Performance Management Process
What is Objective Setting for?- To link our individual objectives to the AOP (Annual operating plan), functional priorities and RAMs (Responsibility Assignment Matrix)- To ensure our individual objectives are focussed on the right results
Content
Workshop Content
• Performance Management Process – PMP:
• PMP Introduction
• Objective Setting
• Development Planning
• People Planning
• Mid-Year Reviews
• 360 Degree Feedback
• Organization Health Survey – OHS
• PDR Assessment
Danh mục từ viết tắt
AOP: Annual operating plan
RAM: Responsibility Assignment Matrix
NOPBT: Net operating profit before tax
OFCF: Operating and Financial Cashflows
Introduction
to PMP
PMP Process
Each of the steps of the PMP process take place over the calendar year.
Objective
Setting
Objective Setting Overview
Why do we have Objectives Setting?
What is Objective Setting for?
To link our individual objectives to the
AOP, functional priorities and RAMs
It allows us to translate our AOP into
personal objectives for the year. Both in:
–
To ensure our individual objectives are
focussed on the right results
–
Business Objectives
People Objectives
2008 Objectives should be entered onto your PDR Form
SUMMARY
COMMENTS: Use this section to make summary comments and highlight important information
PERFORMANCE AND DEVELOPMENT REVIEW
Name
Nguyen Van A
Manager
Nguyen Van B
Title
Marketing Manager
Location:
SEA BU
Review Period
From:
1 Jan 08
Division :
Summary
of 2001
Performance
: :
Summary
of 2008
Performance
To: 30 Dec 08
SAMEA
Development Priorities
Priorities for
for 2002:
2009 :
Developmental
BUSINESS RESULTS:
Each objective should be directly aligned with growing (or supporting the growth of): Revenue and Share, Profit (by reducing costs and
improving margins), and Cash Flow.
OBJECTIVES
RESULTS
Business Results
Rating
1.
Base Business
Volume increase 15% vs 2007
NOPBT
2.
Strategic Plan Leadership
Strengthen LRB leadership thru innovation and footprint
expansion
3.
People Results
Rating
Individual Bonus
Objective Score*
*For bonus eligible employees
only
Health and Wellness
AF grow 0.9MM
SALARY RECOMMENDATION
4.
BPT/Productivity
Manage effectively NCB A&M. Optimize media
effectiveness via shared sponsorship.
Merit
Promotion
Equity
TOTAL COMPOUNDED
% INCREASE
Percentage :
PEOPLE RESULTS:
Each objective should be directly tied to developing people (others and/or yourself), improving the overall effectiveness of the work group, or
upgrading the “human capital” of the company.
OBJECTIVES
RESULTS
TOTAL COMPOUNDED CURRENCY INCREASE :
CURRENT
PROPOSED
BAND
ANNUAL SALARY
1. Creative an Inclusive and Cherishing work environment:
EFFECTIVE DATE
Suggest at least 2 WLB initiatives in team
BAND MINIMUM
2. Talent development:
BAND PENETRATION
Support new comer for an effective on boarding
SIGNATURES
3. Manager Quality:
Create an opportunity for team member to lead team meeting
Print Name
Sign Name
EMPLOYEE:
DATE:
MANAGER:
DATE:
NEXT LEVEL:
DATE:
HUMAN RESOURCES:
DATE:
4. Employee Learning and Development:
Clearer communication of priorities & business results
What is an Objective?
•
It is a description of an outcome to be achieved, and is quantified so it is
measurable - this may include timeframes, percentage increases, quality
measures, benchmarks, etc
•
It is not an activity - the two are different
Activity
Playing football matches
Driving your car
Doing interviews
Calling on accounts
Running a Waste Action Group
Outcome
Being top of the league at end of season
Arriving at destination safely within an hour of leaving
Hiring 5 talented individuals to build bench
Selling 100,000 cases more than Plan
Reducing waste by 5% vs last year
OBJECTIVE SETTING TIPS
Objectives Must Be SMART
S
Specific:
The objective states a clear end result, output or outcome so there is
no room for misinterpretation.
The objective should describe hard measurable - Key Performance
Indicators (KPI’s) that are expected/acceptable.
Measures could include : Quality, Quantity, and Cost
M
Measurable:
A
Attainable :
R
Relevant :
T
Time-bound :
There is a reasonable chance that the objective can be met by this
role. The objective also has to be challenging and aspirational.
This objective is related directly to and is within the individual’s sphere
of influence and key job accountabilities.
This objective states a time frame, target date(s) and/or milestone(s)
during the year that are expected to be met.
Business Objectives
Base Business
Strategic Growth Agenda
Health & Wellness
BPT / Productivity Agenda
Functional Priorities
Base Business
–
–
–
–
–
–
–
–
–
–
–
–
–
Achieve AOP targets for BU/MU
Volume
Revenue
NOPBT
OFCF
Share
Achieve Core AOP initiatives
Availability – Capacity planning, meeting peak demand
Growth – New geographies, going deep / wide
Anti-competition – Restrict share, targeted initiative
Brand KPIs – TOM, Spon Awareness, Affinity etc.
Customer Objectives – Channel development, growing priority customers
Functional initiatives – Restage / Relaunch / Audit compliance / Strengthen
distribution
Strategic Growth Agenda
–
–
–
–
–
–
–
–
Innovation led growth
Develop business strategy
Business turnaround
New business development
PO1 initiatives – related to structure / capability etc
Infrastructure / capability build
Portfolio change / re-alignment
Focused growth strategy
Health & Wellness
–
–
–
–
Define roadmap & goals
Grow GFY / BFY volume mix
Identify key opportunities and build H&W innovation pipeline
Understand trends and projection for own market and impact for
own function / area
–
Launch / sustain employee H&W initiatives
BPT/Productivity Agenda
–
–
–
–
Cost effectiveness programs / initiatives
System / process improvement initiatives
Eg. innovation process rollout, My Access
implementation
Shared services, high-impact PO1 initiatives
People Objectives
Creating an Inclusive & Cherishing Work Environment
Talent Development
Manager Quality
Employee Learning and Development
Creating an Inclusive & Cherishing Work Environment
Examples for Individual Contributors:
–
Lead and/or actively participate in inclusion-related activities and initiatives (e.g.,
employee networks, inclusion councils)
–
Serve as a peer coach or mentor to a new employee who has a different background,
function, or style
–
Identify one thing that can be done to make your team more inclusive and then implement
Examples for People Managers:
–
Have a conversation with each direct report to discuss something that can be done to
improve his/her work/life effectiveness, and work together to implement
–
Drive 100% participation among direct reports in inclusion initiatives (e.g., task force,
employee network, training)
–
Establish an effective mentoring relationship with a person who is different from you
–
Initiate an inclusion activity in regular team meetings (e.g., once per quarter)
Talent Development
Examples for Individual Contributors:
–
Serve as a mentor to a new associate in order to help develop his or her
knowledge of the PepsiCo system
–
Partner with a colleague on a project to help him or her develop a specific skill set
–
Co-develop workshops and round table discussions on professional development
for an employee network or other group
Examples for People Managers:
–
Coach new members of your staff to ensure their successful on-boarding and
integration to the team
–
Design stretch work assignments (and support activities) for direct reports to
promote skill development
–
Create opportunities to enable direct reports to gain broader experiences and
understanding of PepsiCo (e.g., cross-divisional, cross-functional assignments)
–
Ensure rich 70-20-10 development plans are in place for all direct reports and
achieve 100% completion of mid-year reviews to discuss progress
Manager Quality
Examples for Individual Contributors:
–
n/a – Manager Quality objectives are specific to People Managers
Examples for People Managers:
–
Consistently share timely, balanced performance feedback to direct reports,
and conduct regular feedback sessions with all direct reports
–
Create an opportunity for each team member to lead a team meeting
–
Develop and implement a method for recognizing and celebrating the
achievements of others on your team
–
Gain knowledge about your individual team members that enables you to
coach and motivate in the most effective manner
–
Have regular conversations with each team member to ensure alignment on
goals and priorities, helping them to adjust priorities as necessary
Employee Learning & Development
Examples for Individual Contributors:
–
Join and actively participate in an external professional organization or conference
–
Seek out and take on a stretch opportunity to develop new skills
–
Complete a functional /leadership assessment and put a plan in place to address one of
your skill gaps
–
Actively seek out opportunities to learn more about a business or function other than your
own (through market tours, meet and greets, lunch & learns, etc)
–
Further advance functional skills by attending training related to your specialty, as well as
functional training outside your specialty to broaden your knowledge
–
Seek a mentor to improve your functional/leadership excellence or to give you exposure to
another part of the business
Examples for People Managers:
–
Seek experiences to build personal capability in key development areas based on the
PepsiCo Career Growth Model
–
Actively participate in leadership or industry conference and commit to
sharing/implementing best practices
–
Seek out opportunity to expand network and/or build visibility through monthly lunches with
key functional/divisional leaders
–
Seek a coach/mentor to improve your functional/leadership excellence or to give you
exposure to another part of the business
Objective Setting Process
AOP Cascading by Manager
Propose/set objectives by employee
Discuss & agree objectives by Mgr & Emp
Finalize & Sign off by Mgr & Emp
Exercises
Business Objective:
Group 1: Strategic Growth Agenda
Group 2: Productivity & Environmental Sustainability
People Objective:
Group 3: Creating an Inclusive & Cherishing Work Environment
Group 4: Talent development
People
Planning
What is People Planning?
PPP provides managers with an opportunity...
to plan organization and people capability ahead of business needs
to ensure that individual’s career interests, skills, and capability are considered
in the context of current and future organization needs
to drive career management
to discuss the employees’ potential with their employees
to identify and address broader organization issues
Why do we have People Planning?
PPP provides...
a thorough assessment of current talent and future organization
needs
career development feedback to all individuals
a useful tool to support the accomplishment of business
objectives and leverage management tools already in place
Development
Planning
What is Development Planning?
The Development Planning allows a manager to:
identify personal development objectives for their direct report
identify specific actionable steps to help their direct report achieve the desired
progress
assign responsibility for ensuring progress and set deadlines against agreed
development actions
provide indicators of what improvement against development objectives
should look like
Development Planning Overview
Why do we have Development Plans?
Who participates in The Development
Planning Process?
To plan and support personal growth
To provide a framework for having a
career interest discussion between a
manager and direct report
All level 4 and above employees
Both the direct report and manager are
responsible for creating the
Development Plan
Development Planning Process
Prepare first draft of a development plan
Agree development opportunities
Create an action plan
Identify career interests
Career Development Action Plan (CDAP)
This word document is designed as a ‘form’ for ease of completion.
Job Title:
Name:
Date Submitted:
Date Approved:
MY CAREER
Where Do I Want to Go?
What are your target jobs for the next 1-2 years? (Can include your current position or other specific jobs
for which you are now or close to ready.)
What are your longer-term career aspirations (3-5 years)? (functions, type of work,
division, level, title, etc.)
Identify short and long-term career
Willing to relocate?
Yes
No
interests. You should also, where
Geographical Preferences:
possible, identify relocation preferences
and restrictions. Be specific.
Geographical Restrictions:
Mobility Considerations: (e.g., Family Education, Family Health, Family Job )
MY DEVELOPMENT
Career Factor Element
(Select area of focus)
Proven Results
Leadership Capabilities
Functional Excellence
Knows the Business
Critical Experiences
Development Action Plan Objectives
(Transfer SMART Objective to
Appropriate Section of PDR)
Determine your development objectives
for the year. These should be linked to
achieving your performance objectives.
Use 3600 feedback results as input.
How Do I Get There?
Specific Steps/Tactics
(What are the key steps and tactics necessary
to accomplish this objective )
Timing
(Dates for each
Tactic)
In detail, describe the steps, tactics and support
required to help achieve objectives.
Specify the “on- the-job” outcomes that your
direct report is expected to achieve. These
should directly link to the performance
objectives.
Objectives should reflect the People
Results objectives from the individual’s
PDR.
Proven Results
Leadership Capabilities
Functional Excellence
Knows the Business
Critical Experiences
OUR DISCUSSION
SIGNATURES
Employee:
Date:
Primary Manager:
Date:
Nothing herein will be considered an expressed or implied promise of promotion or continued employment.
How Will We Know You Met
Objectives
(On-the-Job Outcomes, Behaviors
changed, etc.)
PepsiCo’s Career Growth Model
The PepsiCo Career Growth Model provides a foundation for career development.
Training & Development Areas in Pepsico
Leadership capability
• Communication
• Presentation
• Time management
• Project management
• Team building
• Coaching &
development
• Change Management
• Motivation & Inspire
• Conflict Solution
Functional excellence
Know Business
• Territory University
• Orientation program
• Account management
• Induction program
• Senior Sale
management
• Experience bev & food
• Building brand
Leadership
• Marketing Strategy
• Finance University
• ACCA
• HR Management
• Organization Behaviour
Critical Experience
• Department
assignment
• Location assignment
• HR for Non HR
• International
assignment
• Targeted selection
• Task force
• PMP
• TSE
• Basic Finance
• Basic Marketing
• M&W
• Customer Demand
Forecast
Training & Development in PepsiCo
70%: On the job training
20%: Coaching & Mentoring
10%: Course training (off the job training)
“On the Job” Learning
On the job training: A formal or informal program of instruction by subject matter experts
who coach, advise employee in need training while they are performing real job tasks. The
ways
Learning Through
Hardships
Learning Through On
The Job Assignments
1.
Starting from
beginning
Ex. New functional
initiative
6.
Business Mistakes
and Failures
Re-launching quality
standards after
customer complaints
2.
Fix-it:
Ex. Revitalizing a
failed business
process
7.
Job Rotation
Swapping jobs
8.
Subordinate
Performance Problem:
Confronting of
managing capability
issues
3.
Project/Task Force
Ex. Improving cross
functional
communication
4.
Change in Scope:
Ex. New
customer/plant…
5.
Line to Staff:
Ex. From
Department to other
Learning Through
Other People
9.
Role Models
Shadowing people
with a variety of styles
10. High Intensity
Interaction:
Reporting to a
different manager with
a particular approach
on a specific project
Other Learning
Opportunities
11. Job instruction
training
Training programs
12. Supervision:
People management
Coaching & Mentoring
Coaching is the process used to guide others
to discover the best way to accomplish a goal
successfully. The topics are
• Functional knowledge
• Effective communication
• Effective personal Management
• Time Management module
• PepsiCo Leadership
• Managing Teams
• Managing change
Mentoring is a developmental partnership
through which one person shares knowledge,
skills, information and perspective to foster the
personal and professional growth of others. The
topics are
• Effective Personal Management
• Effective communication
• PepsiCo Leadership
• Business Economics
• Effective networking
• PepsiCo Vietnam Business topic
• Managing Change
• PepsiCo culture
• PepsiCo career growth Model
• Global economy
• Environment & Business
• Strategic planning
Off the job Training
Off the job training happens at a site away from the actual work environment. It
often utilize lectures, case studies, role play, simulation, game… The topics are
• Functional knowledge
• Effective communication
• Effective personal Management
• Time Management module
• PepsiCo Leadership
• Managing Teams
• Managing change
• Strategic planning
Criteria for Successful Development Plans
The development need is based on feedback of observed behaviour (e.g. 360
feedback/ leadership assessment)
The development challenge is measurable i.e. gap between current and
future behaviour
The development plan is owned by the individual and supported by manager
The development actions build skills and behaviour over time
Mid-Year
Reviews
Mid-Year Review Overview
Mid-Year Review is designed to:
Review your direct report’s progress, against their Business and People Objectives
Ensure objectives and Development Plans are still aligned with business priorities for
the balance of the year
Mid-Year Review meeting provides an opportunity to:
Review year to date performance against Objectives and the Development Plan
Feedback on any discussion that has taken place during People Planning
Make any changes to objectives for the balance of year
Agree on action plans to ensure that performance and development objectives will be
achieved/improved over the balance of the year
Who participates in Mid-Year Review?
All employees with PMP objectives
Mid-Year Review Process
Set a Date & Prepare
Review Progress Year to Date
Recognize Positive & Discuss Opportunities
Agree on Balance of year
360 Degree
Feedback
What is 360 Degree Feedback?
It is a snapshot of how a specific employees’ impact is perceived by others in
organization
An employee receives anonymous input from his/her direct reports, peers,
clients, and direct feedback from manager
It provides a full perspective of developmental strengths and opportunities
across the PepsiCo Leadership Imperatives
Why do we have 360 Degree Feedback?
It is a process to develop our employees’ leadership and
management skills
So the employees can learn which behaviors they are really
good at, and where they need to improve as leaders and
management
It enhances awareness and changes the way an individual
manages, leads, and works with others
Who participates in The 360 Degree Feedback?
Typically, Leadership/Senior Country Team (L10 and above)
May include some junior employees with specific development needs
–
Often evidenced with a “2” rating for PDR People Results
When do we do The 360 Degree Feedback?
Normally, every other year = “On Cycle”
Some organizations may do it every year = “Off Cycle”
PDR
Assessment
What is Performance Development Review (PDR)?
PDR is an opportunity to:
Review what has been accomplished during the year
Have a two-way communication between employees and their managers
Draft the Performance and Development Objectives
Make a decision on merit and bonus awards
PDR Assessment Process
Employee writes PDR self appraisal
Manager reviews and finalizes PDR appraisal
Calibration of performance ratings and Bonus I/O Score
PDR debrief meeting
Rating Scale Definitions
Below
Expectations
Exceptional
1
2
3
4
5
Did not meet
most key
objectives
Met most
key
objectives
Met key
objectives
Exceeded
key
objectives
Significantly
exceeded
most key
objectives
UNSATISFACTORY
YEAR
SATISFACTORY
YEAR
GOOD
YEAR
VERY GOOD
YEAR
OUTSTANDING
YEAR
May have met
some objectives
but did not meet
expectations on
the most
important
objectives
Met expectations
on most
objectives
Met key
objectives and
exceeded some
objectives
Exceeded
expectations on
the most
important
objectives and
met expectations
on others
Significantly
exceeded
expectations on
the most
important
objectives and
met expectations
on others
Who is responsible for writing the PDR?
The direct line manager at the end of the year is responsible for writing the final PDR
and decides the overall ratings using the following guidelines:
–
obtain self appraisal from direct report
–
gather input and discuss overall ratings with any dotted line managers
–
–
if the manager of the individual has changed during the year, the previous
manager should have written the PDR for the earlier part of the year at the time
the role changed
if the individual changes role during the year, their previous manager should
have written the PDR for the earlier part of the year at the time they moved on
The overall ratings should reflect the full year performance - if an individual has
changed jobs during the year the ratings should reflect across both/all jobs, with the
role that the individual did for the majority of the year being most influential
Calibration Objectives
Bottom Up
Fairness
document reflects individual's
performance
Equity
merit recommendation falls within
guidelines
Clarity
the message is clear for the
individual
Top Down
Consistency
across the business
in keeping with overall business
performance and historic trends
within budget
Calibration Process
Functional managers identify potential calibration issues early
Functional calibration meetings held to cross check consistency
Total business review and sign off by business unit head
Organization
Health Survey
(OHS)
Why Do We Have an Organizational Health Survey?
To help us understand the level of satisfaction and commitment felt by
our employees
It allows our people to give feedback in a confidential and
comprehensive way, across all levels of business on the strengths and
opportunities of our organization
It helps inform and focus the People Agenda within our business
planning and management processes: Strategic Plan, AOP, and PPP
It provides a snapshot of employee perceptions at a point in time
It supports our commitment to make this a great place to work
ORG. HEALTH
ORG. CAPABILITY
GROWTH/PRODUCTIVITY
Why is Organization Health Important?
Committed & Satisfied
Employees
Great Place to Work
Fuelling Growth
Employees Achieving their
Personal Best
Driving Business
Performance
Driving growth by improving business performance through our people
Workshop Deliverables and Outcomes
You’ve completed
The 7 Steps of PMP
Intro to PMP
You now:
Understand the Performance Management process and how it links
to achieving our business goals
Objective Setting
Development Plan
PPP
Understand what is PPP & why we need to have it.
Mid-Year Review
Understand Mid-Year Review process
360 Feedback
OHS
PDR
Have the skills of writing SMART objectives
Can complete development plans using identified development
opportunities
Understand why do we need 360 Feedback and what will it help to
our org & people
Understand what is OHS about and what will it help to our org &
people
Understand PDR assessment/year-end review process
!!! WELL DONE !!!
• Performance Management Process – PMP:
• PMP Introduction
• Objective Setting
• Development Planning
• People Planning
• Mid-Year Reviews
• 360 Degree Feedback
• Organization Health Survey – OHS
• PDR Assessment
Danh mục từ viết tắt
AOP: Annual operating plan
RAM: Responsibility Assignment Matrix
NOPBT: Net operating profit before tax
OFCF: Operating and Financial Cashflows
Introduction
to PMP
PMP Process
Each of the steps of the PMP process take place over the calendar year.
Objective
Setting
Objective Setting Overview
Why do we have Objectives Setting?
What is Objective Setting for?
To link our individual objectives to the
AOP, functional priorities and RAMs
It allows us to translate our AOP into
personal objectives for the year. Both in:
–
To ensure our individual objectives are
focussed on the right results
–
Business Objectives
People Objectives
2008 Objectives should be entered onto your PDR Form
SUMMARY
COMMENTS: Use this section to make summary comments and highlight important information
PERFORMANCE AND DEVELOPMENT REVIEW
Name
Nguyen Van A
Manager
Nguyen Van B
Title
Marketing Manager
Location:
SEA BU
Review Period
From:
1 Jan 08
Division :
Summary
of 2001
Performance
: :
Summary
of 2008
Performance
To: 30 Dec 08
SAMEA
Development Priorities
Priorities for
for 2002:
2009 :
Developmental
BUSINESS RESULTS:
Each objective should be directly aligned with growing (or supporting the growth of): Revenue and Share, Profit (by reducing costs and
improving margins), and Cash Flow.
OBJECTIVES
RESULTS
Business Results
Rating
1.
Base Business
Volume increase 15% vs 2007
NOPBT
2.
Strategic Plan Leadership
Strengthen LRB leadership thru innovation and footprint
expansion
3.
People Results
Rating
Individual Bonus
Objective Score*
*For bonus eligible employees
only
Health and Wellness
AF grow 0.9MM
SALARY RECOMMENDATION
4.
BPT/Productivity
Manage effectively NCB A&M. Optimize media
effectiveness via shared sponsorship.
Merit
Promotion
Equity
TOTAL COMPOUNDED
% INCREASE
Percentage :
PEOPLE RESULTS:
Each objective should be directly tied to developing people (others and/or yourself), improving the overall effectiveness of the work group, or
upgrading the “human capital” of the company.
OBJECTIVES
RESULTS
TOTAL COMPOUNDED CURRENCY INCREASE :
CURRENT
PROPOSED
BAND
ANNUAL SALARY
1. Creative an Inclusive and Cherishing work environment:
EFFECTIVE DATE
Suggest at least 2 WLB initiatives in team
BAND MINIMUM
2. Talent development:
BAND PENETRATION
Support new comer for an effective on boarding
SIGNATURES
3. Manager Quality:
Create an opportunity for team member to lead team meeting
Print Name
Sign Name
EMPLOYEE:
DATE:
MANAGER:
DATE:
NEXT LEVEL:
DATE:
HUMAN RESOURCES:
DATE:
4. Employee Learning and Development:
Clearer communication of priorities & business results
What is an Objective?
•
It is a description of an outcome to be achieved, and is quantified so it is
measurable - this may include timeframes, percentage increases, quality
measures, benchmarks, etc
•
It is not an activity - the two are different
Activity
Playing football matches
Driving your car
Doing interviews
Calling on accounts
Running a Waste Action Group
Outcome
Being top of the league at end of season
Arriving at destination safely within an hour of leaving
Hiring 5 talented individuals to build bench
Selling 100,000 cases more than Plan
Reducing waste by 5% vs last year
OBJECTIVE SETTING TIPS
Objectives Must Be SMART
S
Specific:
The objective states a clear end result, output or outcome so there is
no room for misinterpretation.
The objective should describe hard measurable - Key Performance
Indicators (KPI’s) that are expected/acceptable.
Measures could include : Quality, Quantity, and Cost
M
Measurable:
A
Attainable :
R
Relevant :
T
Time-bound :
There is a reasonable chance that the objective can be met by this
role. The objective also has to be challenging and aspirational.
This objective is related directly to and is within the individual’s sphere
of influence and key job accountabilities.
This objective states a time frame, target date(s) and/or milestone(s)
during the year that are expected to be met.
Business Objectives
Base Business
Strategic Growth Agenda
Health & Wellness
BPT / Productivity Agenda
Functional Priorities
Base Business
–
–
–
–
–
–
–
–
–
–
–
–
–
Achieve AOP targets for BU/MU
Volume
Revenue
NOPBT
OFCF
Share
Achieve Core AOP initiatives
Availability – Capacity planning, meeting peak demand
Growth – New geographies, going deep / wide
Anti-competition – Restrict share, targeted initiative
Brand KPIs – TOM, Spon Awareness, Affinity etc.
Customer Objectives – Channel development, growing priority customers
Functional initiatives – Restage / Relaunch / Audit compliance / Strengthen
distribution
Strategic Growth Agenda
–
–
–
–
–
–
–
–
Innovation led growth
Develop business strategy
Business turnaround
New business development
PO1 initiatives – related to structure / capability etc
Infrastructure / capability build
Portfolio change / re-alignment
Focused growth strategy
Health & Wellness
–
–
–
–
Define roadmap & goals
Grow GFY / BFY volume mix
Identify key opportunities and build H&W innovation pipeline
Understand trends and projection for own market and impact for
own function / area
–
Launch / sustain employee H&W initiatives
BPT/Productivity Agenda
–
–
–
–
Cost effectiveness programs / initiatives
System / process improvement initiatives
Eg. innovation process rollout, My Access
implementation
Shared services, high-impact PO1 initiatives
People Objectives
Creating an Inclusive & Cherishing Work Environment
Talent Development
Manager Quality
Employee Learning and Development
Creating an Inclusive & Cherishing Work Environment
Examples for Individual Contributors:
–
Lead and/or actively participate in inclusion-related activities and initiatives (e.g.,
employee networks, inclusion councils)
–
Serve as a peer coach or mentor to a new employee who has a different background,
function, or style
–
Identify one thing that can be done to make your team more inclusive and then implement
Examples for People Managers:
–
Have a conversation with each direct report to discuss something that can be done to
improve his/her work/life effectiveness, and work together to implement
–
Drive 100% participation among direct reports in inclusion initiatives (e.g., task force,
employee network, training)
–
Establish an effective mentoring relationship with a person who is different from you
–
Initiate an inclusion activity in regular team meetings (e.g., once per quarter)
Talent Development
Examples for Individual Contributors:
–
Serve as a mentor to a new associate in order to help develop his or her
knowledge of the PepsiCo system
–
Partner with a colleague on a project to help him or her develop a specific skill set
–
Co-develop workshops and round table discussions on professional development
for an employee network or other group
Examples for People Managers:
–
Coach new members of your staff to ensure their successful on-boarding and
integration to the team
–
Design stretch work assignments (and support activities) for direct reports to
promote skill development
–
Create opportunities to enable direct reports to gain broader experiences and
understanding of PepsiCo (e.g., cross-divisional, cross-functional assignments)
–
Ensure rich 70-20-10 development plans are in place for all direct reports and
achieve 100% completion of mid-year reviews to discuss progress
Manager Quality
Examples for Individual Contributors:
–
n/a – Manager Quality objectives are specific to People Managers
Examples for People Managers:
–
Consistently share timely, balanced performance feedback to direct reports,
and conduct regular feedback sessions with all direct reports
–
Create an opportunity for each team member to lead a team meeting
–
Develop and implement a method for recognizing and celebrating the
achievements of others on your team
–
Gain knowledge about your individual team members that enables you to
coach and motivate in the most effective manner
–
Have regular conversations with each team member to ensure alignment on
goals and priorities, helping them to adjust priorities as necessary
Employee Learning & Development
Examples for Individual Contributors:
–
Join and actively participate in an external professional organization or conference
–
Seek out and take on a stretch opportunity to develop new skills
–
Complete a functional /leadership assessment and put a plan in place to address one of
your skill gaps
–
Actively seek out opportunities to learn more about a business or function other than your
own (through market tours, meet and greets, lunch & learns, etc)
–
Further advance functional skills by attending training related to your specialty, as well as
functional training outside your specialty to broaden your knowledge
–
Seek a mentor to improve your functional/leadership excellence or to give you exposure to
another part of the business
Examples for People Managers:
–
Seek experiences to build personal capability in key development areas based on the
PepsiCo Career Growth Model
–
Actively participate in leadership or industry conference and commit to
sharing/implementing best practices
–
Seek out opportunity to expand network and/or build visibility through monthly lunches with
key functional/divisional leaders
–
Seek a coach/mentor to improve your functional/leadership excellence or to give you
exposure to another part of the business
Objective Setting Process
AOP Cascading by Manager
Propose/set objectives by employee
Discuss & agree objectives by Mgr & Emp
Finalize & Sign off by Mgr & Emp
Exercises
Business Objective:
Group 1: Strategic Growth Agenda
Group 2: Productivity & Environmental Sustainability
People Objective:
Group 3: Creating an Inclusive & Cherishing Work Environment
Group 4: Talent development
People
Planning
What is People Planning?
PPP provides managers with an opportunity...
to plan organization and people capability ahead of business needs
to ensure that individual’s career interests, skills, and capability are considered
in the context of current and future organization needs
to drive career management
to discuss the employees’ potential with their employees
to identify and address broader organization issues
Why do we have People Planning?
PPP provides...
a thorough assessment of current talent and future organization
needs
career development feedback to all individuals
a useful tool to support the accomplishment of business
objectives and leverage management tools already in place
Development
Planning
What is Development Planning?
The Development Planning allows a manager to:
identify personal development objectives for their direct report
identify specific actionable steps to help their direct report achieve the desired
progress
assign responsibility for ensuring progress and set deadlines against agreed
development actions
provide indicators of what improvement against development objectives
should look like
Development Planning Overview
Why do we have Development Plans?
Who participates in The Development
Planning Process?
To plan and support personal growth
To provide a framework for having a
career interest discussion between a
manager and direct report
All level 4 and above employees
Both the direct report and manager are
responsible for creating the
Development Plan
Development Planning Process
Prepare first draft of a development plan
Agree development opportunities
Create an action plan
Identify career interests
Career Development Action Plan (CDAP)
This word document is designed as a ‘form’ for ease of completion.
Job Title:
Name:
Date Submitted:
Date Approved:
MY CAREER
Where Do I Want to Go?
What are your target jobs for the next 1-2 years? (Can include your current position or other specific jobs
for which you are now or close to ready.)
What are your longer-term career aspirations (3-5 years)? (functions, type of work,
division, level, title, etc.)
Identify short and long-term career
Willing to relocate?
Yes
No
interests. You should also, where
Geographical Preferences:
possible, identify relocation preferences
and restrictions. Be specific.
Geographical Restrictions:
Mobility Considerations: (e.g., Family Education, Family Health, Family Job )
MY DEVELOPMENT
Career Factor Element
(Select area of focus)
Proven Results
Leadership Capabilities
Functional Excellence
Knows the Business
Critical Experiences
Development Action Plan Objectives
(Transfer SMART Objective to
Appropriate Section of PDR)
Determine your development objectives
for the year. These should be linked to
achieving your performance objectives.
Use 3600 feedback results as input.
How Do I Get There?
Specific Steps/Tactics
(What are the key steps and tactics necessary
to accomplish this objective )
Timing
(Dates for each
Tactic)
In detail, describe the steps, tactics and support
required to help achieve objectives.
Specify the “on- the-job” outcomes that your
direct report is expected to achieve. These
should directly link to the performance
objectives.
Objectives should reflect the People
Results objectives from the individual’s
PDR.
Proven Results
Leadership Capabilities
Functional Excellence
Knows the Business
Critical Experiences
OUR DISCUSSION
SIGNATURES
Employee:
Date:
Primary Manager:
Date:
Nothing herein will be considered an expressed or implied promise of promotion or continued employment.
How Will We Know You Met
Objectives
(On-the-Job Outcomes, Behaviors
changed, etc.)
PepsiCo’s Career Growth Model
The PepsiCo Career Growth Model provides a foundation for career development.
Training & Development Areas in Pepsico
Leadership capability
• Communication
• Presentation
• Time management
• Project management
• Team building
• Coaching &
development
• Change Management
• Motivation & Inspire
• Conflict Solution
Functional excellence
Know Business
• Territory University
• Orientation program
• Account management
• Induction program
• Senior Sale
management
• Experience bev & food
• Building brand
Leadership
• Marketing Strategy
• Finance University
• ACCA
• HR Management
• Organization Behaviour
Critical Experience
• Department
assignment
• Location assignment
• HR for Non HR
• International
assignment
• Targeted selection
• Task force
• PMP
• TSE
• Basic Finance
• Basic Marketing
• M&W
• Customer Demand
Forecast
Training & Development in PepsiCo
70%: On the job training
20%: Coaching & Mentoring
10%: Course training (off the job training)
“On the Job” Learning
On the job training: A formal or informal program of instruction by subject matter experts
who coach, advise employee in need training while they are performing real job tasks. The
ways
Learning Through
Hardships
Learning Through On
The Job Assignments
1.
Starting from
beginning
Ex. New functional
initiative
6.
Business Mistakes
and Failures
Re-launching quality
standards after
customer complaints
2.
Fix-it:
Ex. Revitalizing a
failed business
process
7.
Job Rotation
Swapping jobs
8.
Subordinate
Performance Problem:
Confronting of
managing capability
issues
3.
Project/Task Force
Ex. Improving cross
functional
communication
4.
Change in Scope:
Ex. New
customer/plant…
5.
Line to Staff:
Ex. From
Department to other
Learning Through
Other People
9.
Role Models
Shadowing people
with a variety of styles
10. High Intensity
Interaction:
Reporting to a
different manager with
a particular approach
on a specific project
Other Learning
Opportunities
11. Job instruction
training
Training programs
12. Supervision:
People management
Coaching & Mentoring
Coaching is the process used to guide others
to discover the best way to accomplish a goal
successfully. The topics are
• Functional knowledge
• Effective communication
• Effective personal Management
• Time Management module
• PepsiCo Leadership
• Managing Teams
• Managing change
Mentoring is a developmental partnership
through which one person shares knowledge,
skills, information and perspective to foster the
personal and professional growth of others. The
topics are
• Effective Personal Management
• Effective communication
• PepsiCo Leadership
• Business Economics
• Effective networking
• PepsiCo Vietnam Business topic
• Managing Change
• PepsiCo culture
• PepsiCo career growth Model
• Global economy
• Environment & Business
• Strategic planning
Off the job Training
Off the job training happens at a site away from the actual work environment. It
often utilize lectures, case studies, role play, simulation, game… The topics are
• Functional knowledge
• Effective communication
• Effective personal Management
• Time Management module
• PepsiCo Leadership
• Managing Teams
• Managing change
• Strategic planning
Criteria for Successful Development Plans
The development need is based on feedback of observed behaviour (e.g. 360
feedback/ leadership assessment)
The development challenge is measurable i.e. gap between current and
future behaviour
The development plan is owned by the individual and supported by manager
The development actions build skills and behaviour over time
Mid-Year
Reviews
Mid-Year Review Overview
Mid-Year Review is designed to:
Review your direct report’s progress, against their Business and People Objectives
Ensure objectives and Development Plans are still aligned with business priorities for
the balance of the year
Mid-Year Review meeting provides an opportunity to:
Review year to date performance against Objectives and the Development Plan
Feedback on any discussion that has taken place during People Planning
Make any changes to objectives for the balance of year
Agree on action plans to ensure that performance and development objectives will be
achieved/improved over the balance of the year
Who participates in Mid-Year Review?
All employees with PMP objectives
Mid-Year Review Process
Set a Date & Prepare
Review Progress Year to Date
Recognize Positive & Discuss Opportunities
Agree on Balance of year
360 Degree
Feedback
What is 360 Degree Feedback?
It is a snapshot of how a specific employees’ impact is perceived by others in
organization
An employee receives anonymous input from his/her direct reports, peers,
clients, and direct feedback from manager
It provides a full perspective of developmental strengths and opportunities
across the PepsiCo Leadership Imperatives
Why do we have 360 Degree Feedback?
It is a process to develop our employees’ leadership and
management skills
So the employees can learn which behaviors they are really
good at, and where they need to improve as leaders and
management
It enhances awareness and changes the way an individual
manages, leads, and works with others
Who participates in The 360 Degree Feedback?
Typically, Leadership/Senior Country Team (L10 and above)
May include some junior employees with specific development needs
–
Often evidenced with a “2” rating for PDR People Results
When do we do The 360 Degree Feedback?
Normally, every other year = “On Cycle”
Some organizations may do it every year = “Off Cycle”
PDR
Assessment
What is Performance Development Review (PDR)?
PDR is an opportunity to:
Review what has been accomplished during the year
Have a two-way communication between employees and their managers
Draft the Performance and Development Objectives
Make a decision on merit and bonus awards
PDR Assessment Process
Employee writes PDR self appraisal
Manager reviews and finalizes PDR appraisal
Calibration of performance ratings and Bonus I/O Score
PDR debrief meeting
Rating Scale Definitions
Below
Expectations
Exceptional
1
2
3
4
5
Did not meet
most key
objectives
Met most
key
objectives
Met key
objectives
Exceeded
key
objectives
Significantly
exceeded
most key
objectives
UNSATISFACTORY
YEAR
SATISFACTORY
YEAR
GOOD
YEAR
VERY GOOD
YEAR
OUTSTANDING
YEAR
May have met
some objectives
but did not meet
expectations on
the most
important
objectives
Met expectations
on most
objectives
Met key
objectives and
exceeded some
objectives
Exceeded
expectations on
the most
important
objectives and
met expectations
on others
Significantly
exceeded
expectations on
the most
important
objectives and
met expectations
on others
Who is responsible for writing the PDR?
The direct line manager at the end of the year is responsible for writing the final PDR
and decides the overall ratings using the following guidelines:
–
obtain self appraisal from direct report
–
gather input and discuss overall ratings with any dotted line managers
–
–
if the manager of the individual has changed during the year, the previous
manager should have written the PDR for the earlier part of the year at the time
the role changed
if the individual changes role during the year, their previous manager should
have written the PDR for the earlier part of the year at the time they moved on
The overall ratings should reflect the full year performance - if an individual has
changed jobs during the year the ratings should reflect across both/all jobs, with the
role that the individual did for the majority of the year being most influential
Calibration Objectives
Bottom Up
Fairness
document reflects individual's
performance
Equity
merit recommendation falls within
guidelines
Clarity
the message is clear for the
individual
Top Down
Consistency
across the business
in keeping with overall business
performance and historic trends
within budget
Calibration Process
Functional managers identify potential calibration issues early
Functional calibration meetings held to cross check consistency
Total business review and sign off by business unit head
Organization
Health Survey
(OHS)
Why Do We Have an Organizational Health Survey?
To help us understand the level of satisfaction and commitment felt by
our employees
It allows our people to give feedback in a confidential and
comprehensive way, across all levels of business on the strengths and
opportunities of our organization
It helps inform and focus the People Agenda within our business
planning and management processes: Strategic Plan, AOP, and PPP
It provides a snapshot of employee perceptions at a point in time
It supports our commitment to make this a great place to work
ORG. HEALTH
ORG. CAPABILITY
GROWTH/PRODUCTIVITY
Why is Organization Health Important?
Committed & Satisfied
Employees
Great Place to Work
Fuelling Growth
Employees Achieving their
Personal Best
Driving Business
Performance
Driving growth by improving business performance through our people
Workshop Deliverables and Outcomes
You’ve completed
The 7 Steps of PMP
Intro to PMP
You now:
Understand the Performance Management process and how it links
to achieving our business goals
Objective Setting
Development Plan
PPP
Understand what is PPP & why we need to have it.
Mid-Year Review
Understand Mid-Year Review process
360 Feedback
OHS
PDR
Have the skills of writing SMART objectives
Can complete development plans using identified development
opportunities
Understand why do we need 360 Feedback and what will it help to
our org & people
Understand what is OHS about and what will it help to our org &
people
Understand PDR assessment/year-end review process
!!! WELL DONE !!!
