PGV Product Supply Title: PERFORMANCE EVALUATION CRITERIA Purpose: To provide criteria for employee performance evaluation Document No. S-02-07-03-05.0 Process Owner: Rewards/ Recognition System Owner Prepared by: Rewards/ Recognition System Owner Copy No. Process Customer: All employees Concurred by : HRIT Issue Date: 20/12/1997 Next Review: 20/1/1998 Issue No. 1 Approved by: Plant Systems Owner "WHAT COUNTS" FACTORS FACTORS OF EFFECTIVE PERFORMANCE The primary outcome expected from everyone has two key components. BUILDS THE BUSINESS Consistently delivers high-quality results, both short-and long-term. BUILDS ORGANIZATION CAPACITY - Develops own capabilities. - Supports the development and full utili8zation of others' capabilities and the recruiting, training and retention efforts of the organization. - Improves business processes - how the organization accomplishes its objectives. Following are the Key factors contributing to these outcomes. The extent to which each factor influences outcomes depends on the person's job responsibilities. Use of these Factors, therefore, should be tailored to the specific responsibilities of the individual. PRIORITY-SETTING WORKING EFFECTIVELY WITH OTHERS - Thinks in terms of creating quality and value for consumers. - Demonstrates integrity and high personal standards. - Defines who his/her customers are : seeks to understand their needs; sets priorities with those in mind. - Respects and works effectively with diverse people; enables all to contribute their best work. - Recognizes the most important issues; makes effective plans; gets resources in place to achieve key objectives. - Build and maintains productive working relationships, even in difficult situations. - Works with the end result in mind, despite obstacles. - Works across organizations to develop the best approaches and get the best results. THINKING/PROBLEM - SOLVING COMMUNICATION - Sorts through complex data: gathers other relevant viewpoints; identifies important issues; thinks through alternatives. - Seeks first to understand, then to be understood. - Integrates intuition and data from a variety of sources; makes well-reasoned conclusions and develops a solid plan of action. - Organizes and expresses thoughts clearly and concisely, both in speaking and writing, so that others understand. - Learn from successes and mistakes to solve problems better. - Expresses ideas in ways that build commitment to them, even when unfamiliar or unpopular, involves and fully informs others in a timely way. - Recognizes developing problems and handles them well - Recognizes cultural differences and communicates in ways that work. INITIATIVE AND FOLLOW-THROUGH CREATIVITY AND INNOVATION - Gets going on important priorities; overcomes obstacles and takes appropriate risks; keeps moving toward objectives. - Takes a broad view; finds meaningful connections; uses both logic and intuition to define problems and solutions. - Handles multiple priorities well. - Goes beyond the accepted ideas; finds new improvement opportunities; generates ways to get better results. - Sets specific, stretching objectives, and meets or exceeds them. - Searches out and reapplies proven ideas and methods to new situations. - Finds improved ways of getting results. - Translates new ideas into workable solutions; encourages others to do the same. LEADERSHIP TECHNICAL MASTERY - Recognizes opportunities; forms a vision of what can be achieved, then challenges self and others to get the desires result. - Achieves technical mastery and develops it in others. - Champions ideas and people to get breakthrough results. - Converts technical skill into practical applications to better meet consumer needs. - Users a variety of resources effectively - Integrates linkages with the business process of suppliers and customers. FACTORS OF EFFECTIVE PERFORMANCE - KEY COMPONENTS 1. BUILD THE BUSINESS ELEMENTS EXCEPTIONAL STRONG FUNDAMENTAL IMPROVEMENT AREA • Consistently delivers high- quality results, both short and long-term - Defines measures & targets for business results in area - Defines and analyzes areas where improvement can be made to beat competitors - Understands the major competitors of products - Seldom meets targets or completes plans (under 75 of goals not met) - Leads others in achieving competitive advantage - Plans & executes steps to improve area results - Executes plans in area - Frequently needs help in work - Develops strategies & objectives and executes plan - Defines and analyzes the needs we have with our suppliers and customers - Understands the needs of suppliers and customers, when doing work - Has difficulty establishing positive relationships with customers or suppliers. Occasionally has a negative impact on customers or suppliers - Pulls together plans that address mutual needs of suppliers and customers - Understands the impact on the financial health area for Company - Meets commitments on time - Sometimes makes improvements that improves area’s or teams results - Influences the Vision/Mission/Objective s of the area/Dept. or plant - Personally produces and causes others to produce cost effective results which meet business need thru area - Produces quality and cost effective results that meet targets - Has difficulty completing plans on time - Optimizes area’s success without hurting corporate success - Explains the needs of customers and suppliers of area - Determines and qualifies success criteria (benchmark) for key results - Gets the job completed on time and exceeds goals - Personally produces and causes others to produce cost effective results FACTORS OF EFFECTIVE PERFORMANCE - KEY COMPONENTS 2. BUILD ORGANIZATION CAPACITY ELEMENTS EXCEPTIONAL STRONG FUNDAMENTAL IMPROVEMENT AREA • Develops own capabilities - Continues self development throughout entire career - Role models effectively - Seeks and uses feedback - Has difficulty in helping others to learn. Does not normally take initiative to help others. - Uses and changes organizational culture to deliver improved results - Uses own strengths and weakness to improve results - Learns from mistakes - Normally is told how to improve self - Operates effectively in a variety of teams - Develops self (including career plan) - Does not actively seek the advice or knowledge of others when doing work. - Handles personal or team conflict well - Uses one point lessons and other training to improve results - Limited use of other’s suggestions when working in teams. - Is a team player - Limited examples of self improvement • Supports the development and full utilization of others’ capabilities, and the recruiting, training, and retention efforts of the organization - Develops the hierarchy thinking - Aids in career planning, performance feedback, and improvement plans - Communicates skillfully - Little involvement with teams. Limited examples of participation in improving the way teams do work - Builds a winning organization (right people in right place) - Coaches/ counsels different (diverse) people - Actively listens - Occasionally works with suppliers or customers - Seeks “right” assignment for individual/self - Coaches/counsels & deals with poor performers - Sets priorities - Limited examples of having positive impacts on customers/suppliers - Counsels low-contributors - Uses involvement and team participation to get results - Handles confrontation/feedback well - Limited participation in training/teaching of others - Coaches leaders in managing individuals and teams - Recruits effective people - Coaches others in area of own expertise - Leads area’s recruiting efforts. Hires high quality personnel - Trains others effectively in area - Helps and supports others to learn - Leads mastery and training in area - Is involved with join- ups/on-boarding of others - Improves the effectiveness of many people thru application of expertise FACTORS OF EFFECTIVE PERFORMANCE - KEY COMPONENTS 1. BUILDS ORGANIZATION CAPACITY (Continued) ELEMENTS EXCEPTIONAL STRONG FUNDAMENTAL IMPROVEMENT AREA • Improves business processes - how the organization accomplishes its objectives - Utilizes vision/ objectives/ measures to focus organization and teams - Utilizes Total Quality principles to improve results (QIP) - Utilizes Total Quality principles to accomplish work - Does not follow established system and CBA, procedure of others - Achieves high improvement levels(>10% = breakthrough) - Builds & renews high performing teams - Works with others to deliver action plans - Has little or no ownership in area’s systems - Initiates organization/team assessments and redesigns - Tracks, monitors, controls and maintains work systems - Uses procedures (CBA’s) - Has difficulty in apply total quality principles and corporate principles in work area - Is part of creation of personnel systems to improve organizations - Develops action plans for area - Adapts existing systems to improve quality and productivity - Seeks new people systems from outside and applies appropriately FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 1. INITIATIVE & FOLLOW THROUGH ELEMENTS EXCEPTIONAL STRONG FUNDAMENTAL IMPROVEMENT AREA • Gets going on important priorities; overcomes obstacles and takes appropriate risks; keeps moving toward objectives - Balances short and long- terms issues to get optimum solutions - - Gets results in unfamiliar or non- supportive situations Analyzes feasibility and workability of projects - - Sets and manages own efforts within priorities Operates in a way that minimizes problems and solves those that arise - Has trouble starting new things/following them through. Often stays within the scope of thing he/she knows. Has lower level of drive. Activities limited to • Handles multiple priorities well - Sets business direction. Selects, sponsors and sells programs that will deliver results - Consistently delivers short and long-term business results - Meets commitments in a timely manner narrow field. Normally is assigned work from others. Rarely starts something new. Often depends on others to set goals. • Sets specific, stretching objectives, and meets or exceeds them - Delivers breakthrough business improvements - - Finds and acts on opportunities that will produce improved business results Able to influence other goals and targets - - - Delivers high-quality work Meets customer needs Able to set own goals in one’s work Avoids ambiguous situations. Rarely meets commitments. Low quality work. • Finds improved ways of getting results - - - Produces and supports step-changes Initiates ideas which impact the Company as a whole Seeks and analyzes input on projects, programs and work systems from resources throughout the Company - - - Produces creative/ innovative work Initiatives ideas which impact a business, sector or function Seeks and analyzes input on work results, people and work systems from sources throughout the business or operation area - - - - Applies Total Quality principles and techniques Uses data-based decision- making processes Initiates ideas which impact self and immediate work group Seeks and analyzes input on assigned work from others FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 2. THINKING/ PROBLEM/ SOLVING ELEMENTS EXCEPTIONAL STRONG FUNDAMENTAL IMPROVEMENT AREA • Sorts through complex data, gathers other relevant view-points; identifies important issues; thinks through alternatives - - - - Approaches work from a broad, multi-discipline systems perspective Analyzes data on complex or major issues Sets business focus to solve problem areas Effectively leads teams or others to problem solving - - Approaches work from broad, multi-discipline perspective Able to diagnose and solve problems in area Work effectively (with others) on teams to solve problems - - - - Approaches work from a total systems perspective Diagnoses and analyzes problems and options Seeks help when necessary to solve problems Can find and review data from area pertaining to normal re-occurring problems Does not have record of facing significant problems and solving them. May have followed less demanding avenues to complete work. Has dealt with relatively simple problems, or tough problems that weren’t really solved. Could perform some of our work, but would have problems that weren’t really • Integrates intuition and data from a variety of sources; makes well-reasoned conclusions and develops a solid plan of action - - Leads or personally provides the critical thinking for business (breakthrough > 10%) Ensures the proper strategies are being used in the organization - - Leads or personally provides the critical thinking for initiatives Provides proper strategies for area of responsibility - - Supports conclusions with data Select workable approaches to solve problems solved. Could perform some of our work, but would have problems with complexity and would have problems within even narrow fields. Little or no evidence of reasoning. • Learns from successes and mistakes to solve problems better - Provides overall technology transfer and training/ learning systems for own area - Anticipates and assesses the need for, and leads the transfer of learnings/ technology - - Updates and retains past learning for self and others Uses one point lessons well • Recognizes developing problems and handles them well - - Works across organizational boundaries to ensure barriers are identified and resources are in place to overcome them Combines judgment with facts to anticipate problems and overcome them. - - - Anticipates and assesses the needs for, and leads the transfer of learnings/technology Penetrates the critical tasks, often improving results (quality, reliability and cost) Works and coaches others to work to prevent problems from arising. Ensures those that do are quickly resolved - - Identifies business problems and opportunities where individual or functional expertise can make an important difference Works to prevent problems from arising. Quickly solves the ones that do FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 3. COMMUNICATIONS ELEMENTS EXCEPTIONAL STRONG FUNDAMENTAL IMPROVEMENT AREA • Seeks first to understand, then to be understood - - - - Listen empathetically for feeling, for meaning for behavior Able to reach consensus after active debate Communicates effectively to organizations - - - Listens attentively and acknowledges understanding Engages others in dialogue Communicates effectively to groups - - - Actively listens Invites feedback Communications effectively one-on-one Has good ideas, but expresses them in ways that are not fully effective in winning people over. Tends to “sell” own point of view without considering needs of listener. Does not communicate • Organizes and expresses thoughts clearly and concisely, both in speaking and writing, so that others understand - Communicates proposals and recommendations leadership and teams in Company - - Communicates proposals for area of responsibility across functional and/or organizational lines Understand and articulates the benefits to the individual and the organization - Communicates expectations and recommendations for area of responsibility readily with others, not seek to influence them. Disorganized instead of concise. Very little use of diverse resources • Expresses ideas in ways that build commitment to them, even when unfamiliar or unpopular; involves and fully informs others in a timely way - - - Gets hierarchical support for the organization Integrates own and others’ iideas to get desired results Creates an environment where freedom exists to pursue differences - - - - Seeks out and works with diverse resources and ideas Persuades others effectively (causing others to change direction or support unpopular ideas) Understands and articulates the benefits to the organization Listens for differences and uses them to improve results - - Gets data from a diverse set of sources and informs others of how its used Enrolls others • Recognizes cultural differences and communicates in ways that work - Communicates with diverse individuals in a way that leverages their differences in delivering business results - Has effective communications with diverse individuals - Recognizes that individuals have different ways of thinking and communicating based on their culture FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 4. WORKING EFFECTIVELY WITH OTHERS ELEMENTS EXCEPTIONAL STRONG FUNDAMENTAL IMPROVEMENT AREA • Demonstrates integrity and high personal standards - - - - Impacts hierarchy decision making Ensures systems are in place to Uses Company principles in doing work Uses Company value in doing work - - - - - Contributes business expertise for organizational impact Safeguards proprietary information Sets standards according to PVP for area Uses Company principles in doing work Use Company values in doing work - - - - - Works with other groups in own organization Contributes functional expertise Knows how to get things done within own organization Maintains confidentiality and safeguards proprietary information Follows business conduct manual Prefers to interact with people of similar background. Does not seek out different perspectives. Relationships not consistently productive. Avoids conflict. Tends to work alone even when involving others would get better results. Normally does not contribute to the effectiveness of others. Does not follow business conduct manual. • Respects and works effectively with diverse people; enables all to contribute their best work - - Creates an organization where all people strive to develop and deliver their full potential Builds an organization with a track record of success and individual satisfaction - - - Decides when teams are appropriate Uses external resources for the organization’s benefit Seeks out differences to improve results - - - Works across functional/level interface Is a team player Works with diverse resources and ideas Has difficulty in following area or work standards • Builds and maintains productive working relationships even in difficult situations - Develops a reputation for sound business judgment (versus functional improvement only) - - - - Identifies and negotiates WIN/WIN agreements between organizations/people Influences other organizations Can lead or follow in a team setting Develops external relationships to benefit the Company - - - - Establishes one-on-one relationships based on mutual trust and respect Knows requirements of suppliers and customers Uses resources effectively Keeps others informed and involved FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 4. WORKING EFFECTIVELY WITH OTHERS (continued) ELEMENTS EXCEPTIONAL STRONG FUNDAMENTAL IMPROVEMENT AREA • Works across organizations to develop the best approaches and get the best results - - - Aligns ineffective multi- organizational teams Knows how to get things done in the business community Initiates improvements with suppliers and customers - - - Develops alignment of new multi-organizational teams Used as a resource by other organizations Develops alliances with suppliers and customers - - - Contributes to an aligned multi-organizational team Represents own organization to team and team to own organization Knows requirements of customers and suppliers [...].. .FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 5 LEADERSHIP • ELEMENTS Recognizes opportunities; forms a vision of what can be achieves, then challenges self and others to get the desires results - - - EXCEPTIONAL Set organization’s... already established direction as basis for future direction or work Does not demonstrate ownership for work areas systems Follows norm even when it is not the “right” why to do something FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 5 LEADERSHIP (Continued) • ELEMENTS Uses a variety of resources effectively - - EXCEPTIONAL Uses team members to achieve stretching objectives Ensures needed resources are used... data from a diverse set of sources Capitalizes on own strengths and those of others Identifies resource need and uses a variety of resources Fosters open communication IMPROVEMENT AREA FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 6 CREATIVITY AND INNOVATION • ELEMENTS Takes a broad view; finds meaningful connections; uses both logic and intuition to define problem and solutions EXCEPTIONAL - Establishes... solutions that fit the situation Doesn’t translate creativity into practical solutions Tends to think with a narrow view Not comfortable with risk Fear of mistakes prevents actions FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 7 PRIORITY SETTING • ELEMENTS Thinks in terms of creating quality and value for consumers EXCEPTIONAL - Delivers breakthrough business improvements - - • • • Defines who his/her... Priorities don’t always meet customer’s needs Looses sight of objectives when faced with obstacles Very rarely eliminates nonvalue added work Follows routine versus what is required FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 8 TECHNICAL MASTERY • ELEMENTS Achieves technical mastery and develops it in others - - • Converts technical skill into practical applications to better meet consumer needs . 20/1/1998 Issue No. 1 Approved by: Plant Systems Owner "WHAT COUNTS" FACTORS FACTORS OF EFFECTIVE PERFORMANCE The primary outcome expected from everyone. new people systems from outside and applies appropriately FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 1. INITIATIVE & FOLLOW THROUGH ELEMENTS EXCEPTIONAL