2018 L&D Catalogue_Final_12.1 (3)

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Performance Management Performance Management for LafargeHolcim is the strategic and integrated business process of setting, aligning, calibrating, and evaluating performance against business priorities. The new Performance Management approach was designed with the aim to enable the delivery of sustained business success while growing the capabilities of individuals and teams. PEOPLE DEVELOPMENT Performance Management is an ongoing process based on constructive discussions: The following is a snapshot of the new performance management approach and guidelines. Please contact your local HR/L&D Team if you have any questions. 37
Performance Management Guidelines Individual Objectives The WHAT The HOW Non-numerical rating Ensure each individual objective is clear on WHAT we want to achieve and HOW we will achieve it. • The number of individual objectives is limited to a maximum of 5. • Two objectives are mandatory: Health & Safety and Commercial Transformation. • Each objective should be specific, with measurable KPIs defining the target, as well as outstanding performance. • Define SMART objectives (S=specific, M=measurable, A=achievable, R=realistic, T=timed). The expected behavior referring to our core values (H&S, CRISP) are part of the individual objectives and should be taken into account in the rating process. Tips: • Focus on the areas of strength and at least of one area of development. • Important: avoid creating an action plan that sounds like a WHAT. • Write “I” messages: I do… / I behave... / I show… • You can ask this questions to your employee: What will I observe? How would you behave? What would you do differently? How people would describe you? • Focus on more qualitative and constructive discussions and on-going feedback • Rate each individual objective (WHAT & HOW) on a 5-scale rating. • Select an overall rating for the performance of the employee based on the 5-scale PEOPLE DEVELOPMENT Values Overview 180° Feedback IDP Reporting Lines Individual Check- Ins Team Touch Points Discover the Digital Learning Path • To discuss our company values and the way they are embedded in the individual day-today behavior. • Focus on what will help improving performance in the future and how role modelling their strength will help others. This step represents the beginning of the development • This discussion is an opportunity to share the main expectations of the individual from the manager, to give feedback and consider how to improve the way they interact and work together. • Encourage your direct reports to give feedback. The Individual Development Plan (IDP) in Workday covers two main areas: Personal development objectives and Career and job interests Build your development activities according to the 70/20/10 rule: • 70% experience-based (Job Expansion, Lateral / Vertical Moves, Project Assignment) • 20% relationship-based (Networks, Knowledge Sharing, Coaching, Mentoring) • 10% education-based (Training Programs, Independent Study, E-learning) Skills to be developed should be linked to our Core Values (H&S and CRISP), the Three Behavioral Pillars (Collaboration & Trust / Empowerment, Accountability &Transparency / Simplicity & Agility) or LH Leadership Model (according to function/position/leadership responsibility) If an employee changed job/function during the year, please make sure that the feedback of the previous line manager will be covered in annual review and the overall rating. To enhance individual development, coaching and assess performance: • Two informal ‘check-ins’ per year to see how employee is going in achieving the objectives - the “WHAT and the HOW”. • Two formal ‘check-ins’ per year: Annual review & Mid-Year review. To improve team effectiveness and team ownership: • Led by managers and driven by team members. • One action per team, per quarter to move forward. Tip: Use Team Touch Points Cards to facilitate the process. We have put together some contents, materials that will give you everything you need to know about Performance Management. From short videos and online-courses to toolkits. Let’s have a tour! 38
Page 1 and 2: 2018 iLEARN@LH_NA Talent Developmen
Page 3 and 4: AT A GLANCE Building a Learning Org
Page 5 and 6: How do I use this guide? As an empl
Page 7 and 8: WELCOME to our Interactive Catalogu
Page 9: Coming soon! iLearn@LH_NA Learning
Page 12 and 13: FOUNDATIONS FOR ALL Introduction to
Page 14 and 15: Coming soon! Program Purpose Progra
Page 16 and 17: Program Purpose Program Facts & Obj
Page 18 and 19: equires certain government projects
Page 20 and 21: FOUNDATIONS FOR INDIVIDUAL CONTRIBU
Page 26 and 27: Coming soon! Program Purpose Primar
Page 32 and 33: Program Purpose CONTINUOUS PROCESS
Page 34 and 35: Program Purpose Program Purpose Pro
Page 38 and 39: Principles of People Development Ou
Page 42 and 43: Our New Approach to Performance Man
Page 44 and 45: MANAGING@LH Module Details MODULE 1
Page 46 and 47: Objective(s) Duration MODULE 5 Desc
Page 48 and 49: Objective(s) Duration goals and mee
Page 50: Learning to grow the business.... V

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2018 L&D Catalogue_Final_12.1 (3)