performance management process plan module€¦ · interconnected components: plan, coach, review...

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Performance Management ProcessPLAN Module

Manager Planning Conversations

Manager Planning Conversations • TOC

Table of Contents

page

How the Performance Management Process Works.................................................... 1 Notes .............................................................................................................................2 Learning Log ..................................................................................................................3 Workshop Objectives & Agenda ..................................................................................5 The Performance Management Process .......................................................................6 The Four Elements of the Performance Management Process.....................................7 Line of Sight (Work Connections) .................................................................................8 5 Star Model ..................................................................................................................9 The Planning Conversation ......................................................................................... 10 Co-creating Objectives.................................................................................................11 Global Rating Framework............................................................................................ 13 Case Analysis Notes.................................................................................................... 14 About Development .................................................................................................... 15 GROW—Personal Development ................................................................................ 18 Preparing for a Planning Conversation......................................................................... 19 Action Planning........................................................................................................... 20

Appendices

Appendix 1: Performance Management Program

Appendix 2: Performance Planning At-A-Glance

Appendix 3: Performance Planning Q&A

Appendix 4: Generic Accountabilities

Appendix 5: Leadership Capabilities Assessment Summary

Appendix 6: Global Rating Framework

Appendix 7: Guide to Completing Your Performance Plan

Appendix 8: A Guide to Completing Your Individual Development Plan (IDP)

Appendix 9: Index of Performance Management Website Materials

Manager Planning Conversations • 1

How the Performance Management Process Works

The AstraZeneca Canada Performance Management Process involves four interconnected components: plan, coach, review and reward. We participate in this process on an annual basis with formal planning, ongoing performance coaching, semi-annual and annual review and reward periods. We also participate less formally on a daily basis.

This module will focus on the Planning Conversation. It is intended to assist you in preparing for this important first step in the Performance Management process. This is the time for managers and employees to co-create clear and specific objectives for the year based on a line of sight to business goals and also reflecting needs for personal development. This conversation will also define the objectives, standards and leadership capabilities by which each person’s performance will be assessed.

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Notes

Manager’s Planning Conversations • 3

Learning Log

Use this form as a place to make note of your key learnings throughout the program.

Learning and Insights at a Personal Level

Ideas for Application In My Performance Planning Conversations �

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Learning Log

Use this form as a place to make note of your key learnings throughout the program.

Learning and Insights at a Personal Level

Ideas for Application When I am Coaching �


Workshop Objectives & Agenda

Workshop Objectives

• Introduce managers to the key elements of the AZ Performance Management process.

• Reinforce the value of Performance Management as a leadership tool

• Assist managers to explain and follow the AZ approach to Performance Planning to their employees by:

• Insuring ‘line of sight’ between corporate goals and individual objectives

• Co-creating personalized objectives and standards that will stretch and challenge employees and that will ultimately be used to evaluate performance

• Introducing a system of performance assessment based on performance outcomes and results linked to business goals, measurable standards and demonstrated leadership capabilities

• Co-creating personal development objectives that can be incorporated into an individual development plan (IDP)

• Provide specific tools that will enable an effective performance planning conversation.

Agenda

• Video: Performance Management Overview

• Team Exercise/Discussion: The Performance Management Process

• Video: Performance Planning

• Team Exercise/Discussion: Performance Planning

• Team Exercise: Case Analysis

• LUNCH

• Team Exercise: Case Analysis (cont’d)

• Team Exercise: Personal Development

• Review: Available resources and quick reference tools

• Action Planning

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The Performance Management Process

What is Performance Management all about?

What makes this process important and what is your role in the process?

How do you feel your managers look at this process?


The Four Elements of the Performance Management Process

Planning: This is the time for managers and employees to co-create clear and specific objectives for the year based on a line of sight to business goals (based on the manager’s own objectives) and also reflecting needs for personal development. This conversation will also define the objectives, standards and leadership capabilities by which each person’s performance will be assessed

Coaching: This is the ongoing process of having coaching and development conversations throughout the year. These conversations help to identify and eliminate performance obstacles, monitor and recognize progress to date, realign objectives where necessary and continue to recognize and respond to opportunities for personal development.

Reward: This final stage in the performance management process links each employee’s performance to a financial reward based on the results that that person has achieved and in relation to their employee group. Part of this process requires that manager s review the performance of their department/ function with overall organizational goals. Then total rewards is a reflection of how well the organization has performed.

Review: This is the time to evaluate each individual’s performance over the past year. Factors to consider include both what has been accomplished and also how it has been accomplished. Performance is evaluated based results achieved on the objectives set at the beginning of the year, the standards that the employee and manager agreed would be used to measure and the employees performance demonstrated in one or more leadership capabilities that were identified at the planning stage in this process.

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Line of Sight (Work Connections)

In a performance-driven culture, everyone understands how the work they do contributes towards the company’s strategic framework. This is what we mean by “line of sight.” Getting a clear line of sight doesn’t happen through osmosis, but rather through the managerial practices of setting context, planning, co-creating objectives, and holding conversations to obtain commitment. Managers create line of sight for their direct reports by setting appropriate context when delegating work. This means ensuring each person understands the following: • The organization’s vision, mission, values, and corporate BPM

• The functional initiatives, and how they support the corporate BPM

• Any team or departmental objectives/projects linked to the functional initiatives (how functional initiatives are put into operation).

• Individual objectives related to team goals and projects (defining who will do what, when, and with what resources).

At AstraZeneca Canada, the corporate scorecard and functional strategies are set in an annual planning process. They directly contribute and support the Global SET BPM. However, related team objectives and projects can arise or change during the year, and individual objectives and standards are also dynamic—they need frequent manager/direct report review, discussions, and adjustment to ensure they remain connected and relevant.


5 Star Model

Note: Managers need to participate in an Objective Calibration meeting (with their own objectives) prior to engaging in objective setting with their employees. Line of sight is a person’s ability to see the connections among their individual accountabilities and objectives, functional initiatives, and the organization’s critical success factors. In other words, if you have successfully created line of sight, each of your direct reports will be able to say “I fit; I feel clear; I feel supported; I feel valued; I feel inspired.” It’s only when employees really make these connections that they become fully engaged and can tailor their day-to-day actions to effectively support AstraZeneca Canada’s mission.

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The Planning Conversation

What is the significance of the Planning Conversation?


Co-creating Objectives

Objectives go beyond a simple description of the position a person may hold. Objectives should both be evidence of the performance of key responsibilities that are important in the year ahead and/or specific requirements of the employee’s team or department. In addition it is important to think about the personal development of each person while objective setting. To identify objectives consider asking these questions: • What will show successful accomplishment of this employee’s key job responsibilities against

high standards and while remembering the need for continuous improvement?

• What additional objectives does this employee need to accomplish in order to support their team or department to achieve it’s objectives in this review period?

• What opportunities exist to support this person’s development while performing their job responsibilities, supporting the team and department?

A helpful framework for defining an effective objective is based on the SMART format. This means when co-creating performance objectives with your employees they need to be: • Specific – clearly defined as opposed to a broad generalization

• Measurable – quantitative measures for how may, how much, as well as qualitative measures for how well

• Achievable – realistic given the available capabilities and business climate

• Realistic – have significance to the business

• Time-based – within a time frame or by a certain time (may be event related)

A further refinement to SMART comes by giving additional detail regarding your expectations associated with the objective. These are in the form of QQTRs: • Quantity – part of the measurement equation this is the output or deliverable (how much,

how many)

• Quality – the other part of the measurement equation is how well and/or within what constraints

• Time – by when, within what time frame

• Resources – with what people, information, budgeted resources and/or decision authority

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Finally, objectives need to be: • Personalized—defined for each person in a role based on their unique talents and capabilities Vs

generic for everyone in the same role.

• Stretch—each year objectives need to challenge individuals to reach beyond their comfort zone. This is part of a process of continuous improvement as corporate goals continue to grow.

• Linked to Leadership Capabilities—take into account the use of Leadership Capabilities that, based on a target level for the employee in their role, will reflect ‘how’ each person goes about accomplishing each of their objectives.

The objective setting process requires that ‘Standards’ be identified as a means by which objectives can be measured. Standards can be based on generic accountabilities (see Appendix # 4: Generic Accountabilities) along with Leadership Capabilities (see Appendix 5: Leadership Capability Assessment Survey) that the manager and employee agree will be important in achieving the objectives they have co-created. It is expected that at least one (1) Leadership Capability will be selected for each objective. Standards can be both quantitative (What was accomplished) based on specific business performance measures (e.g.: % increase or # of occasions). A standard can also be a qualitative (How it was accomplished) measure based on factors such as client or colleague feedback. Objectives can have different focus, the most common being: • Problems/Opportunities/Development • Processes • Practices • People Objectives tend always to be geared at one or more of the following: • Achieve – a performance improvement • Avoid – the loss of something of value • Preserve – a worthwhile aspect of our current situation • Eliminate – a threat, liability or risk Based on the work of Fred Nickols “If you don’t know where you are going, how will you know when you get there?”


Global Rating Framework

Unacceptable Partially Meets

Meets Exceeds Distinguished

What

How

Notes

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Case Analysis Notes


About Development

Development matters to everyone, both you and AstraZeneca. For you, having a development plan helps to gain the necessary capabilities to support your performance and reach your goals successfully. It also helps you to determine what capabilities you need for a future role, so that you can actively plan for the role or career that you want. Life-long learning is critically important in today’s workplace. It ensures success for individuals, teams and AstraZeneca. It is essential to upgrade competencies and skills on a continual basis. ‘As a employee, you are accountable to drive your own learning and development.’

Half Truths Real Truths

• Development takes a lot of time • Development requires conscious effort and attention

• Development is hard work • Development requires partnership

• Experience is the best teacher • Meaningful challenge is the best teacher

• People learn more from failure than from success

• People learn when they examine their experiences

• People resist change • Change must have personal payoff

• Feedback from others is essential for development

• Relevant information and insight are essential for development

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Just like becoming a better golfer, cook, money manager, partner or musician doesn’t happen by chance, the same can be said for personal development. Personal development occurs when we are intentional, have a plan and see value or benefit in what we are doing. Consider these key factors when thinking about your development: • Focus: on your priorities, things that matter to you and will make a difference now or in the

future.

• Where am I now and where do I want to go?

• What will give me the greatest leverage?

• What new behaviors would you like to implement?

• Implement: something every week and make development part of your routine.

• What are my SMART (Specific, Measurable, Achievable, Results Oriented (business) and Timed) goals for your development?

• What did I commit to do?

• How can I remind myself about my goals?

• How and when will this regular review fit into my routine?

• Reflect: on what happens and identify natural opportunities to stop and reflect on what you have learned and how you are doing.

• What progress have I made?

• What have I learned?

• What does success look and feel like?

• Seek: feedback and support.

• How can I seek information and feedback to know how I am doing?

• Who will give me helpful feedback?

• When will I speak with them and what will I ask?

• Transfer: learning to the workplace.

• What can I do that I couldn’t do before?

• How and where am I able to use my new capabilities?

• How can I let others know about these new capabilities?


Where You Are Where You Are Going

Your

Vie

w

Abilities

(How you see yourself)

What is your view of your own capabilities, style and performance, especially in relation to important goals and success factors?

Goals & Values

(What matters to you)

What motivates and energizes you? What important interests, values, desires, work objectives, and career aspirations drive your behaviour?

Oth

ers

’ V

iew

Perceptions

(How others see you)

How do others perceive you, including your capabilities, style, performance, motives, priorities, and values?

Success Factors

(What matters to others)

What do other people, such as you boss, senior managers, peers, and direct reports expect or desire from you? Consider your formal and informal roles and responsibilities as well as cultural norms and values.

* Source: Development First Workbook Criteria for good developmental objectives: 1. Write your objectives from a positive point of view:

a. What new behavior do I want to see?

b. What new skill do I want to learn?

c. What new information do I want to gain?

d. What new skill application do I want to see demonstrated?

2. The objective should detail your behaviour not business results.

3. Objectives should be clear enough that someone will be able to tell if you have done it or not.

4. Objectives should be a manageable size.

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GROW—Personal Development

This model outlines the factors to consider in defining and/or reviewing a personal Individual Development Plan (IDP).


Preparing for a Planning Conversation

Preparing for a Performance Planning Conversation

Preparing for a Personal Development Conversation

• Consider corporate and functional priorities and the manager’s objectives for the year

• What aspects of an employee’s accountabilities and responsibilities will be most critical for this year

• What stretch objectives can each person set for themself

• What leadership capabilities will be important to develop/demonstrate and how can they be measured in the year ahead

• How can each person live AZ values every day

• What support can an individual or team offer to other areas or teams within AZ

• What can a person do to drive for excellence in delivering business results

• What standards can be used to measure each person’s performance with the Global Rating Framework

1. Review your PM form and IDP:

• Consider what skills or behaviour you are developing

2. Look for other sources of ideas or insights into performance including Learning Logs, feedback from others, business results and surveys.

• What have I learned? How am I doing?

3. Think about what you can bring to this discussion in observations, insights and ideas or suggestions for improvements.

• What barriers have gotten in the way of my learning?

4. Come prepared with an open mind to receive the gift of feedback.

• What have you observed in my performance?

Planning Conversation Review Checklist

Will each employee acknowledge that their manager:

Clearly communicated their expectations

Explained the ‘why’ (purpose) behind the objective

Offered specifics regarding the quantity, quality, timing (as necessary) for this objective

Made the employee aware of the resources available to support their efforts

Helped to define the objective based on measurable standards and demonstrated leadership capabilities

Offered support and encouragement about the employees capability to do this objective

Demonstrated the value to the employee (WIFM) for doing this objective

How well did each employee:

Clearly understand the objective

Appreciate/understand the reason why this needs to be an objective

Have an opportunity to ask questions and clarify their understanding

Play back their understanding of the objective

Understand how their performance in completing the objective will be measured

Appear committed to this objective

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Action Planning

What will you require, what steps can you take in order to have the most effective performance and personal development planning conversations with your employees? Consider: Review of available materials:

Facts and data required:

Existing corporate goals:

Individual and group capabilities to develop:

Other potential areas for personal development

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