2018 L&D Catalogue_Final_12.1 (3)

2018 

iLEARN@LH_NA 

Talent Development Catalogue 

North America 

Learning to grow the business….

TABLE OF CONTENTS 

iLEARN@LH_NA AT A GLANCE – People Development 

Our Goal, Our Philosophy, Our Mission………………….…. 2 

How do I use this guide?.……………………………………..….. 3 

70/20/10 Model……………………………………………..………… 4 

Applying the Rule of Development in the IDP…..………. 4 

Welcome to our Interactive Catalogue……………..………. 5 

Ready, Set, Learn!……………………………………………………… 6 

LEARNING PATHS 

Learning Paths Map………………………………………………….. 

How to Sustain & Reinforce Learning……………………….. 

7 

8 

Building 

Better Leaders 

FOUNDATIONS FOR ALL 

Introduction to Visible Personal Commitment………….. 10 

Business@LH………………………………………………………….…. 11 

Finance@LH………………………………………………………….….. 12 

Apples & Oranges: Applying Financial Concepts......…… 13 

Legal & Compliance Courses……………………………………… 14 

CPI: Awareness eLearning ............……………………………… 16 

FOUNDATIONS FOR INDIVIDUAL CONTRIBUTORS 

Situational Leadership: Taking Charge………………………. 18 

Leading for H&S and Engagement…………………………….. 19 

CPI: 5S………………………………………………………………………. 20 

CPI: Lean Six Sigma – Green Belt……………………………….. 21 

FOUNDATIONS FOR FRONTLINE LEADERS 

Managing@LH…………….……………………………………………. 23 

Leading for H&S & Engagement………………..………………. 24 

Situational Leadership: Building Leaders…………………… 25 

Coaching to Build Capacity………………………………………… 26 

Leveraging Your Power to Influence………………………….. 27 

CPI: Lean Six Sigma – Green Belt……………………………….. 28 

CPI: Lean Manager……………………………………………………. 29 

BUILDING CAPABILITIES FOR MANAGERS 

Pre-Requisites (snapshot)………………………………….……… 31 

Leading with Emotional Intelligence.………………………… 32 

Leading Change…………………………………………………………. 33 

APPENDIX 

CRISP Core Values…………………………………………………….. 35 

ACE Behaviors…………………………………………………………… 36 

Performance Management Approach……………………….. 37 

70/20/10 Model – Redefining Development……………… 40 

Managing@LH Course Details………………………………….. 41 

iLearn@LH_NA Tuition Overview……………….…………….. 46

AT A GLANCE 

Building a Learning Organization implies changing 

the way we work and our daily behaviors. It is about 

putting learning at the heart of our business. 

Now, more than ever, attracting and retaining great talent is 

key to our business’ success. It is our collective responsibility to 

ensure that our employees have every opportunity to grow in 

their career and develop new knowledge and skills to help them 

be the best they can be today, tomorrow, and in the future. 

Embracing continuous development will ensure that we are not 

only achieving our business goals, but pushing ourselves and 

our colleagues to raise the bar, try new things, and learn from 

our experiences. 

iLEARN@LH_NA 

Learning to grow the business… 

How do I use this catalogue? 

As a means of helping employees and managers to optimize 

their development opportunities, this catalogue will serve as a 

guide to the learning & development activities that are 

available to help us be successful. We encourage you to have 

frequent development discussions with your employees and 

managers to identify the skills, knowledge, and behaviors that 

are needed to be successful; agree on activities that will help 

build those capabilities, and monitor and recognize success! 

2018 

1

As the Learning & Development Team 

for North America… 

OUR GOAL 

To help LafargeHolcim win with talent by attracting and 

retaining the best people by offering relevant, flexible, 

business focused learning experiences that promote career 

Building 

Better Leaders 

growth. 

OUR PHILOSOPHY 

Employee development gives us a competitive advantage and 

that excellent leaders at all levels grow the business. We 

strive to provide development opportunities that reflect ACE 

and CRISP values to prepare employees for their roles today, 

tomorrow and in the future. 

OUR MISSION 

Transform the way we think about learning from a formal 

event driven by HR, and the Learning and Development 

department, to ongoing experiences that happen every day, 

anywhere, and at any time. This will increase our company’s 

agility, empower employees, and promote collaboration. 

Denise Devereaux 

VP, Organization & Human Resources, USA 

Antoinette Viscione 

VP, Organization & Human Resources, Canada 

Kristin Scott (kristin.scott@lafargeholcim.com) 

Director, Learning & Development – North America 

Patrick Lester (patrick.lester@lafargeholcim.com) 

Learning & Development Specialist, USA 

Shynelle Dookhie (shynelle.dookhie@lafargeholcim.com) 

Talent Development Coordinator, Canada 

2

How do I use this guide? 

As an employee 

Identifying short and longer term development activities to build a comprehensive and effective IDP 

(Individual Development Plan), improving your performance now and in the future, and taking 

ownership for your development. 

As a Line Manager 

Supporting your employees' development through guidance, coaching, feedback, and stretch 

assignments aligned to their individual development plan and career goals. 

PEOPLE DEVELOPMENT 

As HR 

Providing the resources, tools, processes, and systems that support employees' growth and 

development throughout their career. 

3

70/20/10 Model 

With your manager, determine your development needs for your role today, as well as the role you 

want in the future. Determine the best means of acquiring the skills you need using the 70/20/10 

model, then document the activities in your Individual Development Plan. Have a look at this video to 

get familiar with this model. Build your development activities according to the 70/20/10 model: 

70% Experience-Based 

•Job Expansion 

•Job Empowerment 

•Development Projects 

•Lateral / Vertical Moves 

•Cross-Functional Project 

Assignment 

20% Exposure-Based 

•Internal & external Networks 

•Knowledge Sharing 

•Social Community 

•Coaching/ Mentoring 

•Use of Learn@LH and 

exchange on Connect@LH 

10% Structured 

Education-Based 

•Training seminar - Internal & 

External 

•Structured blended 

programs 

•Self-learning 


Please visit the Appendix for more examples. 

Applying the Rule of Development in the Individual Development Plan (IDP) 

The IDP is designed to support you to progress, make changes, acquire or enhance certain skills for 

your current role or longer term career development. Development is a targeted advancement of 

individual and professional skills and competencies for every employee and leader. 

In order to create a robust and measurable development plan, both the employee and manager 

should follow the process laid out below. 

Pre-Planning 

Development 

Discussion 

Prepare IDP 

Identification 

of 

Intervention 

Rule of 

Development 

70% Learning 

from Experience 

20% Learning 

from Exposure 

10% Learning 

from Instructions 

Employee & Manager 

prepare independently 

for meeting. 

Discuss employee’s 

strengths, areas for 

improvement, 

interests, goals, and 

organizational 

requirements. 

Employee, after 

agreement with 

supervisor, 

completes individual 

plan. 

4

WELCOME to our Interactive Catalogue! 

Here are some tips on how to 

use this catalogue… 

As an interactive tool, this page serves as a quick links navigator directing you to the recommended 

learning. You can explore course offerings and descriptions starting with the learning paths map; 

foundations for all, foundations for individual contributors, foundations for frontline leaders, and 

building capabilities for managers. A variety of courses are available online, on-demand! The appendix 

also includes CRISP, ACE and performance management tools for your reference. 






BUILDING CAPABILITES FOR MANAGERS 

5 

This catalogue was designed for individual 

contributors, frontline leaders & managers. 

TIP: On the Learning Paths page, click on the 

course icons to see full details. 

As the foundation for the iLearn@LH_NA 

curriculum, these courses build one’s visible 

personal commitment, business 

acumen, financial literacy & more! 

Empowering individual contributors 

with tools to communicate about 

their development and what they 

need from their leaders. 

Equips frontline leaders with the tools 

necessary to skillfully navigate the 

demands of an increasingly diverse 

workforce & evolving global 

economy. 

Empowers managers to navigate 

change, resilience, agility, & emotional 

intelligence to elevate one’s 

performance as a leader 

and a coach. 

TIP: On any page, click the light bulb 

icon to be re-directed to the Learning 

Paths home page.

Ready, Set, Learn ! 

Participant Commitment and Approvals 

As a participant of the iLearn@LH_NA curriculum, we ask that 

you commit to the following program components: 

1) IDP Development 

Talk to your N+1 about courses you would like to take that 

align to your IDP. To support your continued growth, your 

IDP should contain learning activities following the 70/20/10 

learning principle: 

70% Experienced-Based 

Development 


Develoment 

10% 


Development 

2) Course Enrollment 

a. Online Courses: If interested in taking an eLearning 

course, please discuss with your N+1. There are 

no costs associated with online modules, they can 

be accessed on demand via Convergence and/or 

Learn@LH. 

b. Instructor Led Training (ILT): If interested in 

participating in an ILT, please discuss with your N+1. 

Your GM/Functional head’s approval is also 

required. 

Please note: Full day attendance is required. If you 

are registered for a course and must cancel less than 

2 weeks prior to the scheduled date, you must find 

someone to attend in your place or you will be 

charged the full tuition. 

Click here or visit the Appendix for the iLearn@LH_NA 

Tuition Overview. It includes a snapshot of the 

curriculum's delivery methods, course duration, approvals 

needed and pricing per person. 

6

Coming 

soon! 

iLearn@LH_NA Learning Paths 

FOUNDATIONS 

FOR ALL 

FOUNDATIONS 

FOR INDIVIDUAL 

CONTRIBUTORS 

Introduction to 

Visible Personal 

Commitment 

(VPC) 

Situational 

Leadership: 

Taking Charge 

Business@LH Finance@LH Apples & Oranges: 

Applying Financial 

Concepts 

Leading for H&S 

and Engagement 

CPI: 

5S 

CPI: 

Lean Six Sigma 

Green Belt 

Legal & 

Compliance 

Courses 

CPI: 

Awareness 

eLearning 

Looking to build your skills? 

Our curriculum offers 

something for everyone! 

The following are the 

suggested learning paths 

designed for individual 

contributors, frontline leaders 

& managers. Every employee 

can use the Foundations for All 

learning path to broaden their 

skill set. Click on the course 

icons to see full details. 

Note: A number of courses 

are currently under 

development. 


Coming 

soon! 

FOUNDATIONS 

FOR FRONTLINE 

LEADERS 

Managing@LH 

Leading for H&S 

and Engagement 

Situational 

Leadership: 

Building Leaders 

Coaching to 

Build Capacity 

Leveraging 

Your Power to 

Influence 

CPI: 

Lean Six Sigma 

Green Belt 

CPI: 

Lean Manager 

Coming 

soon! 

BUILDING 

CAPABILITIES FOR 

MANAGERS 

Situational 

Leadership: Building 

Leaders 

Coaching to 

Build Capacity 

Leveraging Your 

Power to Influence 

Leading with 

Emotional 

Intelligence 

Finance Leading @ Change LH 

Managing 

Execution 

PRE - REQUISTES 

7

How to Sustain & Reinforce Learning 

THE FOUR MOMENTS OF TRUTH: 


MANAGER GUIDE (by course): 

A Manager Guide is available for each program offered by The Center for Leadership Studies. 

The Manager Guide includes: 

• Learning transfer process 

o Walk-through of the Four Moments of Truth 

• Quick Reference Guide 

o Program overview and objectives 

• Coaching Guide 

o Key takeaways to review course content 

o Questions to generate discussion 

PARTICIPANT ACTION PLANS (by course) 

The Participant Action Plan is available for each program offered by 

The Center for Leadership Studies. 

The Participant Action Plan includes: 

• Areas to record key information throughout the learning transfer process 

• Steps that follow the Four Moments of Truth Process 

o Outline of pre-training expectations 

o Outline of plan during training 

o Participant goals for implementation 

o Coaching follow-up three months post-training (manage the movement) 

SITUATIONAL LEADERSHIP® AND PERFORMANCE READINESS® ARE TRADEMARKS OF LEADERSHIP STUDIES, INC. COPYRIGHT © 2017 CENTER FOR LEADERSHIP STUDIES, INC. ALL RIGHTS RESERVED. 

8

FOUNDATIONS 

FOR ALL 

Introduction to Visible Personal Commitment (VPC) 

Business@LH 

Finance@LH 

Apples & Oranges: Applying Financial Concepts 

Legal & Compliance Courses 

CPI: Awareness eLearning

Program Purpose 

Program Facts & 

Objectives 

Primary Target 

Audience 

Delivery Method 

Duration 

Approval Needed 

INTRODUCTION TO VISIBLE 

PERSONAL COMMITMENT 

“Health & Safety guides everything we do as the overarching value. We 

believe in transparent accountability and ownership for operations with a 

strong field presence.” 

Health and safety is deeply embedded in our culture and is a critical factor for 

our business success. We believe in a culture of giving and receiving feedback 

at all levels of the organization. As H&S ambassadors, we have a visible 

personal commitment of: 

• Personal engagement 

• Open discussion focused on personal behaviors 

• Opportunity for everyone to support health and safety in the field 

• Reinforcement of good health and safety practices and behaviors 

Provides an overview of what a visible personal commitment interaction is 

and how best to influence others with health & safety. 

All employees 

Accessible online at Convergence and/or Learn@LH 

25 minutes 

Discuss with your N+1 


10

Coming 

soon! 



Objectives 

BUSINESS @LH 

“Build your knowledge of Business@LH” 

This program is designed to provide a comprehensive understanding of the 

LafargeHolcim business. It links LafargeHolcim’s vision and values, its strategic 

priorities and commitments to our business operating model. This program will 

provide you with the tools you need to understand your business, your customers, 

your people, and your competition. This program and the accompanying guide will be 

a ‘how-to’ resource that you can refer to time and again as you grow your skills and 

enhance your capabilities. 

• Articulate our vision, values, and business strategy 

• Translate and connect our business models into daily behaviors 

• Play your part in helping LafargeHolcim achieve its vision 

• Improve the way you manage and leverage our strategic, commercial and 

operational capabilities 

• Manage yourself, our internal resources, our customers and our suppliers to 

produce measurable improvements in our already performance 


Benefits/Key Facts • Align and unite LafargeHolcim employees as one team across multiple business 

segments, products, and markets 

• Improve employees’ ability to navigate various business functions/segments 

• Improve employees’ ability to have informed discussions with suppliers, 

customers, and internal work partners 


Audience 

Delivery Methods 

Duration 


All employees, also good for senior employees who need a comprehensive 

view of LafargeHolcim. Ideal for new employee onboarding. 

Instructor led facilitation & accessible online at Convergence and/or 

Learn@LH 

TBD 


11



Objectives 

FINANCE@LH 

“Designed to give learners an overview of LafargeHolcim’s financial goals, 

their role in achieving those goals, and an explanation of how LafargeHolcim 

measures financial performance.” 

In this course, you'll learn about key finance and accounting terms and 

concepts such as the basic accounting equation, accrual-based accounting, 

and basic accounting principles. This course also takes you through the steps 

in the accounting process to help you recognize how business transactions 

affect various financial statements and the bottom line of your business. 

• Define LafargeHolcim’s Group financial goals and define your region and 

business segment’s specific financial goals (ECAN/WCAN/US, 

ACM/Cement) 

• Explain ways you can contribute to achieving those goals 

• Interpret, at a basic level, common financial statements used at 

LafargeHolcim 

• Define key terminology used to measure financial performance 

• Recognize information within financial statements that could indicate 

performance issues, and suggest actions that could address those issues 

• Explain how you contribute to financial success through cost control 

activities 



Audience 


Duration 


All employees 

Instructor led facilitation & accessible online at Convergence and/or 

Learn@LH 

45 minutes 


12



Objectives 

APPLES & ORANGES: 

Applying Financial Concepts 

“Think like a Business Owner: Business Finance for Everyone.” 

Apples & Oranges brings financial statements to life through its simple, visual 

hands-on model of a company. Participants form the incoming management 

team of A&O Inc. – an established company that is facing some tough 

challenges. The team will track the company from mediocrity to excellence via 

a series of exercises designed to illuminate the foundation of business 

financial decisions in a manufacturing company. Teams learn how to monitor 

cash flow, make resource utilization and productivity improvements and 

measure results in the balance sheet and income statement. 

Participants of all levels can gain new skills or build on prior experience to: 

• Read and interpret financial statements 

• Identify critical elements affecting profitability 

• Analyze financial ratios and key performance indicators, and make 

priorities accordingly 

• Explore the cause-and-effect relationships that govern a company’s 

financial statements – and develop an intrinsic business sense that will 

govern their future decisions in everyday work. 


Benefits/Key Facts • Create a common vision throughout the organization 

• Build a shared baseline understanding of financial and management 

concepts 

• Communicate key messages during times of organizational change 


Audience 


Duration 


Supervisors and managers, also good for leaders to strengthen management 

capabilities 

Classroom instructor led training (ILT) 

8 hours 

Obtain approval from your N+1 & GM 

13


LEGAL & COMPLIANCE 

COURSES 

“This curriculum is designed to familiarize new and existing employees 

throughout all levels of the organization with the knowledge, processes, and 

Legal and Compliance resources to assist in navigating areas of risks.” 

The program is designed as a series of both e-Learning modules and face-toface 

training opportunities. Please note that many of these courses are 

required per LafargeHolcim policy. Our face-to-face training is mostly 

targeted towards employees with medium or high exposure to specific risks. 

Basic Trainings 

Module 1 – Introduction to Compliance/ Code of Business Conduct (25 

minutes) 

• This e-Learning video introduces employees to the company’s 

Compliance Program and our “Code of Business Conduct.” (New 

employees—Under development-anticipated 1/18) 


Module 2 – Fair Competition (30 minutes) 

• This e-Learning course provides information on Fair Competition to 

assure compliance with to all applicable competition laws. (Medium 

Exposed and High Exposed employees must complete on an annual 

basis) 

Module 3 – Anti-Bribery and Corruption (30 minutes) 

• This e-Learning course reinforces awareness and knowledge of the LH 

Anti-Bribery and Corruption Policy. (Medium Exposed and High 

Exposed employees must complete on an annual basis) 

Module 4 – Face-to-Face Fair Competition and Anti-Bribery and Corruption 

(60 minutes) 

• This training focuses on employees with high exposure to sales, 

marketing, and positions that interface with governmental agencies. 

(High Exposed employees must attend every other year) 

Specialized Trainings 

Module 5 – Disadvantaged Business Enterprise Awareness Training (20 

minutes) 

• This training is on our Convergence platform and provides a general 

awareness to a Governmental-mandated set aside program that 

14

equires certain government projects to use disadvantaged 

businesses. 

Module 6 – Dawn Raid Training (15 minutes) 

• This face-to-face training provides employees with the required 

course of action in the unlikely event of a government execution of a 

search warrant at a LafargeHolcim location. 

Module 7 – Procurement Contract 101 (60 minutes) 

• This face to face training provides employees with a basic 

understanding of contract law principles including indemnities, 

warranties, risk of loss, etc. from a buyer’s perspective. 


Module 8 – Credit Support and Bankruptcy Refresher Training (60 minutes) 

• This face-to-face training provides a description of the primary credit 

support arrangements (guarantees, personal property liens, real 

property liens) that are available to LafargeHolcim as a secured 

creditor extending credit to its customers. The training also provides 

a brief description of the U.S. bankruptcy process and describes how a 

customer’s bankruptcy is likely to affect our ability to collect 

outstanding receivables. [Designed for Credit Managers and Sales 

Teams.] 

Module 9– Attorney-Client Privilege (60 minutes) 

• This face-to-face training provides a basic understanding of the 

“Attorney-Client Privilege” doctrine and the parameters by which it 

can be utilized. 

Module 10– Third Party Due Diligence (60 minutes) 

• This face-to-face training provides an overview of the LH’s Third Party 

Due Diligence Directive and the LH tool that examines potential third 

party vendors. [Designed for Procurement and others in the business 

who hire third parties] 


Audience 


Legal and Compliance Courses are generally designed for all employees, 

however, certain employees have higher exposures to areas of risk and those 

employees receive additional training. Specialized trainings, such as Credit 

Support and Bankruptcy Refresher, are designed for select internal audiences. 


15



Objectives 

CONTINUOUS PROCESS 

IMPROVEMENT (CPI): 

Awareness eLearning Course 

“Start your CPI journey today by completing the CPI Awareness 

eLearning Course!” 

Nominate yourself and your colleagues and you will receive an exclusive 

invitation to the eLearning platform. Get a glimpse of CPI in LafargeHolcim 

and discover how one can leverage on CPI to achieve our developmental and 

strategic objectives. 

CPI is a business culture, a proactive mindset to continually seek out 

improvements and drive for Process Excellence: "Considering problems as 

opportunities, an inexhaustible source of progress". CPI is also a process 

supported by a set of tools & methodologies: Lean Six Sigma. 

FOUND NDAT ATIO IONS FOR ALL 

 

 

 

 

 

 

Module 1: Introduction & History of Continuous Process Improvement 

(CPI) within LH 

Module 2: Performance Objectives of CPI 

Module 3: CPI, a Dimension of Operational Excellence 

Module 4: Some CPI Tools, Methodologies, and Examples 

Module 5: The Key Players in Continuous Process Improvement 

Module 6: Your First Steps Towards Achieving Continuous 

Process Improvement 

Benefits/Key Facts 

The vision of Continuous Process Improvement within LafargeHolcim is to: 

Enhance customer satisfaction (internal / external) 

Reduce cost, generate additional revenue and create capacity with the 

same resources 

Build a sustainable competitive advantage through organizational capability 

that is not easily replicable. 


Audience 


Duration 


All employees 

eLearning 

90 minutes 


16

FOUNDATIONS 

FOR INDIVIDUAL 

CONTRIBUTORS 

Situational Leadership: Taking Charge 

Leading for H&S and Engagement 

CPI: 5S 

CPI: Lean Six Sigma – Green Belt



Objectives 

SITUATIONAL LEADERSHIP®: 

TAKING CHARGE 

“Enhances employee engagement and alignment by empowering individual 

contributors with tools to communicate about their development and what 

they need from their leaders.” 

Taking Charge is an engaging course designed to help front-line employees 

and individual contributors develop a thorough understanding of the 

leadership process. When employees can recognize a clear connection 

between their performance and the success of the organization, they perform 

to the full extent of their capabilities, as opposed to simply working within the 

parameters of their job descriptions. Utilizing the performance language of 

Situational Leadership® , participants learn to diagnose their own task-specific 

Performance Readiness® and effectively communicate their specific 

performance needs to their supervisors. 

• Explain the concept of leadership and its importance to successful and 

effective performance 

• Identify measures of success and engagement 

• Explain how the Situational Leadership® Model works and can be used to 

communicate the performance needs for an individual 

• Communicate Performance Readiness® for a specific task to solicit a 

leader’s response 


Benefits/Key Value • Improves the quality and quantity of employee-initiated communication 

• Educates employees on their role in the leadership process 

• Boosts productivity through a culture of engagement defined by focused 

employees delivering results that matter 

• Increases the transparency between front-line employees and first-line 

manager 


Audience 


Duration 


Individual contributors 

Classroom instructor led training (ILT), eLearn 

4hrs 

Obtain approval from your N+1 and GM 


18



Objectives 

LEADING FOR HEALTH & 

SAFETY AND ENGAGEMENT 

“Create a Safety Culture through Effective Leadership.” 

Leading for Health & Safety is designed to support leaders in creating work 

environments where employees and contractors are actively engaged in 

solving health and safety challenges. It focuses on growing leaders who listen, 

mentor and coach, and who reinforce the right behaviors and curtail the 

wrong behaviors. 

• Recall the key elements of managing employee performance 

• Describe the opportunities that exist throughout the work day to focus on 

safety 

• Describe the value of curiosity in strengthening the culture of health and 

safety 

• Execute on action plan to assess the safe work practices of their crew / 

team members 

• Ensure they and their crews learn from and take the necessary steps to 

prevent them from happening 

Benefits/Key Value • Develops a health and safety mindset in self and others 

• Emphasizes the important part frontline leaders play in improving the 

health and safety culture and employee morale 

• Improves communication skills to effectively engage others in working 

safely 

• Develops an appreciation for the role of front-line leader; about 

ownership and doing what is right, not what we have always done 

• Drives leadership behaviors that positively engage employees in the goal 

to achieve zero incidents and injuries 



Audience 


Duration 


Frontline supervisors, also good for frontline teams to create a consistent 

mindset; may be appropriate for some senior managers that manage and 

interact at the plant level. 


8 hours 


19



Objectives 

Benefits/Key Value 

Primary Target Audience 

Duration 



IMPROVEMENT (CPI): 5S 

CPI is a business culture, a proactive mindset to continually seek out improvements 

and drive for Process Excellence: "Considering problems as opportunities, an 

inexhaustible source of progress". CPI is also a process supported by a set of tools & 

methodologies: Lean Six Sigma. 

This 1 day training session will provide attendees with 5S tools & techniques for waste 

elimination & efficiency/safety improvements. Coaching to help initiation of 5S 

project, further guidance provided during project with option to audit prior 5S 

projects via on-site visit or via virtual means. 

CPI/Lean Six Sigma is an active learning experience. Methods include: 

Key Lean Six Sigma theory modules detailing 5S steps 

LafargeHolcim on-site field visit utilizing new tools (organized locally) 

Live debriefings with site owners offering immediate feedback 

Simulations and games (interactive, out of chair) 

Visual Management and training briefings 

 

 

 

Learn how to identify and eliminate wastes through a structured 5 step method 

resulting in a more efficient, safer work environment 

Discover key Lean tools and techniques for conducting a successful 5S project 

from team formation to sustainability 

Develop a Continuous Improvement culture within LafargeHolcim and be an 

active contributor in the transformation engaged by the Group 

All LafargeHolcim employees that complete the 5S training will receive a certificate of 

completion. The 5S Project Leader will initiate a project in a shared work area. 

The 5S Project Leader objective is to involve a team: 

Carry out Field Visit (Gemba/SIPOC) in order to identify wastes in the area 

Work with team methodically through each of the 5S steps 

An audit of the 5S project area will be conducted once project is completed through: 

Proof of SOP and/or audit tool to maintain SUSTAIN phase 

Before and After pictures or documentation 

Acknowledgement of Health & Safety benefits by H&S Group 

The Acknowledgement Audit will be conducted by a CPI team member, CPI 

Community designee, and/or member of H&S Group. 

Individual Contributors, First line or Second line Managers with a drive to improve 

working conditions. Attendees willing to change processes and maturity to challenge 

existing situations (change agents). Shared work environments or team settings. 

Health and Safety conscious. 

8 hours 

Obtain approval from N+1, H&S and CPI Manager 


20



Objectives 



Duration 




Lean Six Sigma – Green Belt 





Two training sessions (4 days each), will provide the attendees with minimum Lean Six 

Sigma tools & techniques for process improvement. 20h coaching budget to help the 

application on day-to-day activity & implement process excellence. CPI/Lean Six 

Sigma is an active learning experience. 

The methods include: 

Key Lean Six Sigma theory modules (incl. key slides) 

LafargeHolcim case studies (SSC and industrial backgrounds) 

Simulations and games 

Visual Management & training briefings 

 

 

 

Become a Lafarge Green Belt – part time position (~20% of time), part of an 

operational process to be improved. 

Discover key Lean Six Sigma tools and techniques for Process Improvement, 

combining root cause analysis projects (DMAIC methodology) and day-to-day Lean 

Management skills. 

Develop a Continuous Improvement culture within Lafarge and be an active 

contributor in the transformation engaged by the Group. 

The Green Belt Trainee is prepared during the training to carry out a CPI Project, 

a minimum of 20k€ savings/extra revenues. The Green Belt team leader requires: 

A team of 3-5 persons (depending on the scope of the project) 

Time (around 20% of time working on the CPI project) 

A Project Sponsor (mentoring the project) 

A coach (internal or external Black Belt to help with the Methodology) 

Green Belt certification will be held once project is completed (~3-6 months after 

training completion through: 1 quiz (theory) and 1 project presentation. The savings 

and the process are validated up front through a presentation by the CFO (financial 

aspects) and the Project Sponsor (project completion). The Jury for the Green Belt 

Certification is composed of the Country Executive Committee who validates the 

project. 

Emerging change agents with availability to work on improvement projects (~20% of 

time), attendees willing to change processes & maturity to challenge existing 

situations, project management basics, analytics skills & mindset. 

8 days on-site (2x4 days sessions), 20h coaching budget (off-site or on-site) 

Obtain approval from N+1 and HR 


21

FOUNDATIONS 

FOR FRONTLINE 

LEADERS 

Managing@LH 

Leading for H&S and Engagement 

Situational Leadership: Building Leaders 

Coaching to Build Capacity 

Leveraging Your Power to Influence 

CPI: Lean Six Sigma – Green Belt 

CPI: Lean Manager

Coming 

soon! 



Audience 


Duration 


MANAGING@LH 

“This course is a series of e-learning modules designed to familiarize new or 

existing people managers with the processes, tools, and resources used at 

LafargeHolcim to help them manage their direct reports effectively. Participants 

can progress through the series when it fits into their schedule or as a ‘just-intime’ 

refresher.” 

The program is designed as a series of elearning modules that can be taken in a 

suggested sequence or by topic as needed by the participant. Modules included: 

Module 1 – Leadership @LH (20 minutes) 

• Review what leadership means to LafargeHolcim and how managers are 

expected to demonstrate leadership. 

Module 2 – Performance Management @LH (35 minutes) 

• Review the touchpoints of the yearly performance management cycle 

and learn what managers are expected to do during each touchpoint. 

Module 3 – Employee Development @LH (45 minutes) 

• Learn what you can do as a manager, mentor, and coach to help your 

employees learn, grow, and achieve their business goals. 

Module 4- Compensation & Benefits @LH (30 minutes) 

• Learn how to handle conversations with your direct reports about 

compensation, benefits, and other incentives LafargeHolcim provides. 

Module 5 - Inclusion @LH (30 minutes) 

• Learn what inclusion and diversity mean to LafargeHolcim, how to create 

a more inclusive work environment, & the benefit of doing so. 

Module 6 - Talent Acquisition @LH (45 minutes) 

• Learn the steps of the talent acquisition process and your role as a hiring 

manager. 

Module 7 - Finance @LH (45 minutes) 

• Review how LafargeHolcim measures financial success, how the 

company communicates financial data, and what employees like you can 

do to help achieve corporate financial goals. 

New supervisors and managers; also good for existing managers that are 

not familiar with our tools, or as a just-in-time refresher. 

Accessible online at Convergence and/or Learn @LH 

Approximately 4-5 hours in total 



CLICK HERE FOR MORE DETAILS OR VISIT THE APPENDIX. 

23



Objectives 

LEADING FOR HEALTH & 

SAFETY AND ENGAGEMENT 

“Create a Safety Culture through Effective Leadership.” 

Leading for Health & Safety is designed to support leaders in creating work 

environments where employees and contractors are actively engaged in 

solving health and safety challenges. It focuses on growing leaders who listen, 

mentor and coach, and who reinforce the right behaviors and curtail the 

wrong behaviors. 

• Recall the key elements of managing employee performance 

• Describe the opportunities that exist throughout the work day to focus on 

safety 

• Describe the value of curiosity in strengthening the culture of health and 

safety 

• Execute on action plan to assess the safe work practices of their crew / 

team members 

• Ensure they and their crews learn from and take the necessary steps to 

prevent them from happening 


Benefits/Key Value • Develops a health and safety mindset in self and others 

• Emphasizes the important part frontline leaders play in improving the 

health and safety culture and employee morale 

• Improves communication skills to effectively engage others in working 

safely 

• Develops an appreciation for the role of front-line leader; about 

ownership and doing what is right, not what we have always done 

• Drives leadership behaviors that positively engage employees in the goal 

to achieve zero incidents and injuries 


Audience 


Duration 


Frontline supervisors, also good for frontline teams to create a consistent 

mindset; may be appropriate for some senior managers that manage and 

interact at the plant level. 


8 hours 


24



Objectives 

SITUATIONAL LEADERSHIP® : 

BUILDING LEADERS 

“Equips leaders in organizations with the tools necessary to skillfully navigate 

the demands of an increasingly diverse workforce and evolving global 

economy.” 

Situational Leadership®: Building Leaders provides leaders with an actionoriented 

framework that increases both the quantity and quality of 

performance conversations by matching an individual’s Performance 

Readiness® Level for a specific task with the appropriate leadership style. This 

task-specificity is at the heart of Situational Leadership® and is paramount to 

ensuring that your organization is comprised of capable situational leaders 

who drive behavior change. 

• Define leadership 

• Apply Situational Leadership® by: 

o Identifying the specific task 

o Accurately assessing an individual’s Performance Readiness® to 

perform a specific task 

o Responding with the right leadership style and behaviors to meet 

the performance needs of the individual 

o Communicating the leader’s response more effectively 

o Managing the movement of the individual through various levels 

of Performance Readiness® 

• Identify opportunities to improve through self-assessment and 

development planning 


Benefits/Key Value • Prepares leaders to effectively assess and adapt to situations, 

opportunities and challenges of leading others 

• Builds necessary skills for assessing readiness of team members to 

perform at an optimal level 

• Provides an action-oriented leadership framework and performance 

development process 

• Empowers leaders with strategies to enhance performance and teamwork 


Audience 


Duration 



capabilities 

Classroom instructor led training (ILT), eLearn, blended learning 

8 hours 



25



Objectives 

COACHING TO 

BUILD CAPACITY 

“In today’s fast-paced global market, your managers must not only 

successfully lead but actively coach employees in order to achieve desired 

results.” 

Coaching to Build Capacity immerses participants in Situational Leadership® 

and its application to drive continuous coaching conversations. Leaders are 

exposed to various coaching tools, as well as a framework proven to unlock 

and maximize the capabilities of their teams, building their individual and 

collective capacity for higher levels of current and future performance. 

Effective coaching promotes creativity, performance excellence and individual 

resilience – qualities that enhance an organization’s ability to excel within an 

environment of continuous change and gain a competitive edge. 

• Identify a specific task on which to focus based on direct observations and 

indirect behavioral indicators 

• Assess coachee current Performance Readiness® for a specific task 

• Demonstrate coaching behaviors that are aligned to the needs of the 

coachee based on their task-specific Performance Readiness® 

• Use the OFTEN Discussion Framework to conduct effective in-themoment 

and planned coaching conversations on a continual basis 

• Implement a Situational Leadership® application plan to manage ongoing 

coachee performance needs 


Benefits/Key Value • Gain an increased ability to help others maximize their job performance 

• Reduce stress and increase efficiency by effectively aligning coaching 

behaviors to coachees’ needs 

• Apply a coaching discussion framework to conduct more effective 

coaching conversations 

• Identify coaching opportunities and assess task-specific readiness while 

monitoring progress 


Audience 


Duration 


Supervisors and managers, also good for leaders to strengthen coaching 

capabilities 


8 hours 



26



Objectives 

LEVERAGING YOUR 

POWER TO INFLUENCE 

“Enhances a leadership effectiveness and overall team performance by 

enabling leaders to cultivate their personal and position power bases.” 

Leveraging Your Power to Influence is a practice-rich workshop that 

empowers your leaders to challenge any preconceived notions that “power” 

connotes something negative and discover its practical application and 

significance in the influence process. Participants explore the research that 

validates the relevance of power in the workplace and the connection 

between effective leadership and the Key Three power bases: Legitimate, 

Referent and Expert power. A comprehensive video-based case study 

provides the context for interactive skill building and peer coaching activities 

designed to help participants build and leverage their own power bases and 

become more effective leaders. 

• Describe & identify the indicators of Legitimate, Referent & Expert power 

• Build and apply power bases to support their ability to effectively 

influence others 

• Help team members build and apply their own power bases 

• Identify areas for development through an analysis of the Power 

Perception Profile Self assessment 


Benefits/Key Value • Validates the relevance of seven power bases in modern organizations 

within the context of the history of power 

• Provides immediate actionable strategies for increasing the three primary 

bases of power that are most critical for leaders to effectively influence 

others 

• Utilizes the Power Perception Profile assessment as a tool for selfimprovement 

through an analysis of self and multirater feedback 

• Challenges participants to develop action-oriented strategies they can 

implement to enhance their influence potential & drive behavior change 


Audience 


Duration 



capabilities 


8 hours 



27



Objectives 



Duration 




Lean Six Sigma – Green Belt 





Two training sessions (4 days each), will provide the attendees with minimum Lean Six 

Sigma tools & techniques for process improvement. 20h coaching budget to help the 

application on day-to-day activity & implement process excellence. CPI/Lean Six 

Sigma is an active learning experience. 

The methods include: 

Key Lean Six Sigma theory modules (incl. key slides) 

LafargeHolcim case studies (SSC and industrial backgrounds) 


Visual Management & training briefings 

 

 

 

Become a Lafarge Green Belt – part time position (~20% of time), part of an 

operational process to be improved. 

Discover key Lean Six Sigma tools and techniques for Process Improvement, 

combining root cause analysis projects (DMAIC methodology) and day-to-day Lean 

Management skills. 

Develop a Continuous Improvement culture within Lafarge and be an active 

contributor in the transformation engaged by the Group. 

The Green Belt Trainee is prepared during the training to carry out a CPI Project a 

minimum of 20k€ savings/extra revenues. The Green Belt team leader requires: 

A team of 3-5 persons (depending on the scope of the project) 

Time (around 20% of time working on the CPI project) 

A Project Sponsor (mentoring the project) 

A coach (internal or external Black Belt to help with the Methodology) 

Green Belt certification will be held once project is completed (~3-6 months after 

training completion through: 1 quiz (theory) and 1 project presentation. The savings 

and the process are validated up front through a presentation by the CFO (financial 

aspects) and the Project Sponsor (project completion). The Jury for the Green Belt 

Certification is composed of the Country Executive Committee who validates the 

project. 

Emerging change agents with availability to work on improvement projects (~20% of 

time), attendees willing to change processes & maturity to challenge existing 

situations, project management basics, analytics skills & mindset. 

8 days on-site (2x4 days sessions), 20h coaching budget (off-site or on-site) 



28




Lean Manager 





Four training sessions (1 days each – ideally once a month) will provide the attendees 

with the minimum Lean Manager tools and techniques for process improvement and 

day-to-day Lean Management. Four days group coaching (or ~4h individual coaching) 

budget to help the application on day-to-day activity and implement process 

excellence – 1 coaching session in-between each training day. 

CPI/Lean Six Sigma is an active learning experience, methods include: 

 

 

 

 

 

Key Lean Six Sigma theory modules (incl. key slides) – roughly 20% of the training 

sessions 

LafargeHolcim case studies (SSC and Industrial backgrounds) 


Workshops on day-to-day application for each attendee 

Visual Management and training briefings 

Lean Manager certification will be held once final review of training path is completed 

(~1-2 months after training completion) through 1 presentation (review of key 

learnings and application in LafargeHolcim environment). 



Objectives 

 

 

 

Become a LafargeHolcim “Lean Manager” – taking the most of CPI as part of one’s 

day to day challenges 

Discover key Lean tools and techniques for Process Improvement and day-to-day 

Management skills – based on the 5 pillars Lean Manager model 

Develop a Continuous Improvement culture within LafargeHolcim and be an 

active contributor in the transformation engaged by the Group 


The Lean Manager will put in practice tools and principles back with their team. The 

Lean Manager’s objective is to involve his/her team to: 

Carry out Field Visit (Gemba / SIPOC) in order to improve processes in place 

Set in place Visual Management and Problem Solving with the team 

The Lean Manager certification will be held once the project is completed (~1-2 

months after training completion) through; initiative validation, presentation to a 

jury, jury’s assessment. 


Duration 


First / second line managers with availability to step back on process, work on 

improvement initiatives. Attendees willing to change processes & maturity to 

challenge existing situations. Analytical skills/mindset. Basic leadership skills. 

4 days on-site (4x1 day sessions), 4 days of individual coaching (on-site) 


29

BUILDING 

CAPABILITIES 

FOR MANAGERS 

PRE-REQUISITIES: 

• Situational Leadership: Building Leaders 

• Coaching to Build Capacity 

• Leveraging Your Power to Influence 

Leading with Emotional Intelligence 

Leading Change 

Managing Execution (coming soon)




SITUATIONAL LEADERSHIP® : 

BUILDING LEADERS 

“Equips leaders in organizations with the tools necessary to skillfully navigate 

the demands of an increasingly diverse workforce & evolving global economy.” 

This course provides leaders with an action-oriented framework that increases 

both the quantity and quality of performance conversations by matching an 

individual’s Performance Readiness® Level for a specific task with the 

appropriate leadership style. This task-specificity is at the heart of Situational 

Leadership® and is paramount to ensuring that your organization is comprised 

of capable situational leaders who drive behavior change. 

COACHING TO 

BUILD CAPACITY 

“In today’s fast-paced global market, managers must not only successfully lead 

but actively coach employees in order to achieve desired results.” 

This course immerses participants in Situational Leadership® and its application 

to drive continuous coaching conversations. Leaders are exposed to various 

coaching tools, as well as a framework proven to unlock and maximize the 

capabilities of their teams, building their individual and collective capacity for 

higher levels of current and future performance. Effective coaching promotes 

creativity, performance excellence and individual resilience – qualities that 

enhance an organization’s ability to excel within an environment of continuous 

change and gain a competitive edge. 

LEVERAGING YOUR 

POWER TO INFLUENCE 

“Enhances a leadership effectiveness and overall team performance by enabling 

leaders to cultivate their personal and position power bases.” 

This course is a practice-rich workshop that empowers your leaders to challenge 

any preconceived notions that “power” connotes something negative and 

discover its practical application and significance in the influence process. 

Participants explore the research that validates the relevance of power in the 

workplace and the connection between effective leadership and the Key Three 

power bases: Legitimate, Referent and Expert power. A comprehensive videobased 

case study provides the context for interactive skill building and peer 

coaching activities designed to help participants build and leverage their own 

power bases and become more effective leaders. 

PRE-REQUISITIES FOR BUILDING CAPABILITIES FOR MANAGERS 

SITUATIONAL LEADERSHIP® AND PERFORMANCE READINESS® ARE TRADEMARKS OF LEADERSHIP STUDIES, INC. COPYRIGHT © 2017 CENTER FOR LEADERSHIP STUDIES, INC. ALL RIGHTS RESERVED 

CLICK ON THE COURSE ICONS FOR MORE DETAILS OR VISIT THE 

FOUNDATIONS FOR FRONTLINE LEADERS SECTION. 

31



Objectives 

LEADING WITH 

EMOTIONAL INTELLIGENCE 

“Enhances employee motivation and engagement, strengthens cooperation 

and increases performance by harnessing the power of Emotional 

Intelligence.” 

Leading With Emotional Intelligence provides an introduction to the concepts 

of Emotional Intelligence (EI) and Emotional Quotient (EQ). By utilizing the 

EQ-i 2.0 self-assessment, participants gain an in-depth understanding of the 

influence that emotions have on actions and behaviors. By harnessing the 

power of Emotional Intelligence, leaders can apply these attributes to 

motivate and engage their teams, strengthen cooperation and increase 

performance. Unlike Intelligence Quotient (IQ) which remains static, levels of 

Emotional Intelligence, or Emotional Quotient (EQ), are elastic and can be 

developed and enhanced. 

• Explain how the competencies and behaviors associated with EI can 

elevate their performance as a leader and a coach 

• Interpret their current areas of strength and opportunities for 

development by analyzing their personal results from the EQ-i 2.0 

Workplace Report 

• Develop and implement a targeted action plan to enhance their level of EI 

and measure the impact of specific behavior change 

• Build their capacity to apply their EI skills to advance their leadership and 

coaching skills 


Benefits/Key Value • Interpret & understand specific areas of strength & opportunities for 

development 

• Cultivate self-awareness, as well as an awareness of how specific 

emotions affect others 

• Develop a targeted action plan to enhance EI and measure the impact of 

specific behavior change 

• Harness the social and emotional potential of your team to improve 

communication and interpersonal skills 


Audience 


Duration 


Managers 


8 hours 



32



Objectives 

LEADING CHANGE 

“Empowers leaders to navigate change and successfully implement new 

initiatives to develop resilience and agility in team members.” 

Leading Change provides participants with the tools to successfully manage 

any situation and strategically navigate the dynamics of change. This program 

introduces a model and key success factors for improving the chances to 

successfully manage a change implementation. Participants explore how to 

assess the levels of resistance and readiness for change in people and how to 

address those situations appropriately. Participants also learn how to apply 

specific supporting skills to successfully implement change initiatives. These 

supporting skills include avoiding common change implementation pitfalls, 

developing resilience in others, leveraging the inclusion of key stakeholders 

and improving organizational communication. Throughout the course, 

participants explore methods for assessing performance levels, building 

resilience in their teams, avoiding common pitfalls, leveraging key 

stakeholders and improving organizational communication. 

• Describe the increasing pace of change 

• Recognize a situational framework for leading change 

• Leverage the burning platform 

• Develop and complete a stakeholder analysis 

• Effectively manage a change initiative 

• Institutionalize new approaches 


Benefits/Key Value • Develop a custom blueprint to assist efforts in successfully implementing 

change 

• Identify strategies for unfreezing, changing and refreezing behavior 

• Leverage knowledge of time-tested leadership and influence strategies to 

accelerate the pace of change 

• Recognize resistance to change and respond appropriately 


Audience 


Duration 


Supervisors and managers, also good for senior leaders to strengthen 

management capabilities. 


8 hours 



33

APPENDIX 

CRISP CORE VALUE 

ACE BEHAVIORS 

PERFORMANCE MANAGEMENT APPROACH 

70/20/10 – REDEFINING DEVELOPMENT 

MANAGING @LH COURSE DETAILS 

iLearn@LH_NA TUITION OVERVIEW

Principles of People Development 

Our Core Values - CRISP 

Embedding a new, fresh approach to performance management will accelerate our journey towards a 

common learning culture. It will help to create a diverse, inclusive and respectful workplace that gives 

teams and individuals the opportunities to grow and make a rewarding contribution. 

So let’s talk. Our new approach focuses on how we deliver results. Our values play an important role in 

shaping the type of company we want to be. They will be used to shape the conversations you have with 

individuals and your team. We have five values, each with associated behaviors that we need to 

embrace. We call these our CRISP values. We also have an overarching value to lead in health & safety. 

Making these values a central element of our new performance management approach is a great way of 

embedding them within the organization. And it reinforces that it’s not just what we do at 

LafargeHolcim, but also how we do it, that will drive our success. 


For more information on our values, visit our intranet. 

35

In order to effectively build a global leader capacity, organizations must continually identify, develop, 

nurture and retain their leaders as part of an ongoing talent development strategy. The iLearn @LH_NA 

catalogue was designed to support employees, line managers and HR professionals in building robust 

and sound Individual Development Plans (IDP) in alignment to our CRISP values and ACE behaviors. 

ACE – Building Our Company Together 

ACE is about preparing us for future growth. As a two-fold approach, it is about fixing the basics by 

making our cost and asset base competitive so we can actually compete. On the other hand, it is about 

transforming commercially to capture a bigger piece of the construction value chain by also offering 

solutions and services. To make the transformation sustainable we have introduced a new way of 


working together based on agility, collaboration and empowerment - the ACE behaviors. 

Agility & Simplicity 

•To enable us to respond 

quickly to customers and to 

opportunities in the market 

Collaboration & Trust 

•To take advantage of the 

immense capability and 

experience that we have across 

the group 

Empowerment, Accountability & 

Transparency 

•So that people feel trusted to 

make decisions 

ACE aims to empower employees so you can make faster and better informed decisions. ACE also 

focuses on creating a collaborative culture where we listen to each other and give constructive feedback 

so we develop as individuals and as a company. ACE will also prepare LafargeHolcim for future growth 

enabling us to consistently win in the market place. 

36

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. 


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 


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

Our New Approach to Performance Management 

‘What’ and ‘How’ are equally important 

Ensure each individual objective is clear 

on WHAT we want to achieve and HOW 

we will achieve it. The WHAT is defined 

based on SMART objectives (S=specific, 

M=measurable, A=achievable, R=realistic, 

T=timed). The HOW is defined through 

our Values (H&S and CRISP). 

Mandatory Objectives 

Health & Safety and Commercial 

Transformation are mandatory with a 

specific weighting for certain levels. 

Achieving these objectives will help us 

continue to improve in H&S and also 

promote the transformation needed to 

ensure we become a customer centric 

organization. 

Mid-Year Review 

A key milestone where we will be able to 

assess the impact of the new approach 

and adjust, making sure we are on track 

globally to deliver objectives aligned with 

business needs. 

IDP (Individual Development Plan) 

Ensure a robust development plan 

supports individuals to succeed in their 

current and future roles while developing 

the right behaviors to live our values. 

Annual Review 

Assess performance, discuss key 

learnings and look forward, raising the 

bar, setting objectives and supporting 

continuous improvement and individual 

development. 


Individual check-ins 

Regular informal conversations to help 

individuals improve their performance, 

develop their skills and ultimately 

contribute to our business performance. 

Team Touch Points 

Bringing teams together to pause, connect 

and reflect, focusing on business challenges 

and team effectiveness to help them 

collectively grow and contribute to the 

creation of a positive environment and 

improve performance. 

39

70/20/10 Model – Redefining Development 

70% Experience-Based 


10% Structured 


• Take on new 

responsibilities 

• Increase span of control 

• Increase decision-making 

authority 

• Substitute for manager in 

meetings 

• Participate in a group to 

solve a real business 

problem 

• Apply new learning in real 

situations 

• Champion and/or manage 

changes 

• Cover for others on 

leave/vacation 

• Conduct insight interviews 

with colleagues in other 

functions 

• Take part in project or 

working group 

• Participate in coordinated 

role swaps 

• Take on stretch 

assignments 

• Increase interaction with 

senior management, e.g. 

meetings, presentations 

• Make time for day-to-day 

research & reading 

• Assume leadership 

activities, e.g. lead a team, 

committee membership, 

executive directorships 

• Participate in cross 

functional introductions, 

site/customer visits 

• Research and apply best 

practice 

• Seek out and work with 

internal experts 

• Exploit opportunities for 

internal/external speaking 

engagements 

• Take part in project 

reviews 

• Participate in community 

activities & volunteering 

• Seek informal feedback 

and work debriefs 

• Seek advice, ask opinions, 

sound out ideas 

• Obtain coaching from 

manager/others 

• Use 180 and 360 feedback 

tools and processes 

• Use manager/report 1-to-1 

meetings for reflection 

• Take on a mentoring role / 

get a mentor 

• Engage in reverse 

mentoring 

• Teach colleagues how to 

do a component of their 

jobs 

• Establish or join online 

professional communities 

• Proactively learn through 

teams/networks 

• Narrate work / maintain a 

blog 

• Curate and share what 

you’re doing with 

colleagues 

• Build internal and external 

personal 

networks/contacts 

• Play active role in 

professional/industry 

associations 

• Participate in facilitated 

group discussion 

• Participate in Action 

Learning sets 

• Courses, workshops, 

seminars 

• eLearning courses and 

modules 

• Professional qualifications 

/ accreditation 

• Certification 

• Formal education, e.g. 

University, Business School 

70% Experienced- 

Based Development 

20% Exposure- 

Based Develoment 

10% Education- 

Based 

Development 

40 

PEOPLE DEVELOPMENT

MANAGING@LH Module Details 

MODULE 1 

Description 

Objective(s) 

Leadership @LH 

This module is designed to introduce the learner to their new role as a manager 

at LafargeHolcim. This course will set the stage by explaining LafargeHolcim’s 

leadership philosophy, mission, and values, and clarifying the learner’s role in 

promoting those values. The course will also describe the types of high-level 

tasks managers perform, and how their new role will be different from an 

individual contributor or front line supervisor position. 

Delivery Method(s): 

• Computer-Based 

After completing this course, learners will be able to do the following: 

• Explain LafargeHolcim’s leadership philosophy to their direct reports. 

• Recall LafargeHolcim’s mission statement. 

• Explain both ACE and CRISP values to their direct reports, and list various 

behaviors they can exhibit to demonstrate those values. 

• Recite the high-level job duties that they, as managers, are responsible 

for, and describe how their role is different from that of an individual 

contributor or front line supervisor. 


Duration 

MODULE 2 

Description 

20 minutes eLearn 

Performance Management @LH 

This module is designed to teach learners the basics of LafargeHolcim’s 

performance management (PM) process. The module will review how managers 

can help direct reports create individual objectives and individual development 

plans. Learners will have the opportunity to review screenshots and view 

Workday system simulations. It will also walk learners through the process of 

annual PM planning, conducting mid-year and end-of-year performance reviews, 

and clarify the timeline accompanying to complete those reviews. 



Objective(s) 


• Help their direct reports create individual performance objectives and 

individual development plans according to SMART, ACE, and CRISP 

principles. 

• Assist learners with inputting those objectives and development plans 

into the Workday system. 

41

Duration 

MODULE 3 

Description 

Objective(s) 

Duration 

MODULE 4 

Description 

• Explain the timetable surrounding PM planning, mid-year performance 

reviews, and end-of-year performance reviews to direct reports and 

answer their questions as needed. 

• Conduct performance reviews according to LafargeHolcim guidelines. 


Employee Development @LH 

This module is designed to impress upon learners that their performance 

management duties aren’t exclusive to mid-year and end-of-year reviews; as a 

manager, your job is to help your direct reports improve their skill sets, enrich 

their career opportunities, and become better team contributors by coaching 

and giving constructive feedback on a continual basis. 




• Understand the manager’s responsibility to develop their employees. 

• Understand the benefits of coaching and of creating a culture of 

coaching. 

• Give constructive feedback and understand the difference between 

constructive feedback and praise and criticism. 

• Use the GROW model to frame their conversations with direct reports. 

• Ask probing, open-ended questions to drive conversation with 

employees. 

• Tailor their approach to employee conversations based on the 

employee’s readiness to achieve their goals. 

• Help their employees understand their career development options at 

LafargeHolcim. 

• Help their employees understand what kind of resources they can use to 

further their career, increase their skill set, and how you can assist them 

as their manager. 


Compensation & Benefits @LH 

This module is designed to provide learners with guidelines for how to handle 

conversations with their direct reports about compensation, benefits, and other 

incentives LafargeHolcim provides. 




42

Objective(s) 

Duration 

MODULE 5 

Description 

Objective(s) 


• Answer questions about how LafargeHolcim sets employee salaries. 

• Explain the job banding policy at LafargeHolcim and explain how the 

company determines job band classification. 

• Understand LafargeHolcim’s merit cycle and equity cycle and to apply 

those policies to employees’ situations as required. 

• Answer questions about how yearly performance reviews affect 

employees’ salaries and the manager’s role in the decision-making 

process. 

• Explain how LafargeHolcim calculates employees’ individual bonuses and 

explain when these bonuses are paid out. 

• Understand the process of changing an employee’s position and the 

manager’s role in that process. 

• Explain the decision-making process around a potential relocation. 

Answer employees’ questions if they are interested in this possibility. 

• Answer questions about employees’ benefits packages: medical, dental, 

and vision insurance, 401k, vacation, etc. 

• Help employees become aware of rewards and benefits outside their 

insurance package, including Specials through Bswift, the EAP, and 

internal contests. 

• Understand when to direct employees to HR staff if they cannot answer 

their questions about compensation and benefits. 


Inclusion @LH 

This module is designed to show learners how they can support LafargeHolcim in 

its mission to create an inclusive and diverse workplace. The module will increase 

learners’ awareness of what both inclusion and diversity mean, explain actions 

that managers can take to help foster a sense of inclusiveness on their teams and 

among their coworkers, and reinforce the value of having a workforce that is 

both diverse and inclusive of different people and opinions. 




• Recite what inclusion and diversity mean to LafargeHolcim. 

• Understand the challenges that diverse audiences face in the workplace. 

• Demonstrate behaviors that support these audiences and allow them to 

fully utilize their skill sets. 

• Take actions and exhibit behaviors that create a more fully inclusive 

workplace. 

• Communicate with their direct reports and help them understand the 

value of employing a diverse workforce. 


43

Duration 

MODULE 6 

Description 

Objective(s) 

Duration 

MODULE 7 

Description 

• Explain the value of creating a team work environment that is also 

inclusive of all employees’ opinions and needs. 


Talent Acquisition @LH 

This module is designed to introduce learners to their role in the talent 

acquisition process at LafargeHolcim. All managers will typically need to hire 

additional team members. To do so, they will work with the talent acquisition 

and HR teams. This module teaches learners what the Talent Acquisition team 

does, the methods they use to find the best talent available, the managers’ role 

in the interview process, the decision criteria used when making a choice to hire, 

and each stakeholder’s role in the progression of extending an offer to a 

candidate. The module will also briefly cover the pre-hire process at 

LafargeHolcim, including forms new hires need to complete before they can start 

work, and any other steps the new hire will need to go through. 




• Conduct phone and in-person interviews with potential candidates using 

competency-based interview questions. 

• Extend a verbal offer of employment to a potential new hire and answer 

their questions about the offer as needed. 

• Work with the talent acquisition and HR teams to select preferred 

candidates from a pool of qualified candidates. 

• Understand the talent acquisition and HR teams’ roles in the hiring 

process from start to finish. 

• Reach out to their HR Manager or HR Business Partner when they have 

an opening they need to fill, and understand when it is appropriate and 

necessary to fill a role. 

• Understand the process differences between hiring for salaried and 

hourly positions. 

• Recite the personal characteristics and qualities LafargeHolcim looks for 

in employees outside of job-specific qualifications. 

• Understand the pre-hiring process once a candidate accepts a verbal 

offer. 


Finance Basics @ LH 

This module is designed to introduce learners to LHARP, define LafargeHolcim’s 

financial goals and targets, and teach them how they can help achieve those 


44

Objective(s) 

Duration 

goals and meet those targets. 



After completing this module, you will be able to do the following: 

• Define LafargeHolcim’s high-level group targets according to LHARP 

Chapter 8, specifically adjusted operating EBITDA, CAPEX net, and cash 

return to shareholders. 

o Note: LHARP Chapter 8 defines further goals, but the three listed 

above can be explained most simply for the average learner. 

• Define how the group targets listed above are calculated (for example, 

EBITDA = sales volume – costs). 

• Understand, at a basic level, how LafargeHolcim sets EBITDA, CAPEX, and 

cash return to shareholders goals, and how those goals impact 

employees. 

• Understand behaviors learners can demonstrate and steps they can take 

to improve and contribute toward those targets (when possible). know 

• Understand the type of financial reports and communications 

LafargeHolcim corporate, specific geographic regions, and business 

segments make available to employees. 

• Recognize when those reports are available and how to access them. 



45

iLearn@LH_NA Tuition Overview 

LEARNING 

PATHS 


FOUNDATIONS FOR 

INDIVIDUAL CONTRIBUTORS 

FOUNDATIONS FOR 

FRONTLINE LEADERS 

BUILDING CAPABILITES 

FOR MANAGERS 

COURSE NAME DELIVERY METHOD DURATION APPROVAL 

Introduction to Visible 

Personal Commitment 

Business@LH 

(coming soon) 

Finance@LH 

Apples & Oranges: 

Financial Concepts 

Application 

Legal & Compliance 

CPI: Awareness 

eLearning 

Situational Leadership: 

Taking Charge 

Leading for H&S and 

Engagement 

Online at 

Convergence/Learn@LH 

Online at Convergence/ 

Learn@LH 

Online at 


Classroom: Instructor 

Led Training 

Blended: Instructor Led 

Training & Online at 


Online – Click here for 

course access. 


Led Training , eLearn 


Led Training 

25 minutes 

TBD 

45 minutes 

8 hours 

Visit course 

description for 

details 

90 minutes 

4 hours 

8 hours 

CPI: 5S Blended 8 hours 

CPI: Lean Six Sigma – 

Green Belt 

Managing@LH 

(coming soon) 

Leading for H&S and 

Engagement 

Situational Leadership: 

Building Leaders 

Coaching to Build 

Capacity 

Leveraging Your Power 

to Influence 

CPI: Lean Six Sigma – 

Green Belt 

CPI: Lean Manager 

Situational 

Leadership: Building 

Leaders 

Coaching to Build 

Capacity 

Leveraging Your 

Power to Influence 

Leading with Emotional 

Intelligence 

PRE-REQUISITES 

Leading Change 

Managing Execution 

(coming soon) 

*Costs based on 20 participants per session 

Blended 

Online at 



Led Training 


Led Training, eLearn, 

Blended Learning 


Led Training 


Led Training 

Blended 

Blended 


Led Training, eLearn, 

Blended Learning 


Led Training 


Led Training 


Led Training 


Led Training 

-8 days on-site 

(2x4 days 

sessions) 

-20h coaching 

budget (off-site or 

on-site) 

4-5 hours 

8 hours 

8 hours 

8 hours 

8 hours 


(2x4 days 

sessions) 

-20h coaching 

budget (off-site or 

on-site) 


(4x1 day 

sessions) 

-4 days of 

individual 

coaching (on-site) 

8 hours 

8 hours 

8 hours 

8 hours 

8 hours 

Discuss with your 

N+1 


N+1 


N+1 

N+1 & GM 

Approval Required 


N+1 


N+1 

N+1 & GM 


N+1 & GM 


N+1, H&S & CPI 

Manager 

TUITION PER 

PERSON 

N/A 

N/A 

N/A 

TBC 

N/A 

N/A 

$375 USD* 

$275 USD* 

$250 EUR 

N+1 & HR $2,000 EUR 


N+1 

N+1 & GM 


N+1 & GM 


N+1 & GM 


N+1 & GM 


N/A 

$275 USD* 

$375 USD* 

$375 USD* 

$375 USD* 

N+1 & HR $2,000 EUR 

N+1 & HR $1,000 EUR 

N+1 & GM 


N+1 & GM 


N+1 & GM 


N+1 & GM 


N+1 & GM 


$375 USD* 

$375 USD* 

$375 USD* 

$375 USD* 

$375 USD* 

TBD TBD TBD TBD 


46

Learning to 

grow the business.... 

Visit the iLearn@LH_NA page on Connect@LH 

or email us at learning-na@lafargeholcim.com 

to find out more!

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