2018 L&D Catalogue_Final_12.1 (3)

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!
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