zelia soares- empowering line managers to manage performance
TRANSCRIPT
Engineered Excellence
Discussion Points
• Why structure helps • Our process • The development discussion • Assessing Potential • Performance Management driving the Talent Review
Engineered Excellence
Why did we implement Performance Management?
Performance was being
measured on only one
dimension: EBIT
Not sustainable Instilled the wrong behaviour Unintended Consequences
Engineered Excellence
ü Every job filled with a fully performing individual now (high performance) and in the future (succession) no matter how much Murray & Roberts changes or how fast it grows
ü Every job in Murray & Roberts is absolutely necessary and adds appropriate value
ü Every manager is a coach
ü Murray & Roberts leadership pipeline is effective from top to bottom
ü Murray & Roberts is able to make high quality appointment & deployment decisions quickly with high confidence
The compelling business goal
Delivering the performance the Group requires to achieve its growth objectives
Engineered Excellence
How often employees want feedback from managers – Most millennials prefer monthly.
Engineered Excellence
Context
Performance management & development
Driver: Performance & Development
Our Leadership Pipeline & Performance Standards drive and set the benchmark for the required work
Accountability Anchor: The Work
Our Purpose, Values and Vision “TOGETHER TO ZERO HARM”
Des<na<on: What we strive for
Business Alignment: Talent Review
Engineered Excellence
Murray & Roberts Leadership Pipeline It is about the work
# 6
# 4
# 1
# 3
# 5
# 2
Manage Self Operational
Lead Others
Lead Managers
Lead Function
Lead Enterprise Function
Manage Self Technical
Manage Self Professional
Lead Platform
Lead Enterprise
Lead Business
Lead Projects
Engineered Excellence
Performance standards:
• have been developed for each of the layers of work in the organisation
• outline the required shift in work values from one layer to the next
• have tailored Key Performance Indicators for each performance dimension
Performance standards are aligned to the different layer of work
# 1
# 3
# 5
# 6
# 4
# 2
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
Engineered Excellence
Manage Others
Work Values & Career shifts.
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?" 5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
TO: 1. Getting results through others 2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance 3. Making other team members successful & serving others 4. A mindset, "how can I motivate my team and make their work easier today" 5. Team planning, prioritization and execution 6. Building an effective team as its leader 7. Developing state of the art expertise through others 8. Networking across groups
Performance Dimensions Full Performance Exceptional Performance
Financial, Operational, & Technical Results
1. Self & team consistently met targets, produced predictable results 2. Delivered products, service, recommendations & advice to specification & on
time through team 3. Timely information and reports submitted with facts verified 4. Self & team improved efficiency, utilization rate & productivity month on
month 5. Self & team consistently reduced all non-value-adding work and waste
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
Leadership & Transformation Results
1. Team goals understood & actively pursued by team 2. Murray & Roberts values lived & embraced by self & team 3. Demonstrated respect for team members, selected and built a diverse team 4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively 5. Skill level improved and self & team achieved development objectives 6. Positive teamwork environment contributed to more effective results
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team 3. Identified and nurtured high potential talent 4. High team credibility with key stakeholders
1. Clarity of roles & agreed goals
2. Murray & Roberts core values
3. Respect & Diversity
4. Self & team skill level and performance (selection input, assessment, training & coaching)
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
Partnership & Relationship Results 1. Self & work group understood customer needs, delivered to requirements
and built sound customer relations 2. Self & work group understood supplier challenges and assisted suppliers in
achieving their joint objectives 3. Trust and confidence developed with manager, direct reports and other
managers & work teams 4. Sound relations developed & maintained with shop stewards & other
stakeholders 5. Self & team were open and honest, no surprises
1. Built outstanding working relationship with; a. customers b. suppliers c. team d. manager & e. other partners to assist in the achievement of breakthrough results
1. Customer relationships (need identification, understanding & satisfaction)
2. Supplier relationships
3. Team, manager & peer relationships
4. Shop steward & other stakeholder relationships
5. Professional conduct & service delivery with integrity
Management Results
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear 3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost 4. Policies / work rules, standards consistently applied 5. Quality decisions made and solutions found improved team results
1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthrough performance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Plan, schedule, execution, monitor & corrective action
2. Work allocation & resourcing
3. Improvement & best practice ideas shared and implemented
4. Compliance: company policies, processes, standards and regulations
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
Risk Results 1. HSE objectives known and achieved (e.g. LTIFR rate) 2. Reported near misses and risks fully, did task risk analysis and inspections in
a disciplined way 3. Protected the assets of the business as if they were owned by self & team 4. Self & team members lived and demonstrated Stop, Think & Improve
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. Incident rates (LTIFR, DIFR, zero fatalities)
2. Asset protection
3. Personal role modeling - Stop Think. & Improve.
Describe the Key Performance Indicators (KPI’s) applicable to this role
Describe Performance Dimensions
Performance Standard Defining performance
Describe what it takes to “Fully Perform” at this level
Describe what it takes to “Exceptionally Perform” at this level
Engineered Excellence
Five Performance Dimensions
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
3. Personal role modeling - Stop Think. & Improve.
2. Asset protection
1. Incident rates (LTIFR, DIFR, zero fatalities)
1. HSE objectives sharing and achievement set a new standard for frontline teams
2. Created a benchmark for the use, maintenance and protection of assets
3. Self & team were role models for peers through personal, active engagement in Stop, Think & Improve
1. HSE objectives known and achieved (e.g. LTIFR rate)2. Reported near misses and risks fully, did task risk analysis and inspections
in a disciplined way3. Protected the assets of the business as if they were owned by self & team4. Self & team members lived and demonstrated Stop, Think & Improve
Risk Results
5. Analysis, problem solving & decision effectiveness (valuation sign-offs, recipe formulation, acceptance / rejection)
4. Compliance: company policies, processes, standards and regulations
3. Improvement & best practice ideas shared and implemented
2. Work allocation & resourcing
1. Plan, schedule, execution, monitor & corrective action 1. Set a new standard for planning and execution, resource availability, progress monitoring & control
2. Self & team set the norm for applying and implementing new knowledge, ideas & improvement initiatives to drive breakthroughperformance improvement
3. Decision making, problem solving, compliance set the standard for other frontline teams
1. Shorter term plans, budgets & schedules in place, executed effectively, progress reviewed & corrective actions taken
2. Work allocated and accountability was clear3. Processes improved, implemented new ideas - led to higher quality, better
results at same cost4. Policies / work rules, standards consistently applied5. Quality decisions made and solutions found improved team results
Management Results
5. Professional conduct & service delivery with integrity
4. Shop steward & other stakeholder relationships
3. Team, manager & peer relationships
2. Supplier relationships
1. Customer relationships (need identification, understanding & satisfaction) 1. Built outstanding working relationship with;a. customersb. suppliersc. teamd. manager & e. other partners
to assist in the achievement of breakthrough results
1. Self & work group understood customer needs, delivered to requirements and built sound customer relations
2. Self & work group understood supplier challenges and assisted suppliers in achieving their joint objectives
3. Trust and confidence developed with manager, direct reports and other managers & work teams
4. Sound relations developed & maintained with shop stewards & other stakeholders
5. Self & team were open and honest, no surprises
Partnership & Relationship Results
5. Energised, engaged, consulted & communicated (absenteeism, grievances)
4. Self & team skill level and performance (selection input, assessment, training & coaching)
3. Respect & Diversity
2. Murray & Roberts core values
1. Clarity of roles & agreed goals
1. Considered a role model for leading high performing & diverse frontline teams
2. Exceptional performers wanted to work on leader's team3. Identified and nurtured high potential talent4. High team credibility with key stakeholders
1. Team goals understood & actively pursued by team2. Murray & Roberts values lived & embraced by self & team3. Demonstrated respect for team members, selected and built a diverse team4. Performance reviewed regularly, feedback & recognition given and
performance issues dealt with proactively5. Skill level improved and self & team achieved development objectives6. Positive teamwork environment contributed to more effective results
Leadership & Transformation Results
4. Efficiency & productivity levels e.g. tonnes per man hour, m2 per day, drawings per person, equipment & system availability and utilization
3. Timeous delivery of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc.
2. Quality of products, service, handovers, own projects, advice & recommendations, designs, documents, report, systems, information etc. within specifications
1. Quantity e.g. tonnes, m2, m3, Rand, number of drawings (received, produced, wasted, working capital, delivered)
1. Self & team regularly exceeded targets, due dates and quality standards
2. Achieved breakthrough in productivity, effectiveness & reduction of non-value-adding work - freeing up resources for other challenges
3. Set the standard for frontline managers in achieving results
1. Self & team consistently met targets, produced predictable results2. Delivered products, service, recommendations & advice to specification & on
time through team3. Timely information and reports submitted with facts verified4. Self & team improved efficiency, utilization rate & productivity month on
month5. Self & team consistently reduced all non-value-adding work and waste
Financial, Operational, & Technical Results
Exceptional PerformanceFull PerformancePerformance Dimensions
TO:1. Getting results through others2. Taking accountability for energising & making others successful - removing obstacles inhibiting team performance3. Making other team members successful & serving others4. A mindset, "how can I motivate my team and make their work easier today"5. Team planning, prioritization and execution6. Building an effective team as its leader7. Developing state of the art expertise through others8. Networking across groups
FROM 1. Getting results through own personal effort 2. Focusing on self & own performance 3. Individual success 4. A mindset, "how can I make a bigger contribution?"5. Self management & personal planning 6. Team member 7. Individual specialist / expert 8. Team based communication
Work Values & Career shifts.
Manage Others
Operational/ Technical/ Financial Results
Leadership results
Relationship results
Operational Excellence results
Risk results
Engineered Excellence
The power of Leadership Pipeline aligned one page Performance Standards
Clarifies expectations & accountability
Directs individual performance
Drives business results
Easy to keep updated
Recruiting, selecting & promoting
Succession & talent management
Job design & role clarity
Coaching & training leaders in transition
Transparent and clear work distribution between layers
Managing performance & development
Assessment & diagnosis
Driving Business Results
through Performance Standards
Reward & recognition
Engineered Excellence
Full Performance Not Yet Full Performance
Exceptional Performance
Understanding Performance
Excellent Performance
Engineered Excellence
Purpose of Performance Management
Purpose of Performance Management?
Evaluation will follow automatically if regular monthly circle development discussions are held
How do you do it?
Through regular monthly circle discussions
1. Identify the work that is getting done. Build on Strengths.
2. Identify the work that is not getting done
3. Develop direct reports to get it done
4. Improve performance
Engineered Excellence
Purpose of Performance Management
The purpose of Performance Management is • to drive company and team financial performance, as well as individual
performance, in order to deliver sustained shareholder value. • to create a purpose driven culture, where there is alignment to the purpose,
vision, values and strategic goals of the company as outlined in the Group’s “family portrait” below.
Creating line of sight…doing the right work
Engineered Excellence
Organisational Alignment: 5 Performance Dimensions
In order to drive alignment to our vision and in particular in achieving the status of being “a leading international diversified project engineering, procurement and construction group” we have defined leading across five performance dimensions defined below:
• Satisfied shareholders through value creation • Achievement of business objectives 1. Financial
3. Relationship
4. Operational • Global capabilities harnessed to deliver successful project outcomes • Effective systems and controls to ensure successful project delivery • Sustainability and governance emulated by industry
5. Risk • Recognised for outstanding HSE results • Effective risk management
• Murray & Roberts brand respected internationally • Recognised as a diverse, high performing organisation • Renowned for leadership development and capacity
2. Leadership
• Stakeholder partnerships leveraged for growth • Internal and external trusting and open relationships • Recognized as an employer of choice
3. Relationship
Lead
ing
Engineered Excellence
Group KPIs and targets set
KPA KPI Targets
1. Financial
a. Profitability • EBIT of Rxxx billion
b. Cash flow • Net cash of Rxxx million
c. Returns • ROCE of >xx%
2. Leadership
a. Strategy Implementation • Implement approved strategic plans
b. Transformation & Diversity • BBBEE rating of Level 3 on Construction Charter for all SA operations • 50% of all appointments in SA for middle management and above to be Black • Diversity awareness programmes to be held in all operations
c. Leadership Succession & Development
• Conclude performance contracts and performance reviews for direct reports and conduct leadership succession reviews
• Maintain skills development spend at more than Rxxxm per annum
3. Relationship a. Stakeholder Engagement • Positive relationships with key internal and external stakeholders
b. Employer of Choice • Participate in an employer of choice surveys and develop improvement plans
4. Operational
a. Good Governance • Conducting regular and effective meetings • Implementation of policy frameworks, with a complete set of policies to be supported by
management standards and operational standards
b. Commercial Management • Drive outstanding claims resolution • Effective contract management
5. Risk
a. Health & Safety • Zero Fatalities and LTIFR < 1 • Implementation of Journey to Zero Harm and Transformational Leadership (DuPont
recommendations) programme • Implementation of Health & Wellness plan
b. Risk Management • Ensure rigorous risk management and risk training through effective risk reviews • Maintain risk registers for top risks and manage these risks
c. Environment • Implement new environment reporting standard, monitor performance and set environmental targets
Engineered Excellence
Alignment through performance target cascading
CEO
Lead Platform
Lead Business
Rest of team
Contracting Evaluating 2015 Strategic Objectives
Engineered Excellence
The desired Murray & Roberts Leadership Brand…
Leadership that lives the values, is visible and engaged • Characterised by values driven behaviour, personal mastery and
enhancing the personal growth of people
Leadership that is committed and performance driven • Where leadership is held accountable for performance and behaviour in
delivering our services safely, on time, to budget and to quality through collaboration, team work, discipline and professionalism
Leadership characterised by sound stakeholder relationships • Built on partnerships and trust, ethical conduct, value adding to client and
win/win oriented
The Murray & Roberts Leader
Engineered Excellence
The annual performance cycle will comprise of 3 key evaluation activities: 1. Informal circle discussions done monthly 2. Interim formal performance & development review done in January 3. Final performance & development evaluation done in June
Contract & IDP
Complete Template
July
Interim Review
Complete Template
Jan
Final Evaluation
Complete Template
June
Informal monthly circle discussions
Informal monthly circle discussions
The Performance Cycle
Engineered Excellence
Process
Employee develops
performance contract and development plan online
Manager reviews performance contract and
invites employee for a discussion.
Edits made as required and contract is
signed off my manager
Role of HR….help or hinder?
Engineered Excellence
Development Planning
Three Important Questions § What is being achieved? § What is the performance shortfall
or the development need? § What development activity will
produce the desired result, e.g. fix the short line?
In sum: “is there anything we can and
should be doing to help improve performance in the current position or to prepare the individual in time for the next anticipated move?”
Engineered Excellence
Work Experience or Special Work Assignments
Manager Coaching
Education Courses or Seminars
Major Development Alternatives
Engineered Excellence
The fundamental measure of Potential is Performance which is
work done in the past clearly demonstrating excess capacity-
especially in the face of Adversity, Challenge & Obstacles
Measuring of Potential
Growth Potential (Exceptional)
The work one can do in future
Engineered Excellence
Judging Potential In three years the individual….
Can make the turn to the next leadership level
Turn Potential
Can be transitioned to a bigger job at the same leadership level
Growth Potential
Can continue to improve in current job within the same leadership level
Mastery Potential
Engineered Excellence
Talent Segmentation Nine Box Performance/ Potential Matrix
Matrix Performance
Exceptional Full Not yet full
Potential
Turn Able to do
work at next level
Exceptional / Turn EXCEPTIONAL TALENT
• Exceptional performer ready to turn i.e. to move to the next passage or higher leadership layer
• Move now
Full / Turn TALENT
• Full performer with turn potential who should further improve performance before being asked to make a leadership turn
• Stretch performance
Not yet full / Turn POTENTIAL TALENT
• Recently moved / promoted to new job; requires some time and experience
• Stretch performance, wait and see
Growth Able to do
work of bigger jobs at
same level
Exceptional / Growth HIGH PERFORMER WITH
POTENTIAL • Exceptional performer capable
of continued growth along current path
• Develop for next layer
Full / Growth PERFORMER WITH
POTENTIAL • These persons should be
considered for bigger jobs along current path if they can deliver better results
• Stretch performance
Not yet full / Growth POTENTIAL PERFORMER
• Recently moved / promoted to new job; performs part of the job well, other parts poorly
• Get the whole job done
Mastery Able to do
same kind of work, only
better
Exceptional / Mastery HIGH PERFORMER
• Exceptional performer likely to remain at current level, but whose contributions should be recognised
• Reward & recognise
Full / Mastery PERFORMER
• Full performer not likely to grow beyond scope of current position
• Stretch performance
Not yet full / Mastery UNDERPERFORMER
• These individuals are frequently working at the wrong leadership level
• Performance manage and coach tightly for improved performance
Engineered Excellence
Benefits of the 9 Box
• Foundation of the annual Talent Review • Segregates talent • Confirms succession and high potential individuals • Feeds into development programmes • Feeds into Mentorship programme • Puts pressure on underperformers