and responsibilities Stakeholders Responsibilities Responsible for understanding and delivering the expected standards of the role. Should fully prepare for and Employees commit to the performance review meetings Responsible for: Preparing for the performance review meetings Explaining the role requirements to the employee and agreeing on goals Supervisors Giving regular and accurate feedback in performance review meetings Ensuring that development activities resolve the identified development needs Taking into account feedback from managers, customers, and other stakeholders Responsible for ensuring that the performance review process is operated effectively and consistently within their Function heads business area. Act as role models for the performance review process Monitors and evaluates the performance review system across the organization. Reviews key elements of the performance review process, ensures that the system remains business-focused, monitors consistency of Human application and alignment with business performance, makes recommendations for improvements, encourages Resources best practices, and highlights poor practices. Provides on-going training on the system and guidance for employees and supervisors 6 Partnership Supervisor Employee Accountability Understanding & achieving objectives Seeking feedback 7 Overview of the performance review Performance management structure There are goals and behavior evaluations to evaluate both output and process. COMPANY GOALS DEPARTMENT GOALS INDIVIDUAL GOALS* (Output) BEHAVIOR (Process) + Finance Customer Essential Core compe- (1-2) (1-2) Values tencies for Operation Learning & Growth (2) each role (5-6) (1-2) (1-2) *Include both qualitative and quantitative goals 9 Weighting and reflection STI, salary increases, progressions and promotions will reflect the results of total evaluation, which consists of both goals and behavior. Except Grade 1 and 9, a common proportion is set for Goals : Behavior. GOALS BEHAVIOR Sum Average Total score Weighting Weighting Weighting Grades Goals (X) Behavior (Y) X% Y% G9 100% 0% Reflection G2-8 80% 20% Salary STI Promotion / Progression G1 50% 50% increase 10 Measurement A five-point scale will be applied to both goals and behavior scores. Ratings Goals score Behavior score Total score (a: Quantitative* / (Competency) b: Qualitative goals) Always demonstrates expected Significantly exceeds expectations 5 behaviors at a high level, and is Significantly exceeds expectations (a: 150% and more) regarded as a role model Meets all expectations, and exceeds Always demonstrates expected Meets all expectations, and exceeds 4 some behaviors while pursuing self- some (a: 125%-149.99%) improvement Meets expectations Always demonstrates expected 3 Meets expectations (a. 100%-124.99%) behaviors Partially meets expectations Expected behaviors are sometimes 2 Partially meets expectations (a. 80%-99.99%) demonstrated Does not meet expectations Expected behaviors are rarely 1 Does not meet expectations (a. Less than 80%) observed For quantitative goals, achievement ratios should be set in each affiliate based on the business needs in each job. 11 Refer to the figures as a regional guidance: Min. 80% Max.:150%; chart shows an example of an achievement ratio. Overall rating Each affiliate sets the numbers of goals* and their weight in goals How to calculate total score (Example: G3) evaluation while considering the incumbents’ roles. Overall rating guideline Goals Weight in Weighted Total Category Goals Score Sub. Weight Sub-total Goals score 1 4 40% 1.6 Finance 2 3 30% 0.9 5 4.51 or more Customer 1 4 10% 0.4 3.6 80% 2.88 Operation 1 4 10% 0.4 4 3.75.to 4.50 Learning & 1 3 10% 0.3 Growth Behavior Item Competency Score - - Avg. Weight Sub-total 3 2.85 to 3.74 Demonstrates hhc 3.5 3 and compliance Core values Focuses on customer 2 2.00 to 2.84 4 and patients Creates Strategies 3 - - 3.1 20% 0.62 Essential 1 Less than 1.99 Drives innovation 3 competencies Builds knowledge 3 The rating distribution for each score for each role Collaborates with could be adjusted based on the 3 others actual distribution of evaluation and budget control. *Generally setting 1 or 2 goals for each category is recommended. (Keep the criteria once it is set.) 12 Performance management cycle Goal setting Apr.- Jul. Mid-year review Sept.-Oct. Year-end review Feb.-Mar. Member Draft goals Conduct self- Discuss Conduct self- evaluation evaluation his/her progress and update the Discuss and goals if confirm goals needed Provide Review and Cascade the feedback * to discuss Provide People organizational the members evaluation feedback to Manager goals with the the members members Conduct Cascade the Review and Review and Function organizational finalize the finalize the reviews and finalize the head/ HR goals goals updated goals scores *It Includes action plan but not ratings 13 Goals evaluation Performance management structure There are goals and behavior evaluations to evaluate both output and process. COMPANY GOALS DEPARTMENT GOALS INDIVIDUAL GOALS* (Output) BEHAVIOR (Process) + Finance Customer Essential Core compe- (1-2) (1-2) Values tencies for Operation Learning & Growth (2) each role (5-6) (1-2) (1-2) *Include both qualitative and quantitative goals 15 Goal setting What is a goal? A goal is a set of individual performance targets which align directly with the team, department, or organization targets 16 Goal setting Importance of goal setting Why is goal setting important? Align actions with Prepare to Clarify expectations business plan and differentiate for team members strategy performance 17 Goal setting Process for PM and members Cascade goals Set goals Agree on goals Draft goals and its weight - Clarify outcomes which Member one should deliver Discuss and agree on - Set 1-2 goals in each goals and its weight category in BSC - Discuss contents, levels, and means to deliver the goals Cascade the - PM shows supports to People organizational goals Answer questions from members Manager Show clear expectation of members individual roles p Members understand p Members understand the goals and means p Members understand the outcomes required Checklist the organizational goals p Members are motivated for PM and their own roles p Members are ready to to achieve goals develop specific goals p SMART goals are set *Although the goals are mainly for individual performance, G5 and above should set two or more goals regarding team performance during the annual 18 performance review to reflect their role in a team. Workday Live Demo for Cascading of Goals 19 Goal setting Goal cascade Country manager sets and Company Strategic Priorities communicates the company’s business goals and strategic priorities Function heads align Department/Division Goals department/division goals with company business goals and strategic priorities Function heads allocate goals to Team Goals managers Managers agrees on goals with Individual Goals individuals 20  FY24 Strategic priorities (Country Manager) FY24 Department / Division Goals 21 Balanced Scorecard Framework & Recommended % In the true sense of Balance Scorecard, Goal Setting and Performance Review should achieve a balanced and fair focus on the 4 categories in our Regional HR Program. The Performance Review is intended to deliver and support the overall Organizational Goals regardless of the role. This is a guideline and a recommendation from ALA HR to achieve Balanced Scorecard and to mitigate risk and challenges during performance review and calibration process. This is “not a forced guideline” instead it is a proactive and alignment measure towards realizing the Balanced Scorecard principle. Maximum total weight Minimum total weight for for a category is 70% a category is 10% Balanced Scorecard Framework & Recommended % Examples Maximum total weight for Minimum total weight for a a category is 70% category is 10% This Balanced Scorecard Guidelines still allows flexibility to Country, Department, Managers and Employees to assign the Weight Percentage to 4 Categories (Finance, Customer, Operation and Learning & Growth) Sales Oncology Sales Neurology Marketing Urology Finance Finance 65% 40% 30% 20% Customer 10% 30% 30% 15% Operation 15% 20% 20% 50% Learning & Growth 10% 10% 10% 15% 23 Goal setting SMART S Specific Who, what, where, when, and how M Measurable Qualitative and quantitative indicators of expected performance A Ambitious but Achievable “Stretch” objectives to grow capabilities, with resources available to accomplish R Relevant Aligned with department objectives and reflective of customer needs T Time-bound The timeline for achieving the objective 24 Goal setting Writing goals Do what? To what? To what end? By when? (action verb) (affected subject) (desired results) (timetable) by 31st Increase number of sales by 25% December by responding to Ensure customer satisfaction all customer within 1 day enquiries S Specific M Measurable T Time-bound A Ambitious but Achievable R Relevant 25 Goal setting Sample KPIs for individuals Sales Marketing Support function Achieve growth by selling more Achieve growth by effective Realize optimal allocation and new products marketing plans effective utilization of resources Finance ü Revenue ü Market share ü Inventory control ü Revenue from new ü Revenue ü Selection of suppliers products ü Inventory turnover rate ü Design incentives schemes (Please refer to the next slide for more samples) Provide good customer Attract more customers to the Provide effective services to experience targeted products internal customers Customer ü Customer satisfaction ü Brand recognition ü Employee satisfaction ü Customer retention ü No. of new customers acquired ü Speed of response ü Frequency of customer ü Customer satisfaction by ü No. of tools/rules visits product introduced/improved Improve process of sales activities Improve process of marketing Improve process of admin. ü Utilize IT tools activities activities Operation ü Speed of response ü No. of KOL engaged ü Digitalization of admin. ü Cross-functional ü Cross-functional assignments systems assignments ü Information collected regarding ü Regional assignments AE/safety Enhance capability of self and the Enhance capability of self and the Enhance capability of self and the team team company Learning & Growth ü Training hours ü Training hours ü Training hours ü Development status of ü Development status of ü No. of trainings provided to team members team members the employees ü Participation in OJT (e.g. ü Participation in OJT (e.g. ü Participation in OJT (e.g. Gemba Session) Gemba Session) Gemba Session) 26 Goal setting Commonly used KPIs Finance Customer Operation Learning and Growth Total assets Customer satisfaction On-time delivery Training investment Total assets per Customer loyalty Average lead time per customer employee Market share Inventory turnover Average years of Profits as a % of total Customer complaints Reduction of research service assets Return rates and development Number of cross- Gross margin Price relative to expense (through trained employees Net income competition improving efficiency) Turnover Profit as a % of sales Number of customers Patents pending Employee satisfaction Revenue Marketing cost as a % Ratio of new products Motivation index Revenue from new of sales to total offerings Diversity rates products Brand recognition Response time to Empowerment index Return on equity Number of trade customer requests (number of managers) (ROE) shows attended Breakeven time Employee productivity Return on investment Complaints resolved Cycle time Training hours (ROI) on first contact improvement Timely completion of Cash flow Customer retention Products and services performance Total costs Percentage of revenue in the pipeline appraisals Debt from new customers Waste reduction Cross-functional Days sales in Time to market of new assignments receivables products Inventory turnover New products ratio introduced Average cost per Rework 27 transaction Goal setting Reference: Sample financial goals for support functions HR 1. Maintain 40% of hiring via Internal Job Posting, Employee Referral Program and Online job boards which is 75% lower compared to recruitment agency. 2. Enhance Employee Satisfaction Survey from 85%-90% through employee wellness and engagement activity to drive productivity and retention. 3. Reduce training material cost by introducing digital or web based training session for MRs and Product Specialist. 4. Activate online remittance for Government Mandated contribution to eliminate additional admin cost. 5. Maximize Campus recruitment for G2 Sales openings to manage labor cost. 6. Minimize multiple hand-offs for payroll related processes and approvals that will enhance productivity of Finance, SFE and HR team. Finance 1. Maintaining cash balance at an average of 125M to cover for the 3 months cash flow by maximizing payment terms with vendors and suppliers. 2. Proactively negotiable on favorable interest rate for idle cash that generate extra interest income. 3. Maintaining good and professional relationship with banks to secure special / premium client rate for trade settlements. 4. Maximize digital banking systems to drive efficiency and eliminate extra admin cost for manual transaction. 5. Ensure tax related processes, timeline and governance are strictly implemented to avoid tax penalty from government. 6. Drive automation in expense processing and liquidation that will free up admin time of Sales Team and enhance their productivity. Admin 1. Review 2-3 supplier to ensure best possible value for services and goods in the office. 2. Proactively arrange flights to secure best possible deals. 3. Ensure proper planning and alignment with marketing to avoid wastage and extra cost in the venue and materials. 4. Ensure “early bird” registration in company sponsorship. 5. Lowest price quotation for marketing and promotion requirement like plane tickets, promotion materials, printing collaterals, etc. 6. Maximize internal resources first before we engage vendor services or outsourcing. 28 Goal setting How to set goals and KPIs with BSC (e.g. Sales, MR) Translate the organizational What do you have to do well to goals into actions while achieve these goals? Translate considering these questions them into appropriate KPIs Key questions Goals KPIs What financial steps are Realize sales of 100% vs ü Sales of product A Finance necessary to ensure the business plan for product A execution of our strategy? Who are our targeted Engage more doctors and ü No. of doctors engaged in the customers, and what is our patients in sales activities targeted hospitals Customer value proposition in serving Attract new hospitals by ü No. of patients enrolled in the them? increasing touchpoint patients’ access program ü No. of calls (rate of call activity) to new hospitals To satisfy our customers and Responding to all customer ü Response time Operation shareholders, at what enquiries within one day ü No. of complaints from customers processes must we excel? What capabilities and tools Acquire new knowledge of ü Training hours Learning & Growth do our people require so that diseases and products ü Test scores (if applicable) they will be able to execute our strategy? 29 Goal setting How to set goals and KPIs with BSC (e.g. HR manager) Translate the organizational What do you have to do well to goals into actions while achieve these goals? Translate considering these questions them into appropriate KPIs Key questions Goals KPIs What financial steps are Realize optimal allocation of ü Contribution to new schemes Finance necessary to ensure the personnel cost by implementing (Qualitative judgment) execution of our strategy? new incentive schemes effectively ü Change in turnover rate of key talent Who are our targeted Achieve high comprehension ü Results of employee surveys (if Customer customers, and what is our rate of the new HR program applicable) value proposition in serving Respond faster to employee ü No. of complaints received from them? requests employees To satisfy our customers and Improve HR processes by ü No. of systems improved Operation shareholders, at what digitalizing the relevant HR ü Contribution to smooth processes must we excel? systems implementation (Qualitative judgment) What capabilities and tools Strengthen the learning ü No. of new trainings provided to Learning & Growth do our people require so that culture in the organization by employees they will be able to execute providing new trainings and ü Change in training hours for all our strategy? encouraging employees to employees take courses 30 Checklist ü Direction and priorities for the business area set for the year ahead ü Individual’s objectives set to reflect business goals ü Objectives set using the SMART model, each linked to the category of finance, customer, operation, and learning & growth. ü The process through which the employee will achieve those objectives clarified ü Appropriate messages given to poorer performers about what is expected of them ü Motivating stretch objectives given to strong and high performers 31 Behavior evaluation Performance management structure COMPANY GOALS DEPARTMENT GOALS INDIVIDUAL GOALS* (Output) BEHAVIOR (Process) + Finance Customer Essential Core compe- (1-2) (1-2) Values tencies for Operation Learning & Growth (2) each role (5-6) (1-2) (1-2) *Include both qualitative and quantitative goals 33 What is BEHAVIOR? Behaviors are the attributes that individuals must have, or must acquire, to perform effectively at work. They are focused on how you perform and deliver against your objectives 34 Common competencies in ALA Demonstrates hhc and compliance Focuses on customers and patients Competency Core values hhc and compliance Customer-focused Perspectives Integrity Patient-centric Creates strategies Drives innovation Strategic thinking Entrepreneurship Insights and analytical thinking Innovation excellence Essential Drives execution Builds knowledge competencies for each role Effective planning Industry expertise Result-oriented Self-directed learning Coaches and develops others Collaborates with others Coaching (Apply only Communication Talent development for PM) Teamwork 35 Definition and expected behaviors 1. Demonstrates hhc and compliance Demonstrates hhc Demonstrates Eisai’s commitment to hhc and compliance and gains the trust of others by taking responsibility for and compliance own actions. Support Staff Staff Manager Function Head (Grade 1) (Grade 2-4) (Grade 5-6) (Grade 7-8) Serves as a role model in Sets examples and encourages embodying the Eisai's mission of 1) hhc and Understands and follows hhc and Commits oneself to take actions in others to demonstrate hhc and hhc and compliance and compliance* compliance. alignment with hhc and compliance. compliance. consistently promotes strategies in line with that commitment. Models, leads, trains, and motivates Maintains confidentiality regardless peers to have a high level of of pressure from others, and admits Respects confidentiality, tells the Sticks to the truth and persistently trustworthiness. Demonstrates mistakes and takes a stand based 2) Integrity truth, and admits mistakes in low on principles and values in spite of maintains confidentiality regardless strength of integrity in the business risk situations. of pressure from others. decision-making to harness and the potential for negative cultivate behavior across the consequences. organization. *To dedicate 1% of one’s working time to carrying out hhc activities is the minimum requirement for all employees across the levels. 36 Definition and expected behaviors 2. Focuses on customer and patients Focuses on Ensures customer satisfaction by thinking from the customers’ point of view and acting quickly, while putting the customer and patient first in every customer interaction. patients Support Staff Staff Manager Function Head (Grade 1) (Grade 2-4) (Grade 5-6) (Grade 7-8) Demonstrates understanding of Creates opportunities to strategize Supports analysis of customer Strives to learn about the customers' current needs and with customers, showing how their 1) Customer- requirements and delivers results organization's customers and the future priorities and develops needs can be met by Eisai, and focused that meet or exceed customers' industry. value-added solutions to ensure ensures continued customer expectations. customer satisfaction. satisfaction. Consistently evaluates and chooses the ethical and Considers the interests of patients Holds others accountable for appropriate course of action when and/or caregivers when making making decisions, setting the working directly or indirectly with Strives to learn about the interests decisions, solving problems, and direction, or developing products, 2) Patient-centric of patients and/or caregivers. interacting with others. Connects patients and/or caregivers. programs & services that are in the Incorporates changes and impact of job in the welfare of the best interest of patients/and or improvement at work to address patients. caregivers. the needs and boosts the benefits to patients. 37 Definition and expected behaviors 3. Focuses on customer and patients Creates Analyzes various information and establishes appropriate strategies in line with the objectives of one's team or Strategies organization. Support Staff Staff Manager Function Head (Grade 1) (Grade 2-4) (Grade 5-6) (Grade 7-8) Creates strategies for the affiliate based on a careful analysis of Is aware and understands the customers, markets, competitors, strategic direction of ALA and resources, and a deep 1) Strategic N/A N/A offers valuable inputs to understanding of regional thinking management to create strategies strategies in ALA. Anticipates in the affiliate. changes, proactively addresses the risk/challenges and creates sustainable business strategy. Uses a variety of analytical Employs a data-driven approach to techniques to solve problems and Gathers and analyzes relevant Collects data and relevant facts to evaluating business opportunities sees connections or patterns that 2) Insights and information to plan a course of identify causes and draw solid or to reach business decisions. are not obvious to others. analytical thinking action to achieve daily work on conclusions for implementation Balances qualitative and Articulates and explains the their own. and application. quantitative data or information in methodology and concept used to the decision-making process. derive solutions. 38 Definition and expected behaviors 4. Drives innovation Drives innovation Creates and tries new ideas and approaches by identifying better solutions and exploring hidden opportunities. Support Staff Staff Manager Function Head (Grade 1) (Grade 2-4) (Grade 5-6) (Grade 7-8) Is able to see things from different Sifts through a wide range of Creates a culture where ideas and 1) angles and offers workable internal and external information, suggestions are encouraged and Entrepreneurship solutions or suggests improvement spotting patterns or trends that nurtured. ideas in the group. create new solutions. Is intellectually curious about new approaches to problems or opportunities. Searches for further information on Shares new approaches from Accepts constructive criticism, leading-edge solutions and inside and outside the organization 2) Innovation explores and tries new things develops own concepts and with others to promote knowledge excellence related to own job to achieve better solutions to add value to the exchange within the organization. ways of working. achievements of one's team or Fosters and leads innovation from organization. people, process and systems. 39 Definition and expected behaviors 5. Drives execution Develops plans to achieve the short and long term objectives of one's team or organization effectively, and Drives execution implements those by focusing on results and overcoming obstacles, if any. Support Staff Staff Manager Function Head (Grade 1) (Grade 2-4) (Grade 5-6) (Grade 7-8) Develops plans to achieve Plans adequate schedules and Develops action items for one's organizational long-term objectives 1) Effective clarifies action items to complete team that lead to the achievement while consistently identifying sub- planning own work effectively and achieve of the team's short and long-term goals and action items that are one's team's short-term objectives. objectives. realistic. Applies steady attention to routine work. Anticipates major roadblocks Follows through on most Identifies tasks or procedures that including potential risks in the assignments to their completion should be streamlined in a team organization and finds ways to 2) Result-oriented and asks help from others when and continuously tackles tough avoid them by utilizing various needed. work challenges on their own. resources in the organization or ALA. 40 Definition and expected behaviors 6. Builds knowledge Understands the business and market deeply, builds and advances knowledge, insights, or skills to improve Builds knowledge operations and performance. Support Staff Staff Manager Function Head (Grade 1) (Grade 2-4) (Grade 5-6) (Grade 7-8) Has broad knowledge of the Has specialized knowledge Has a deep understanding of the 1) Industry pharma industry and market in regarding the pharma industry pharma industry and business in expertise own country by utilizing various and/or their own assignments. the ALA regional market. resources. Engages in building knowledge necessary to complete own work. Builds internal and external Acts on their own to advance own Keeps up to date on professional relationships to gain and check 2) Self-directed professional and technical and technical knowledge and skills information regarding strategies learning knowledge and skills by utilizing by utilizing both internal and and also establishes an internal relationships. external relationships. environment to share own knowledge inside the organization. 41 Definition and expected behaviors 7. Coaches and develops others (Only apply for PM) Coaches and Identifies the developmental needs of others and implements the necessary measures to support their growth. develops others Support Staff Staff Manager Function Head (Grade 1) (Grade 2-4) (Grade 5-6) (Grade 7-8) Coaches and motivates Provides one to one support to employees, identifying and employees across all organization 1) Coaching providing opportunities to develop levels, and able to train others in skills. Sets action plans and coaching techniques. measures for follow-through. N/A N/A Always encourages increased Creates a learning culture where autonomy, and gives feedback to development is a priority at all encourage ongoing development levels in the organization. 2) Talent in a team. Consistently and Proactively drives talent development objectively assesses talent development agenda for the capability and skills and organization to remain competitive recommends intervention to and sustainable in talent support employees. management. 42 Definition and expected behaviors 8. Collaborates with others Collaborates with Promotes mutual collaboration by expressing own opinions clearly, sharing information, and listening to others with others respect. Support Staff Staff Manager Function Head (Grade 1) (Grade 2-4) (Grade 5-6) (Grade 7-8) Communicates in a clear and Ensures open and thorough Personally takes the lead in concise manner and listens communication even in difficult creating an environment that carefully so as to accurately situations. Presents ideas and encourages open and honest Expresses own thoughts and understand the message being 1) Communication listens to others with respect. communicated. Maximizes various concepts with ease and communication at all levels in the confidence. Addresses questions organization. Fosters safe and communication channels to deliver with effective and clear details that harmonious exchange of thoughts the message and information with would resonate to people. and ideas in the organization. clarity and effectiveness. Identifies opportunities to bring Promotes mutual collaboration Participates willingly toward others together to share Responds to requests to work in a among different teams or accomplishing group goals while information; ensures people are 2) Teamwork collaborative manner by providing demonstrating respect for team supporting each other departments while encouraging input when required. diversity & inclusion of ideas in the efforts. appropriately; encourages the organization. exchange of ideas. 43 Checklist ü Behaviors that the employee will work to improve identified ü Appropriate messages given to poorer performers about what is expected of them ü Motivating stretch objectives given to strong and high performers 44 Conducting review meetings 45 MID-YEAR REVIEW 46 Mid-year review Once the goals have been drafted, it is important to regularly review: 1. Whether those goals are still appropriate, and update as necessary 2. The employee’s progress, and provide feedback The mid-year review comments must be recorded 47 Mid-year review As a supervisor, your key responsibilities include: Having regular catch-ups with your employees through the year to discuss progress and provide feedback Supporting mid-year reviews to provide feedback on progress in the year to date, and identifying areas for focus in the second half of the year Supervisor Employee reviews and comments on discusses in progress mid-year review meeting 48 Mid-year review Meeting structure These 6 steps provide a structure for the mid-year review meeting: Ø Open by introducing the purpose, approach, and agenda Ø Share any facts necessary for the review Ø Review what has gone well Ø Assess what has gone less well, and what lessons have been learned Ø Develop suggestions to build on strengths, and address any identified improvement areas Ø Close by agreeing on an action plan 49 Mid-year review Getting the most out of the mid-year conversation OPEN Step Possible questions to ask Possible phrases to use Step 1 Identify the outcome you What would you like to accomplish, I would like to discuss your progress want from the discuss, resolve, achieve, or solve in this against the objectives for the last six conversation. mid-year review conversation? months. Here is what I would like to accomplish, discuss, achieve, resolve, or solve at this meeting. 50 Mid-year review Getting the most out of the mid-year conversation ENGAGE Step Possible questions to ask Possible phrases to use Step 2 Share any facts that are Tell me about your progress to date. Here is what I have observed to date… relevant, observable, and How do you see the current situation? mutually agreeable. Step 3 Review what is going well What progress have you made towards Here is what I have observed that is and can be built on. your objectives? going well… What is working well right now? What you have accomplished is really important because…. To exceed on this objective I would recommend that you…. 51 Mid-year review Getting the most out of the mid-year conversation ENGAGE Step Possible questions to ask Possible phrases to use Step 4 Review what is not going What is not working well? The gaps between what I expect and well and the lessons What have you learned to date from what I see are…. learned to address the those experiences? From what I have observed, the identified improvement What areas are you going to improve? following areas require improvement…. areas. What are you disappointed in to date In order to make sure you achieve your based on your progress against your year-end objectives, I would like to see objectives? What concerns you most more of…or less of…. about these? To become eligible for a Strong rating, you need to…. Step 5 Probe for suggestions to What suggestions do you have to I would suggest you partner with so-and- build on strengths and address the issue(s)? What else could so to learn more about…. address improvement you do? Here is what I have seen work really well areas. What is going to be most important to in addressing the issue you identified. you in addressing improvements? What It is important to me/you/the organization are the pros and cons of each option? that you build on these strengths/address these improvements 52 Mid-year review Getting the most out of the mid-year conversation CLOSE Step Possible questions to ask Possible phrases to use Step 6 Agree to an action plan, What are the specific actions you plan to I need you to commit to implementing confirm commitments, take? Tell me how you plan to approach these actions. I would like to review and review support delivering each of your objectives. What your progress on a monthly basis. requirements and planned are the next steps? follow-up activities. Please update the section on objectives What possible obstacles do you and progress on the form as per our anticipate, and how might you address discussion. them? How will you measure your progress? What support do you need? 53 Mid-year review Checklist ü Discussion about the employee’s progress against objectives and their behaviors for the last six months completed ü Review of what is going well and can be built on completed ü Review of what is not going well and can be built on completed ü Areas of focus for the next six months identified ü Action plan and follow-up activities agreed upon 54 Mid Year Review Live Demo in Workday 55 YEAR-END REVIEW 56 Year-end review As a supervisor, your key responsibilities include: Reflecting on your experience working with the employee Providing feedback and determining the overall performance rating Participating in calibration meetings by HOD’s. Employee Employee assesses and HOD own supervisor Supervisor HR confirms participates performance discuss proposes final rating in calibration and enters performance rating for employee discussions comments in year-end into form meeting 57 Year-end review Meeting structure These 6 steps provide a structure for the end of year review meeting: Ø Open by introducing the purpose, approach, and agenda Ø Share any facts necessary for the review Ø Review what has gone well Ø Assess what has gone less well, and what lessons have been learned Ø Develop suggestions to build on strengths, and address any identified improvement areas Ø Close by agreeing on an action plan 58 Year-end review Getting the most out of the year-end conversation OPEN Step Possible questions to ask Possible phrases to use Step 1 Set the right What would you like to accomplish, discuss, I am glad to have this opportunity for us to climate for the resolve, achieve, or solve in this year-end review your contributions to this year’s conversation, review conversation? strategic priorities; we have had many and plan the conversations along the way. approach and What would you like to achieve as a result of agenda for the this year-end review conversation? As we go through, please cite evidence/facts conversation to support your point of view; I shall do the same. We will then determine together what else can be done to help you be successful. 59 Year-end review Getting the most out of the year-end conversation SHARE Step Possible questions to ask Possible phrases to use Step 2 Share any facts How do you feel about your performance for Here is what I have observed to date. that are relevant the year? to the Based on the data and feedback, here is how assessment How well would you say that you have done key stakeholders and I see your performance in meeting the agreed objectives? What through the year. specifically have you accomplished on each of your objectives? What concerns or circumstances should I be aware of in relation to your performance this year? 60 Year-end review Getting the most out of the year-end conversation REVIEW Step Possible questions to ask Possible phrases to use Step 3 Review what From the activities you have worked on this Here is what I have observed that has gone has gone well year, what went well? What were the lessons very well. and should be learned? continued next I am really pleased with your performance in year What was important to you about what the following areas as demonstrated by…. worked well this year? I see you strengths and unique contributions What skills and attributes have you used to as…. accomplish your objectives this year? It is clear to me and stakeholders that you What would you say are your strengths? How have a talent for…. can we better utilize them? We really appreciate your…. 61 Year-end review Getting the most out of the year-end conversation REVIEW Step Possible questions to ask Possible phrases to use Step 4 Review what is From the activities you have worked on this The gap between the agreed-on expectations not going well, year, what has not gone well? and your performance this year is…. the lessons learned, and What have you learned from the experience? From what key stakeholders and I have what will be observed, the following areas require done differently Based on your insights from this year, what improvement. next year would you do differently next year? In order to make sure you are successful next What can I do differently to support you? year, I would like to see you do more of…or less of…. What resources do you need in order to improve performance? 62 Year-end review Getting the most out of the year-end conversation PLAN Step Possible questions to ask Possible phrases to use Step 5 Discuss and What ideas do you have on how to address Share similar personal experiences and document your development areas or strengths to lessons learned, if appropriate. suggestions to enhance? build on It will be important for me/you/the strengths and Who might you use as a subject matter organization for you to improve on… address any expert or coach to help you next time? identified I would suggest you partner with so-and-so to improvement learn more about…. areas Here is what I have seen work really well in addressing the issue you identified. I would recommend that you… 63 Year-end review Getting the most out of the year-end conversation CLOSE Step Your view - My view - Possible questions to ask Possible phrases to use Step 6 Agree to an What are the next steps? Identify any possible obstacles/challenges to action plan, effectively implementing the action plan, and confirm What possible obstacles do you anticipate, how you will provide support in addressing commitments, and how might you address them? these. review support requirements, How will you measure your progress? Agree to incorporate comments into next and plan follow- year’s performance as appropriate. up activities What support will you need to be successful? 64 Year-end review Checklist ü Employee self-assessment completed ü Objectives set at the start of the year reviewed, along with evidence as to how they have been achieved ü Developmental feedback identified ü Plan formulated regarding the structure of the discussion, particularly how to share the feedback ü Preparations made for potentially negative reactions to the feedback ü Meeting set-up examined to ensure that it provides the right environment for the discussion 65 65 Year-end Review Live Demo in Workday 66 Measurement Criteria 67 Measurement Criteria for goals score Ratings Goals score Criteria for quantitative goals* Criteria for qualitative goals (Sample) WHAT was achieved? HOW was it achieved? Required minimal direction to Consistently went above and accomplish goals Significantly exceeds beyond agreed-upon goals Identified and/or completed 5 Meet 150% or more of goals Performed far above the complex projects beyond the expectations requirements of the role expectation of the role Is a role model Consistently exceeded agreed-upon Required limited direction to Meets all expectations, goals accomplish goals 4 Meet 125%-149.99% of goals Performed above the requirements Contributed to business objectives and exceeds some of the role beyond the expectation of the role Consistently met agreed-upon goals Performed the full scope of the role Required normal supervision and 3 Meets expectations Meet 100%-124.99% of goals and met all major role requirements follow-up to accomplish goals and Handled additional tasks or role requirements responsibilities as needed Sometimes met agreed-upon goals Required close supervision and Partially meets Required improvement on some follow-up 2 Meet 80%-99.99% of goals key aspects of the role Required action for performance expectations Performed below expectations improvement Did not accomplish agreed-upon Required constant supervision and Does not meet goals on time or up to expected follow-up 1 Meet less than 80% of goals standard Performance improvement plan is expectations Did not meet role requirements needed or in place *For quantitative goals, achievement ratios should be set in each affiliate based on the business needs in each job. 68 Refer to the figures as a regional guidance: Min. 80% Max.:150%; chart shows an example of an achievement ratio. Measurement Potential rating biases The halo effect occurs when an appraiser When managers rate employees one after attaches too much significance to a single factor Contrast another, the rating of an exceptional performer Halo Effect of performance and gives similar ratings on or a very good performer could affect the other performance elements. This leads to an Bias subsequent ratings of other individuals. unbalanced performance assessment. Personal beliefs, assumptions, preferences, Appraisers often have tendencies; some and lack of understanding about a person can managers are very strict or conservative in their lead to an unfair evaluation. It is especially Tendency ratings and generally give low scores in their Personal important to be aware and sensitive to possible Bias evaluations, while others may rate their Bias biases, prejudices, and stereotypes when subordinates very liberally or play safe by rating making judgements about employee them around the average rating. performance. Performance is assessed for a specific period. ü Focus on the facts and evaluate the employee’s Recency People may not perform uniformly throughout progress against each goal that period due to numerous factors. Often, Bias recent events tend to overshadow the overall ü Observe subordinates regularly throughout the year performance. ü Be always aware that performance review is about developing talent 69 Measurement Criteria for behavior score Ratings Behavior score Criteria for the competency Consistency Originality Role model Always demonstrates expected Observed as demonstrating Observed as a role model 5 behaviors at a high level, and is a high level of originality for other employees regarded as a role model Observed as pursuing self- Always demonstrates expected improvement (e.g. observed 4 behaviors while pursuing self- Always observed in new ways and/or in improvement different situations) Always demonstrates expected 3 behaviors Not observed Expected behaviors are 2 Sometimes observed Not observed sometimes demonstrated Expected behaviors are rarely 1 Not observed observed 70 Setting behavioral expectations Recommended approach for discussing behaviors 71 Questions? 72 Providing feedback Phrases to use When you said…. What do you recommend as next steps? Let me check, do you remember it differently? How did you see it? The way I was impacted… When you presented… Given this, we agree to… What would you suggest? What I expect… I suggest you try….. I would consider saying/doing… The impact that had on them was…. Did you get the result you wanted? During the meeting I remember you… You might think about… I noticed the impact on the team… 74 Providing feedback Situation Start Behavior Stop Impact Continue 75 Providing feedback Common reactions to feedback “It isn’t “It didn’t “…” that important.” happen that way.” “It’s not my fault.” “How dare you?” “Whatever.” Silent Blamer Dismisser Emoter Arguer Grinner 76 Providing feedback Handling reactions to feedback Proactive planning Give a pre-prepared Have facts ready assignment Silent Dismisser Emoter Arguer 77 Providing feedback Handling reactions to feedback Handling it in the moment Schedule another Ask them to repeat meeting your message Emoter Grinner 78 Providing feedback Creating the right environment Here are some key tips which you may wish to follow to create the right environment: Ø Ensure the location of the meeting is quiet, private, and without distraction Ø Manage the meeting (i.e. timing, structure, and flow of discussion) Ø Listen more than talk – use open-ended questions Ø Listen attentively and with an open mind Ø Use praise where it is due Ø Stick to facts not opinions Ø Be prepared to receive as well as give feedback 79 Providing feedback Giving feedback to a poor performer The purpose of providing feedback to a poor performer is to establish: Ø CLARITY about what they need to change and what support is available Ø COMMITMENT to improving performance Ø UNDERSTANDING of what will happen if their poor performance continues Think about the reasons for why you are seeing poor performance. It could be that the employee is: Ø Good at certain things, but not others Ø Lacks the necessary capabilities or skills for the job Ø Is unmotivated or lacks interest Ø Is distracted by challenges at home Ø Is a poor fit with role requirements / has been assigned the wrong job 80 Providing feedback Checklist ü Balance your feedback between praise (supporting or reinforcing feedback) and critique. Don’t exclude the positive, even if it’s a strength that he/she is already aware of ü Provide specific examples of behavior (not generalizations) ü Avoid first/last impressions ü Provide feedback in a timely manner – don’t wait until mid or end year reviews ü Own your feedback. Be assertive and say, "This is what I think" rather than "We all think…" ü Be trustworthy. Feedback will only be accepted and acted upon when there is trust between the supervisor and the individual 81 Thank you 82