Achievement Development Process(ADP).ppt

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1、Achievement & Development Process (ADP),Outcomes of Session,Understand your role in a Performance Management Process Understand the four elements of the Achievement and Development Process - Goal Alignment - Continuous Feedback - Summary Discussion - Human Resource Review,Why have a Performance Mana

2、gement Process?,Clear Expectations of the Individual Aligned Goals Clear Performance Understanding Career Development Plan Plan for Individual Improvement in the position Evaluate Corporate Resources (individuals) Individual Income Management Manage individual Expectations Open two-way Communication

3、,Career Development,Staffing Strategy,Compensation Strategy,Balanced Measures,Performance Management Components,Performance Management,Achievement & Development Process,Training & Development,Elements of ADP,Goal,A desired result that increases customer satisfaction and/or improves processes to atta

4、in business objectives;A desired result that contributes to employee growth and development,What is Goal Alignment?,Process used at all levels of the organization for setting goals that are consistent with and supportive of with the goals of: the next level up and down - Vertical key customers - Ext

5、ernal key partners within the company - Horizontal,Goals/COTs - Definition,Business Goals: macro, high level, business results/objectives; there can also be higher level business unit/process area goals Individual Goals: Your business unit/process area objectives that support the Business Goals. Cri

6、tical Operating Tasks: specific actions key to the achievement or in support of corporate or business/process area goals,ADP Goals/COTs drive.,Individual / team accountability for achievement of results performance “pay for performance” compensation through merit increases and incentive pay,Goal Set

7、ting/COT Alignment Process,Constructing A Goal/COT Statement,Answers the question: “What am I/are we committed to achieve?” Begins with a concrete, action word Focuses on what is to be achieved and when, not how it is to be accomplished Is objective, clear and concise Is specific with timing,Effecti

8、ve Goal/COT Development Checklist,Specific.describes end results Meaningful.contribute to accomplishment of business goalsAligned with other goals.linked with higher level goals team and individual results,Vertical Goal Alignment Example,Corporate Goal,Achieve sales of “X” dollars for (year),Achieve

9、 sales of “Y” dollars during (year),Western Region Goal,Gain additional market share by July, (year)as follows: Missouri: 40% Texas: 42%,Identify 10 new target accounts and convert at least 5 by (year),Business Unit Goal,Sales Representative COT,Horizontal Goal/COT Alignment Example,Western Region G

10、oal,Gain additional market share by July, (year) as follows: Missouri: 40% Texas: 42%,Elements of ADP,Continuous Feedback Review,What is Continuous Feedback? Leaders role Continuous Feedback Process feedback sources feedback topics soliciting feedback good feedback development planning,What is Conti

11、nuous Feedback?,Process for individuals and teams to collect feedback from managers, peers, co-workers, customers, and suppliers to assess performance against goals, customer satisfaction, and developmental needs Feedback is continuous and collected on an on-going basis via informal and formal means

12、 Feedback should capture both the “what” and “how” what was achieved how was it accomplished,Benefits Of Continuous Feedback,Allows employees to collect specific, actionable information directly from individuals with whom they work most closely. This information can be used to improve: individual pe

13、rformance work processes relationships with others,Continuous Feedback Process,Evaluate Progress,A Feedback Source is someone who.,you work with on a regular basis can provide information about how your work is going is familiar with your goals/COTs and achievement toward them,Possible Feedback Sour

14、ces,Your feedback sources should include: yourself your leader peers & colleagues team members cross-process team members internal and external customers/suppliers,Feedback Topics,Progress on goals/COTs Meeting your customers needs & expectations Interpersonal skills Work habits Quality of work Lead

15、ership characteristics and job competencies,Formal Surveys,Two versions: leader (also two versions; cost) individual contributor (no cost) Available electronically via HR Online,Good Feedback,Is informal and ongoing Relies on combination of sources and methods used to collect it Comes from asking op

16、en questions Depends on active listening Is specific, based on examples, and actionable Develops over time Usable for improvement,Receiving Feedback,Listen attentively Remain calm, objective, and open-minded View all information as potentially useful Ask for specific examples Avoid rejecting, defend

17、ing, or justifying Paraphrase or summarize to clarify understanding View it as a challenge & opportunity for development Thank the person for the input Give the feedback time to digest,Giving Feedback,Begin by using the word “I”. State your Feelings Describe the Behavior in specific terms Be prepare

18、d to give Examples Give the Reasons for your feelings Explain What you would like the other person to do Ask for Agreement,Competencies,Categories of behaviors key to roles performed at OC Typically used during interview process Examples: communication teamwork problem solving customer focus Use the

19、se in soliciting feedback and to outline strengths & areas for development,Elements of ADP,Achievement and Development Process,Goal Alignment,Continuous Feedback,Summary Discussion,Human Resource Review,What is a Summary Discussion?,Leader and employee have a discussion on the following: performance

20、 against goals summary of feedback collected, how those learnings were applied strength/development area identification career growth (short and long term) development needs and plan Formal documentation once per year (based on reviews during the year),Characteristics,Leader and employee both prepar

21、e and discuss Leader acts as coach Each business determines the timeframe Focuses on achievements and development Forward looking new goals/COTs for the year development needs & career objectives Leader and employee share feedback,Preparation,Summarize overall performance & achievements against goal

22、s/COTs feedback received Identify: strengths & developmental areas Tie to Competencies career planning (short & longer term) development needs/actions possible new goals/COTs Use common electronic format for summary discussion,Goal/COT Alignment,Competencies,Supporting Tools: Leadership Characterist

23、ics 10 Characteristics that have been identified by the Sr. Leadership Team Job Competencies Also known as Targeted Selection interview dimensions Competencies by Function Provides selected Characteristics and Competencies that should be reviewed for employees in specific functions.,Position Descrip

24、tion,The ASM is responsible for development and implementation of a territory business plan defining distribution, product, pricing and promotional strategies (including System Thinking concepts and processes) for designated retailers and distributors of Owens Corning building material and composite

25、 products. This position drives the generation of sales growth for the Roofing, Insulation, Composites and Exterior Systems Business Units within the assigned area which may have approximately $8-$10 million in annual sales volume. Strategies include account conversions, product upgrades, new produc

26、t introductions and effective use of internal and external sales support resources to build customer partnerships. The ASM works with product and sales teams including a customer service support team for the region. The ASM manages local pricing to build profitable businesses across multiple product

27、 lines. Building customer relationships is key to delivering outcomes, along with working through a variety of markets and channels of distribution. The product mix includes glass, insulation, roofing, foam, siding, and windows. The markets and channels of distribution include one and two step distr

28、ibutors; buying co-ops, retail store chains, and national accounts. Performance requirements include achievement of sales commitments by business unit; emphasis on profitable product mix; focus on the customers customer; and management of expenses within a budget. Key competencies include tenacity,

29、problem solving, risk taking persuasiveness, responsiveness, independence, customer focus, work standards, teamwork, and communication skills.,Leadership Characteristics,Catalyst for Change Good Listener Communicates Openly and Seeks Information Creates Teamwork Climate Seeks Personal Growth,Persona

30、l Confidence Personal Integrity Encourages Individual Dignity Sense of Urgency Sense of Humor,Competencies,Leaders Role,Initiates process and schedules final review Preparing for discussion as employee does Responsible for seeing that all elements are covered Provide own feedbackReality check on per

31、formance results, strengths/development areas, career objectives & development plans Coach employee Ensure Summary Discussion Form is documented and signed,How does my evaluation affect my pay?,Performance evaluation is one tool that is used in determining an employees merit pay. Focus on past year

32、performance, multiple input from multiple levels Overall achievement Look at contributions to assignments; were improvements made or were processes done more efficiently Other items include: Current salary in relation to market value and band ranges Amount of time since last increase Allocated salar

33、y budget,The Bands,Administrative,$15,000 to $55,000,Technical,$20,000 to $70,000,$30,000 to $100,000,$50,000 to $140,000,$65,000 to $175,000,$90,000 to $300,000,$120,000 to $520,000,Supervisors, Professional, Analysts,Managers, Senior Individual Contributors,Leadership,Senior Leadership,Officers,8,

34、7,6,5,4,3,2,Compensation Goals,Reward fairly for your contribution to Owens Cornings success Provide a competitive compensation package Align compensation with individual and Company performance Provide flexibility for both the Company and you,Both allow for peer group specification Other surveys ma

35、y be used for specialized positions,Major Surveys,Used to determine market values Organizational Resource Counselors (700 companies)Hay PayNet - Next generation of Hay survey data (500 companies),Determining Merit Pay,Focus on performance, achievements, feedback Look at contributions to assignment C

36、onsider current salary in relation to market value and band ranges of assignment Consider amount and date of last increase Administered within salary budget,Elements of ADP,What is an Human Resource Review (HRR)?,Process in which leaders of the company meet to discuss various HR strategies Follows A

37、chievement and Development Summary discussions Among leaders of a particular organization (NLTs) Facilitated by Human Resources Representative,HRR Focus,Human resource implications of business strategy Potential organizational structure changes Needs of selected employees Potential job movements Tra

38、ining & development needs Succession planning Diversity opportunities Inventory of organizational skills Recruiting needs,HRR Outputs,Plans for job movements, succession planning, recruiting Development needs Feedback to Training and Development organizations Shortfalls in structure, skills, trainin

39、g, and manpower,Key Leader Staffing Process,Identify Open Position,Outline Job Specifications Responsibility: HR LeaderStaffing Leader,Sourcing Procedure: - JOBB Posting - Internal review of key succession plan information - External Search as necessary - Executive Team communication and nomination

40、- Diversity nomination - HR Leadership Team Review Responsibility: Staffing Leader,Conduct Interview Panel consists of: Organization Senior LeaderHiring ManagerHR LeaderStaffing LeaderOthers as necessary Responsibility: HR Leader,Review interview data and determine if offer will be extended*Selectio

41、n of non-Succession Plan participant must be validated by Senior VP of HR,Candidate Finalization Review sourcing comparison data and determine candidate interview pool. (Provide status update to Hiring Manager and HR Leadership team.) Responsibility: HR Leader,TM,Questions?,Career Management,Career

42、Management,What is Career Management? Your role in Career Management Your leaders role in Career Management What tools and/or experiences are available for career management?,Career Management,Defining your career objectives, understanding your current performance, capabilities, aptitudes and then d

43、eveloping a plan to match your expectations.,Your Role in Career Management,You “own” this journeyonly you can make the final decision about what to do or NOT to doConsider: Your contribution in current assignment Your strengths and areas for development Your short and long-range career objectives Y

44、our developmental needs Your potential to do other things,Your Role in Career Management,Select Tools to help define career objectives that include: Interests Motivation Inventory of current capabilities (self) Professional expectations Personal expectations What do you want to do?,Your Leaders Role

45、,Jointly determine what success is in your current assignment Provide ongoing feedback about your performance Ensure that career discussions occur Provide a logical framework for review Understand what resources are available to assist employees in this area Understand career alternatives in OC Be h

46、onest and direct regarding expectations,What tools are available?,Achievement & Development Process Personal Development Plan Career Coaching Guidelines for Employees and Leaders Education/Information on: organization roles/jobs requirements skills experiences competencies Mentor,Key Steps,Self - As

47、sessment regarding interests Gather information regarding opportunites Explore and network Engage leader an mentor Develop action plan Get in the game,Mentoring Process,What is the Mentoring Process?,Mentoring helps employees develop and become a successful member of the team faster.Mentoring helps

48、transfer knowledge between seasoned employees and newer employees.,The Mentoring Process - Overview,Potential Mentor Identification,Evaluate & Improve the Mentoring Process,Mentor-Mentee Pairing,Mentoring,Assign Mentor to Employee,Potential Mentor Identification,A positive role model of the companys

49、 values and practices Knowledgeable about organizational goals, policies, programs, and opportunities Aware of the culture, trends, networks, and information resources within the organization,Potential Mentor Identification,Regarded as successful in their job Skilled in setting goals, coaching, prov

50、iding feedback Strong in listening, communication, and problem solving Committed to the process and effort,Mentor-Mentee Pairing,For new hires or transferred employees Based on similarity and diversity of backgrounds and/or interests, willingness to mentor new hires, etc. Meet to define relationship The mentee can establish a relationship with a different mentor,