VZUG_230131_layout_P1_MA_EN_L13

Der V-ZUG Look
Le look V-ZUG
Il look V-ZUG
The V-ZUG look
Die Weisung trägt, mit sofortiger Wirkung,
massgeblich zum einheitlichen und
hochwertigen Erscheinungsbild unserer
Marke bei.
Die Weisung trägt, mit sofortiger Wirkung,
massgeblich zum einheitlichen und
hochwertigen Erscheinungsbild unserer
Marke bei.
V-Compass Employee Appraisal
Competence Model
Guideline for Employees
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Contents 4 V-Compass Employee Appraisal
6 4 Focus Topics
8 Employee Appraisal Process
10 Well-being | Performance
12 Competences | Development Prospects
14 Competence Model
16 Target/Actual Competences
18 Personal Competences
20 Social Competences
22 Methodological Competences
24 Professional Competences
26 Leadership Competences
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4
V-Compass
Employee Appraisal
Management and
Development Tool

WHY​
Regular, open and appreciative
discussions between managers
and employees are an important
part of successful collaboration.
They promote mutual understanding
and help with aligning
objectives and targeted development
planning.
HOW​
The V-Compass employee
appraisal is a management and
development tool.
It complements the constructive
feedback given to employees in
day-to-day work to support their
development.
WHAT​
The V-Compass employee appraisal is a meeting attended by the
manager and their employee and takes place at least once a year. Both
the manager and the employee are expected to prepare for the appraisal.
Their discussion is documented in writing.
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V-Compass Employee Appraisal
4 Focus Topics
In the time they spend together at
work, the manager and employee
regularly discuss the employee’s
well-being, their performance and
objective setting/achievement,
the necessary competences and
the employee’s development
prospects.
DEVELOPMENT
OBJECTIVE
PERFORMANCE
OBJECTIVE
PERFORMANCE
OBJECTIVE
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PERFORMANCE
Objective setting
Work performance
Reflection
WELL-BEING
Satisfaction
Personal
resources
DEVELOPMENT PROSPECTS
Professional
future
Development
objectives
Development
measures
Reflection
Target competences
Actual competences
Development requirements
COMPETENCES
PERFORMANCE
OBJECTIVE
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V-Compass Employee Appraisal
Employee Appraisal Process
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INVITATION
• Your manager will invite
you to a V-Compass
employee appraisal
PREPARATION
• Prepare for the discussion with
specific examples (Man. and Emp.)
• Take into account insights gained,
objectives set and measures from
the previous discussion
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IMPLEMENTATION
• Pursue performance
objectives and implement
development measures
EMPLOYEE APPRAISAL
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• Regularly exchange feedback
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Man.: Manager
Emp.: Employee
FOLLOW-UP
• Man.: Finalise protocol and send for confirmation
• Emp.: On receipt of the protocol
a. Confirm (protocol transfered to e-dossier)
b. Reject (revision by man.)
c. Confirm with reservation (if no agreement is reached,
manager calls in the next level of management and/or
HR Business Partner)
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WELCOME
The manager opens the discussion, outlines its scope and informs
the employee of the discussion objectives, content and procedure.
FEEDBACK AND DEVELOPMENT
WELL-BEING: The employee talks about their own professional
and personal well-being and how they would assess their
resource management. The manager asks questions to gain
additional information and shares their own perceptions.
PERFORMANCE: Both jointly reflect on the employee’s performance
and the extent to which they have achieved their objectives,
and the manager gives their assessment.
Further and/or new performance objectives are agreed.
COMPETENCES: The necessary core competences are defined
based on the employee’s function, current well-being and the
performance objectives set. Next, a target/actual comparison is
undertaken.
DEVELOPMENT PROSPECTS: After the participants have
reflected on “well-being”, “performance” and “competences” they
define development objectives and concrete measures including
responsibilities and deadlines.
FEEDBACK TO MANAGER
The employee gives the manager personal feedback.
NEXT STEPS, WRAP UP
Set together the next employee appraisal discussion. Reflection:
How did each of them find the discussion? Which topics were
valuable, challenging etc.?
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V-Compass Employee Appraisal
Well-being
How am I Doing?
Discuss my professional and personal
well-being and my personal resource
management.
SATISFACTION
Values
• To what extent do the V-ZUG Group “Collaboration Principles” (Enthusiasm,
Respect, Responsibility, Trust, Appreciation, We) align with my personal values?
• How are the “Collaboration Principles” lived out in the team and work environment?
• How do I feel about my team and work environment?
Job satisfaction
• How satisfied am I? What would make me even more satisfied?
• Do I see the meaning of my tasks?
• What do I enjoy about my work?
PERSONAL RESOURCES
Challenges
• How do I deal with challenges?
• Am I over or under-challenged?
• What topics worry me? How do I deal with them?
Recharging/energy
• How do I recharge (breaks, weekends, holidays, leisure)?
• How compatible is my work with my personal life?
• What gives me renewed energy?
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Performance
How am I Performing?
Reflect on my work performance.
OBJECTIVE SETTING
• How can I contribute to the success of the company/project/team?
• Which objectives should I meet and by when?
WORK PERFORMANCE
• What am I doing well at?
• What is difficult? What’s not going quite so well?
• What change would be helpful to enable the employee to achieve their objectives?
REFLECTION
Individual performance objectives
• To what extent have I achieved the agreed performance objectives?
• What have I achieved/not achieved? Why (not)?
Overall performance
• How well am I performing overall (achievement of objectives, competences,
mindset/behaviour)?
• How am I personally contributing to the success of the company/project/team?
• To what extent do I live out the Core Values of the V-ZUG Group (reliable,
supportive, inspiring) and embrace a culture of feedback?
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V-Compass Employee Appraisal
Competences
Which of the Necessary
Core Competences
do I Possess?
Reflect on the extent to which I
possess the necessary core
competences.
TARGET COMPETENCES
• What are the core competences needed for my function/tasks?
• How have my function/tasks developed over the past weeks/months/years in terms
of the competences needed?
• Which competences will be vital for me to be successful in my function in the
future?
ACTUAL COMPETENCES
• To what extent do I possess the core competences needed for my function/to
achieve my performance objectives?
• What are my strengths?
• Which competences could be improved?
DEVELOPMENT REQUIREMENTS
• Which competences do I need to strengthen/acquire ...
… to achieve my objectives?
... for my future career path?
… to remain employable on the job market?
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Development Prospects
What Development
Prospects do I Have?
Reflect on the extent to which I have
achieved my development objectives.
FUTURE CAREER PATH
• To what extent has my job changed in the past or will it change in the future?
• How do I rate my employability on the job market?
• How easy do I find it to adapt to new circumstances?
DEVELOPMENT OBJECTIVES
• What extended/new development objectives can be identified based on the
insights gained concerning “well-being”, “performance” and “competences”?
• What direction (tasks/function) do I want to take in the short, medium and long
term?
DEVELOPMENT MEASURES
• Which specific development measures (on the job, training, professional
development etc.) are required for the employee to achieve their
development objectives?
REFLECTION
• To what extent have I achieved the defined development objectives?
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Competence Model
5 Areas of Competence
13 Competences
33 Indicators
We define competences as the existing or learnable abilities and skills an employee has,
together with their willingness to execute their tasks successfully, i.e. so as to benefit
the company.
The Competence Model clearly sets
out the individual requirements of
the employee with regard to their
function, agreed objectives,
expected performance, and results,
so that all parties have a common
understanding of these requirements.
This helps strengthen the
V-ZUG corporate culture and
supports the achievement of the
company’s strategic objectives.
The model defines the key areas of
competence for the V-ZUG Group.
The five areas, namely personal,
social, methodological, professional
and leadership competence,
incorporate a total of 13 competences.
The competences and level
of competence expected of an
employee vary according to their
function.
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Service and
customer focus
Communication
competences
Team and collaboration
competences
Focus on results
Self-reflection
Willingness to
change
PERSONAL
COMPETENCE
SOCIAL
COMPETENCE
Conversation and
negotiation
competences
Focus on quality
Iplementation
competences
METHODOLOGICAL
COMPETENCE
LEADERSHIP
COMPETENCE
PROFESSIONAL
COMPETENCE
Leadership
competence
Management
competence
Expertise
Entrepreneurship
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Competence Model
Target/Actual Competences
TARGET COMPETENCES
DEVELOPMENT REQUIREMENTS
ACTUAL COMPETENCES
FUNCTION
EMPLOYEE
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The employee and their manager
use the Competence Model to
regularly compare the requirements
of the employee’s current function
(target competences) and what the
individual employee can offer
(actual competences).
The Competence Model is also used
in the Development Roundtable to
discuss career development options
and corresponding support measures.
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Competence Model
Personal Competence
Personal competence is the ability
to independently complete tasks
and react flexibly to situations.
FOCUS ON RESULTS
Showing commitment
Objective and
solution-based
approach
Independent and
responsible approach
• Is ambitious and committed
• Is enthusiastic and inspiring
• Goes the extra mile
• Carries out tasks and pursues goals with tenacity
and efficiency
• Focuses on solutions
• Delivers targeted and financially viable results
• Shows initiative and works independently
• Uses own authority
• Makes decisions and takes responsibility
SELF-REFLECTION
Taking a step back
• Is aware of own strengths and achievement potential
• Concentrates on what really matters
• Trusts others
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V-ZUG Group employees contribute
to a positive corporate culture by
being open and committed. They
take on responsibility and approach
new challenges confidently and
proactively.
Managing own
resources
Self-reflection and
learning from feedback
• Understands personal resources and limits
• Looks after own health (life-balance)
• Takes action when feels overloaded
• Is self-critical
• Actively seeks feedback
• Handles feedback positively
WILLINGNESS TO CHANGE
Openness to new ideas
Agility
Ability to innovate
• Is open to new ideas
• Shows interest and is open to change
• Keeps pace with change
• Develops proactively
• Is flexible
• Finds it easy to adapt to new situations
• Thinks outside the box
• Is brave
• Puts forward new ideas
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Competence Model
Social Competence
Social competence is the ability
to communicate with others in
a way that promotes dialogue and
understanding. This allows ideas
to be exchanged and constructive
relationships to develop.
SERVICE AND CUSTOMER FOCUS
(internal/external stakeholders)
Nurturing relationships
Recognising customer
needs and takes them
seriously
• Chooses to approach customers
• Actively nurtures relationships
• Understands customers and their needs
• Takes the wishes and feedback of customers seriously
and takes action
COMMUNICATION COMPETENCE
Clear and direct
communication
Giving feedback
• Listens attentively
• Communicates directly
• Expresses himself/herself clearly and in the appropriate
manner and gets straight to the point
• Gives constructive feedback
• Gives prompt feedback
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V-ZUG Group employees communicate
with each other and actively
maintain relationships. They are
empathetic and accept opinions
and needs that are different to their
own. In all of this, customer focus is
fundamental. By communicating
directly and being open to criticism,
they contribute to a positive, constructive
work culture.
TEAM AND COLLABORATION SKILLS
Team player
Showing empathy
Conflict resolution
• Integrates into a team
• Puts group interests ahead of own interests
• Is collaborative and actively offers assistance
• Supports team decisions
• Shows empathy and understanding towards others
• Understands and accepts the needs of others and
shows consideration
• Addresses conflicts directly
• Gets actively involved in resolving conflicts
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Competence Model
Methodological Competence
Methodological competence
is the ability to use work methods,
procedures and learning
strategies.
CONVERSTATION AND NEGOTIATION COMPETENCE
Leading discussions
Leading negotiations
Conveying content
• Prepares thoroughly for discussions
• Treats discussion partner as equal
• Encourages dialogue: asks questions and responds to
what is said
• Prepares thoroughly for negotiations
• Negotiates in the interests of the company
• Leads negotiations confidently, successfully and
persuasively
• Presents methodically and keeps within time scales
• Presents information clearly and persuasively
• Arouses interest in listeners
• Uses visual aids effectively
FOCUS ON QUALITY
Focus on quality
• Understands quality requirements
• Attains required quality standards
• Recognises potential for improvement and implements it
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V-ZUG Group employees focus
on quality in their work and act in
an entrepreneurially responsible
manner. They recognize the scope,
interdependencies and challenges
of tasks, consider these when
executing them, and set priorities.
By planning, structuring, organizing
and monitoring their work professionally,
they make optimal use of
resources.
IMPLEMENTATION COMPTENCE
Analysing, planning,
structuring, organising
and examining
• Sets priorities and orders activities based on importance
and urgency
• Looks ahead when planning and organising and provides
appropriate level of detail
• Constantly examines the work steps
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Competence Model
Professional Competence
Professional competence is the
ability to to combine subjectrelated
and interdisciplinary
knowledge, to deepen, critically
examine and apply it in practice.
EXPERTISE
Possessing expertise
Applying expertise
Development
• Possesses the necessary up-to-date expertise
• Is knowledgeable about the processes, products and
market in their area
• Successfully applies expertise
• Applies expertise across areas
• Regularly works to develop skills further
• Is always up to date
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V-ZUG Group employees have the
expertise needed for their tasks and
make this count in practice. They
systematically engage in continued
professional development to stay up
to date and generate added value
for the company.
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Competence Model
Leadership Competence
Leadership competence is the
ability to holistically support
employees so they perform well,
achieve their agreed objectives,
and enjoy doing so.
LEADERSHIP COMPETENCE
Respectful leadership
and encouragement of
colleagues
Setting an example
• Delegates, taking tasks, competences and responsibility
into account
• Ensures information and feedback is exchanged regularly
• Promotes a culture where people are willing to learn
and adapt
• Challenges and encourages colleagues
• Embodies the company values
• Is able to inspire colleagues
• Acts fairly and transparently
• Sets a good example, acts in the interests of the company
• Is respectful to and honest with colleagues
MANAGEMENT COMPETENCE
Leading from the front
• Gets involved
• Maintains his/her position
• Is able to persuade
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V-ZUG Group managers take
responsibility for objectives, results
and employees. They think, act
and decide in a strategic manner,
are an active influence, and go out
on a limb for employees and the
company. They challenge and
support their employees, give them
responsibilities of their own, build up
their competences, and treat them
in a caring and appreciative manner.
Taking responsibility
Focus on solutions
• Defines specific objectives and sets clear tasks
• Makes decisions
• Takes responsibility for objectives, results and colleagues
• Actively exerts influence and helps shape it
• Is focused, thinks and acts with clear priorities
• Develops pragmatic solutions
• Seeks consensus
• Gets involved and takes action
ENTREPRENEURSHIP
Entrepreneurial and
strategic approach
• Develops strategies and puts them into daily use
• Has business acumen and acts with costs and profit
in mind
• Uses available resources (staff, materials, money)
effectively and efficiently
• Recognises when actions deviate from objectives and
intervenes accordingly
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Succession & Development Cycle (SDC)
V-ZUG Gruppe, Human Resources
hrcc@vzug.com
01/23
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