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Achievement & Development Process (ADP). Outcomes of Session. Understand your role in a Performance Management Process Understand the four elements of the Achievement and Development Process - Goal Alignment - Continuous Feedback - Summary Discussion - Human Resource Review.

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outcomes of session
Outcomes of Session
  • Understand your role in a Performance Management Process
  • Understand the four elements of the Achievement and Development Process- Goal Alignment- Continuous Feedback- Summary Discussion- Human Resource Review
why have a performance management process
Why have a Performance Management Process?
  • Clear Expectations of the Individual
  • Aligned Goals
  • Clear Performance Understanding
  • Career Development Plan
  • Plan for Individual Improvement in the position
  • Evaluate Corporate Resources (individuals)
  • Individual Income Management
  • Manage individual Expectations
  • Open two-way Communication
performance management components
Performance Management Components

Achievement & Development Process

Balanced Measures

Performance Management

Training & Development

Career

Development

Staffing Strategy

Compensation Strategy

elements of adp

Achievement and Development Process

Human Resource Review

Goal Alignment

Continuous Feedback

Summary Discussion

SUCCESS

Elements of ADP
slide7
Goal
  • A desired result that increases customer satisfaction and/or improves processes to attain business objectives;
  • A desired result that contributes to employee growth and development
what is goal alignment
What is Goal Alignment?
  • Process used at all levels of the organization for setting goals that are consistent with and supportive of with the goals of:
    • the next level up and down - Vertical
    • key customers - External
    • key partners within the company - Horizontal
goals cots definition
Goals/COTs - Definition

Business Goals: macro, high level, business results/objectives; there can also be higher level business unit/process area goals

Individual Goals: Your business unit/process area objectives that support the Business Goals.

Critical Operating Tasks: specific actions key to the achievement or in support of corporate or business/process area goals

adp goals cots drive
ADP Goals/COTs drive...
  • Individual / team accountability for achievement of results – performance
  • “pay for performance” compensation through merit increases and incentive pay
goal setting cot alignment process

begin

Review higher level goals

Review and update during year

“How do we/

should we contribute?”

Our Goals

Develop action plans for goals

Goal Setting/Alignment

“Do goals/ COTs meet criteria and guidelines?”

Determine team and individual work

“Are goals/COTs aligned?”

Develop COTs

Goal Setting/COT Alignment Process
constructing a goal cot statement
Constructing A Goal/COT Statement
  • Answers the question: “What am I/are we committed to achieve?”
  • Begins with a concrete, action word
  • Focuses on what is to be achieved and when, not how itis to be accomplished
  • Is objective, clear and concise
  • Is specific with timing
effective goal cot development checklist
Effective Goal/COT Development Checklist
  • Specific...describes end results
  • Meaningful...contribute to accomplishment of business goals
  • Aligned with other goals...linked with higher level goals & goals across organization/between functions
  • Realistic and attainable...a manageable number within your control
  • Timing and measurable..include a deadline
  • Balanced...include process improvement & end result achievement; team and individual results
vertical goal alignment example
Vertical Goal Alignment Example

Corporate Goal

Achieve sales of “X” dollars for (year)

Business Unit Goal

Achieve sales of “Y” dollars during (year)

Western Region Goal

Gain additional market share by July, (year)as follows: Missouri: 40% Texas: 42%

Sales Representative COT

Identify 10 new target accounts and convert at least 5 by (year)

horizontal goal cot alignment example

Plant Production

Sales Representative

Establish production schedules for (yr.) and beyond to support new business with no loss of efficiency levels within the plant

Identify 10 new target accounts and convert at least 5 by June, (yr.)

Horizontal Goal/COT Alignment Example

Western Region Goal

Gain additional market share by July, (year) as follows: Missouri: 40% Texas: 42%

elements of adp1

Achievement and Development Process

Human Resource Review

Goal Alignment

Continuous Feedback

Summary Discussion

Elements of ADP
continuous feedback review
Continuous Feedback Review
  • What is Continuous Feedback?
  • Leader’s role
  • Continuous Feedback Process
    • feedback sources
    • feedback topics
    • soliciting feedback
    • good feedback
    • development planning
what is continuous feedback
What is Continuous Feedback?
  • Process for individuals and teams to collect feedback from managers, peers, co-workers, customers, and suppliers to assess performance against goals, customer satisfaction, and developmental needs
  • Feedback is continuous and collected on an on-going basis via informal and formal means
  • Feedback should capture both the “what” and “how”
    • what was achieved
    • how was it accomplished
benefits of continuous feedback
Benefits Of Continuous Feedback
  • Allows employees to collect specific, actionable information directly from individuals with whom they work most closely. This information can be used to improve:
    • individual performance
    • work processes
    • relationships with others
continuous feedback process

Identify feedback sources

Solicit feedback

Develop and Implement Action Plan

Document & interpret feedback

Prepare & Lead ADP summary discussion with leader

Continuous Feedback Process

Evaluate Progress

a feedback source is someone who

Identify feedback sources

A Feedback Source is someone who...
  • you work with on a regular basis
  • can provide information about how your work is going
  • is familiar with your goals/COTs and achievement toward them
possible feedback sources

Identify feedback sources

Possible Feedback Sources
  • Your feedback sources should include:
    • yourself
    • your leader
    • peers & colleagues
    • team members
    • cross-process team members
    • internal and external customers/suppliers
feedback topics

Solicit feedback

Feedback Topics
  • Progress on goals/COTs
  • Meeting your customer’s needs & expectations
  • Interpersonal skills
  • Work habits
  • Quality of work
  • Leadership characteristics and job competencies
formal surveys

Solicit feedback

Formal Surveys
  • Two versions:
    • leader (also two versions; cost)
    • individual contributor (no cost)
  • Available electronically via HR Online
good feedback

Document & interpret feedback

Good Feedback
  • Is informal and ongoing
  • Relies on combination of sources and methods used to collect it
  • Comes from asking open questions
  • Depends on active listening
  • Is specific, based on examples, and actionable
  • Develops over time
  • Usable for improvement
receiving feedback
Receiving Feedback
  • Listen attentively
  • Remain calm, objective, and open-minded
  • View all information as potentially useful
  • Ask for specific examples
  • Avoid rejecting, defending, or justifying
  • Paraphrase or summarize to clarify understanding
  • View it as a challenge & opportunity for development
  • Thank the person for the input
  • Give the feedback time to digest
giving feedback
Giving Feedback
  • Begin by using the word “I”.
  • State your Feelings
  • Describe the Behavior in specific terms
  • Be prepared to give Examples
  • Give the Reasons for your feelings
  • Explain What you would like the other person to do
  • Ask for Agreement
competencies

Solicit feedback

Competencies
  • Categories of behaviors key to roles performed at OC
  • Typically used during interview process
  • Examples:
    • communication
    • teamwork
    • problem solving
    • customer focus
  • Use these in soliciting feedback and to outline strengths & areas for development
elements of adp2
Elements of ADP

Achievement and Development Process

Human Resource Review

Goal Alignment

Continuous Feedback

Summary Discussion

what is a summary discussion
What is a Summary Discussion?
  • Leader and employee have a discussion on the following:
    • performance against goals
    • summary of feedback collected, how those learnings were applied
    • strength/development area identification
    • career growth (short and long term)
    • development needs and plan
  • Formal documentation once per year (based on reviews during the year)
characteristics
Characteristics
  • Leader and employee both prepare and discuss
  • Leader acts as coach
  • Each business determines the timeframe
  • Focuses on achievements and development
  • Forward looking
    • new goals/COTs for the year
    • development needs & career objectives
  • Leader and employee share feedback
preparation
Preparation
  • Summarize
    • overall performance & achievements against goals/COTs
    • feedback received
  • Identify:
    • strengths & developmental areas
    • Tie to Competencies
    • career planning (short & longer term)
    • development needs/actions
    • possible new goals/COTs
  • Use common electronic format for summary discussion
competencies1
Competencies
  • Supporting Tools:
    • Leadership Characteristics
      • 10 Characteristics that have been identified by the Sr. Leadership Team
    • Job Competencies
      • Also known as Targeted Selection interview dimensions
  • Competencies by Function
    • Provides selected Characteristics and Competencies that should be reviewed for employees in specific functions.
position description
Position Description

The ASM is responsible for development and implementation of a territory business plan defining distribution, product, pricing and promotional strategies (including System Thinking concepts and processes) for designated retailers and distributors of Owens Corning building material and composite products. This position drives the generation of sales growth for the Roofing, Insulation, Composites and Exterior Systems Business Units within the assigned area which may have approximately $8-$10 million in annual sales volume. Strategies include account conversions, product upgrades, new product introductions and effective use of internal and external sales support resources to build customer partnerships.

The ASM works with product and sales teams including a customer service support team for the region. The ASM manages local pricing to build profitable businesses across multiple product lines. Building customer relationships is key to delivering outcomes, along with working through a variety of markets and channels of distribution. The product mix includes glass, insulation, roofing, foam, siding, and windows. The markets and channels of distribution include one and two step distributors; buying co-ops, retail store chains, and national accounts. Performance requirements include achievement of sales commitments by business unit; emphasis on profitable product mix; focus on the customer’s customer; and management of expenses within a budget. Key competencies include tenacity, problem solving, risk taking persuasiveness, responsiveness, independence, customer focus, work standards, teamwork, and communication skills.

leadership characteristics
Catalyst for Change

Good Listener

Communicates Openly and Seeks Information

Creates Teamwork Climate

Seeks Personal Growth

Personal Confidence

Personal Integrity

Encourages Individual Dignity

Sense of Urgency

Sense of Humor

Leadership Characteristics
leader s role
Leader’s Role
  • Initiates process and schedules final review
  • Preparing for discussion as employee does
  • Responsible for seeing that all elements are covered
  • Provide own feedback
  • Reality check on performance results, strengths/development areas, career objectives & development plans
  • Coach employee
  • Ensure Summary Discussion Form is documented and signed
how does my evaluation affect my pay
How does my evaluation affect my pay?
  • Performance evaluation is one tool that is used in determining an employee’s merit pay.
    • Focus on past year performance, multiple input from multiple levels
    • Overall achievement
    • Look at contributions to assignments; were improvements made or were processes done more efficiently
  • Other items include:
    • Current salary in relation to market value and band ranges
    • Amount of time since last increase
    • Allocated salary budget
the bands
The Bands

Officers

Senior

Leadership

2

Leadership

Managers,

Senior Individual

Contributors

3

$120,000 to

$520,000

Supervisors,

Professional,

Analysts

4

$90,000 to

$300,000

5

$65,000 to

$175,000

Technical

6

$50,000 to

$140,000

Administrative

7

$30,000 to

$100,000

8

$20,000 to

$70,000

$15,000 to

$55,000

compensation goals
Compensation Goals
  • Reward fairly for your contribution to Owens Corning’s success
  • Provide a competitive compensation package
  • Align compensation with individual and Company performance
  • Provide flexibility for both the Company and you
major surveys
Major Surveys

Used to determine market values

  • Organizational Resource Counselors (700 companies)
  • Hay PayNet - Next generation of Hay survey data (500 companies)

Both allow for peer group specification

Other surveys may be used for specialized positions

determining merit pay
Determining Merit Pay
  • Focus on performance, achievements, feedback
  • Look at contributions to assignment
  • Consider current salary in relation to market value and band ranges of assignment
  • Consider amount and date of last increase
  • Administered within salary budget
elements of adp3

Achievement and Development Process

Human Resource Review

Goal Alignment

Continuous Feedback

Summary Discussion

Elements of ADP
what is an human resource review hrr
What is an Human Resource Review (HRR)?
  • Process in which leaders of the company meet to discuss various HR strategies
  • Follows Achievement and Development Summary discussions
  • Among leaders of a particular organization (NLT’s)
  • Facilitated by Human Resources Representative
hrr focus
HRR Focus
  • Human resource implications of business strategy
  • Potential organizational structure changes
  • Needs of selected employees
  • Potential job movements
  • Training & development needs
  • Succession planning
  • Diversity opportunities
  • Inventory of organizational skills
  • Recruiting needs
hrr outputs
HRR Outputs
  • Plans for job movements, succession planning, recruiting
  • Development needs
  • Feedback to Training and Development organizations
  • Shortfalls in structure, skills, training, and manpower
key leader staffing process

Identify

Open Position

Key Leader Staffing Process

Review interview data

and determine if offer

will be extended*

*Selection of non-Succession

Plan participant must be

validated by Senior VP of HR

Outline Job Specifications

Responsibility: HR Leader

Staffing Leader

Sourcing Procedure:

- JOBB Posting

- Internal review of key succession

plan information

- External Search as necessary

- Executive Team communication

and nomination

- Diversity nomination

- HR Leadership Team Review

Responsibility: Staffing Leader

Candidate Finalization

Review sourcing comparison

data and determine candidate

interview pool. (Provide status

update to Hiring Manager and

HR Leadership team.)

Responsibility: HR Leader

Conduct Interview

Panel consists of: Organization Senior Leader

Hiring Manager

HR Leader

Staffing Leader

Others as necessary

Responsibility: HR Leader

career management1
Career Management
  • What is Career Management?
  • Your role in Career Management
  • Your leader’s role in Career Management
  • What tools and/or experiences are available for career management?
career management2
Career Management
  • Defining your career objectives, understanding your current performance, capabilities, aptitudes and then developing a plan to match your expectations.
your role in career management
Your Role in Career Management
  • You “own” this journey..only you can make the final decision about what to do or NOT to do
  • Consider:
    • Your contribution in current assignment
    • Your strengths and areas for development
    • Your short and long-range career objectives
    • Your developmental needs
    • Your potential to do other things
your role in career management1
Your Role in Career Management
  • Select Tools to help define career objectives that include:
    • Interests
    • Motivation
    • Inventory of current capabilities (self)
    • Professional expectations
    • Personal expectations
    • What do you want to do?
your leader s role
Your Leader’s Role
  • Jointly determine what success is in your current assignment
  • Provide ongoing feedback about your performance
  • Ensure that career discussions occur
  • Provide a logical framework for review
  • Understand what resources are available to assist employees in this area
  • Understand career alternatives in OC
  • Be honest and direct regarding expectations
what tools are available
What tools are available?
  • Achievement & Development Process
    • Personal Development Plan
  • Career Coaching Guidelines for Employees and Leaders
  • Education/Information on:
    • organization
    • roles/jobs
    • requirements
      • skills
      • experiences
      • competencies
  • Mentor
key steps
Key Steps
  • Self - Assessment regarding interests
  • Gather information regarding opportunites
  • Explore and network
  • Engage leader an mentor
  • Develop action plan
  • Get in the game
what is the mentoring process
What is the Mentoring Process?
  • Mentoring helps employees develop and become a successful member of the team faster.
  • Mentoring helps transfer knowledge between seasoned employees and newer employees.
the mentoring process overview

Mentee Initiates

Mentoring Session

ID Potential

Mentors

Conduct Mentoring

Session

Mentee Meets

with Mentors

Provide Mentor

with Information

Follow Up as

Necessary

Maintain Mentor

Biographies

Mentee and Mentor

Agree to Relationship

The Mentoring Process - Overview

Mentor-Mentee

Pairing

Potential Mentor Identification

Mentoring

Assign Mentor to Employee

Evaluate & Improve the Mentoring Process

slide63

Potential Mentor Identification

  • A positive role model of the company’s values and practices
  • Knowledgeable about organizational goals, policies, programs, and opportunities
  • Aware of the culture, trends, networks, and information resources within the organization
slide64

Potential Mentor Identification

  • Regarded as successful in their job
  • Skilled in setting goals, coaching, providing feedback
  • Strong in listening, communication, and problem solving
  • Committed to the process and effort
slide65

Mentor-Mentee Pairing

  • For new hires or transferred employees
  • Based on similarity and diversity of backgrounds and/or interests, willingness to mentor new hires, etc.
  • Meet to define relationship
  • The mentee can establish a relationship with a different mentor
slide66

Mentoring Process - Roles and Responsibilities

  • Mentors
    • Set realistic expectations
    • Make themselves available
    • Maintain consistent contact
    • Identify areas for personal development
    • Share business contacts
slide68

Mentoring Process - Roles and Responsibilities

  • Mentees
    • Initiate contact with mentor / plan meetings
    • Set goals for self
    • Open to feedback -- accept information without interpreting it as evaluation
    • Be candid about needs and deficiencies
    • Follow through on commitments/ seek help
slide69

Mentoring Process - Roles and Responsibilities

  • Mentees
    • Willing to discuss failures as well as successes
    • Do what is appropriate to build a strong relationship
    • Utilize resources provided for career growth
building success in a mentoring relationship
BUILDING SUCCESS IN A MENTORING RELATIONSHIP
  • Respect each other’s ideas & experiences
  • Realize ownership of the process is mutual
  • Seek additional support if necessary
  • Meet / communicate regularly