Employee Performance Development Guide

CHEP MEA

EMPLOYEE PERFORMANCE

DEVELOPMENT GUIDE

CHEP MEA Learning & Development

Employee Development Guideline Version 1 –September 2013 Page 1

Contents

Introduction ................................................................................................................................ 3

The Roleplayers ..................................................................................................................................... 4

Communication .......................................................................................................................... 4

Establish Performance Standards ...................................................................................................... 5

Communicating Performance Standards ............................................................................................ 5

Brambles Lominger Competencies ............................................................................................ 6

What are Competencies used for? ...................................................................................................... 7

How do the Competencies Work? ....................................................................................................... 8

Team ......................................................................................................................................... 9

Interaction .................................................................................................................................11

Customer ..................................................................................................................................13

Performance .............................................................................................................................15

Strategy ....................................................................................................................................17

Using the FYI Book for Competency Development ...................................................................19

Performance Development Process (PDP) ...............................................................................20

Performance Development Planning ................................................................................................ 21

Ongoing Discussions ........................................................................................................................... 21

Performance Development Review ................................................................................................... 21

Rewards and Recognition ................................................................................................................... 22

Why is PDP important to the Employee............................................................................................ 22

The Employee’s Responsibilities in the Performance Development Process ........................... 23

How does the PDP benefit the Business .......................................................................................... 23

[Pick the date]

Authored by: CHEP User



The Line Manager’s responsibilities in the Performance Management Process ....................... 23

The Overall Performance Review Process ...................................................................................... 25

Identifying and Discussing Employee Development Needs .......................................................25

Beginning the Discussion .................................................................................................................... 25

Employee Experiences and Actions .................................................................................................. 26

Job Experiences ................................................................................................................................... 26

Relationships......................................................................................................................................... 26

CHEP Learning and Development Model ..................................................................................27

Lominger 360°0 Feedback Report ............................................................................................28

What is contained within the report? ................................................................................................. 28

What is the goal of going through a 360°° feedback process? ..................................................... 29

Other information about your feedback .....................................................................................29

Why do I have different ratings from different groups? .................................................................. 29

Is there anything that could affect my results? ................................................................................ 29

Time on Job........................................................................................................................................... 29

Type of Job ............................................................................................................................................ 30

What Are Job Profile Learning Maps .....................................................................................31



Introduction

The continuous improvement of job skills is critical. The challenges we face on the job, as well

as in the general business environment, are constantly changing. In addition, fundamental

changes in the technical industry will continue to accelerate. It does not take long for skills and

knowledge to become outdated in this fast-changing world. “Finishing” one’s education is no

longer realistic. The development of our talent at CHEP is a key strategic priority.

This guide will assist managers and employees to understand the performance development

and individual development planning process. Managers will gain skills and be able to utilize the

tools and resources needed to lead effective development planning discussions and activities

with their employees.

Development planning includes a range of integrated processes which guide an individual’s

growth within the organisation. The process facilitates the creation and execution of detailed,

specific and timeline based employee’s development plans. The Individual Development Plan

(IDP) provides greater detail following a Performance Development Process (PDP) review.

Key components/tools in the talent development framework include:

• The Brambles Core Competencies

• The Performance Development Process (PDP)

• The Job Profile Learning Paths

• The Lominger Voices 360° Feedback

• Lominger Talking Talent

The Talent Development Process is guided and implemented by the Human Resources team

(the business), however the major roles players in this process is the employee and the line

manager.



The Roleplayers

Communication

Communicate Responsibilities (Line Manager): Job Descriptions, performance standards,

goals and objectives are tools by which a manager can identify development needs.

Job Descriptions: Job descriptions are valuable communications tools for supervisors and staff

members. They help to:

• Define the job and expected results

• Select the best qualified candidates

• Determine the best processes to accomplish tasks and projects

• Establish performance objectives and goals

• Identify knowledge, skills and abilities to select and develop

• Reward employees equitably and appropriately



Establish Performance Standards

The manager is responsible for defining and communicating performance expectations, which

can be defined as the work responsibilities and tasks that an employee is expected to perform.

The performance standards are best described as the expected result, product, or outcome of

the work responsibilities and tasks that an employee performs. Performance standards may

also be related to behavioural criteria pertinent to the assignment (e.g., working collaboratively,

negotiating style).

There are various times at which it is important to communicate performance standards: When

a new employee starts the job; at the start of the performance year; when job responsibilities

change; and when coaching will help an employee's performance.

Communicating Performance Standards

By communicating performance standards, you will be able to obtain the desired

results/outcomes, improve an employee's performance, and develop new skills. When you

meet to discuss these expectations, standards, and goals, meet in a quiet place without

interruptions and have the job description and objectives at hand. Be sure to discuss the

expectations with the employee and confirm that the employee understands the tasks and

responsibilities of the position.

• Meet in a quiet place without interruptions

• Have the employee's job description as well as business teams plan and/or objectives

on hand. (will guide your discussion)

• Talk with the employee about expectations.

• Confirm that the employee understands the tasks and responsibilities of the position.

• Ask the employee for comments and suggestions on performance standards.



• Finalize performance standards with the employee and confirm the employee's

understanding.

• Define performance standards at each level of performance, e.g., meets expectations,

exceeds expectations.

Brambles Lominger Competencies

Competencies are behaviours, knowledge, skills and abilities needed for success. Lominger

a leading HR support provider developed after years of research a library of 67

competencies. The 67 Competencies can be found in the FYI Book available on Walter and

in our CHEP MEA HR library. Brambles have identified 20 key competencies divided into 5

groups, reflecting our mission and vision.

The 20 Brambles key Competencies by Group.



What are Competencies used for?

Competencies are used for a variety of purposes to ensure our people have the right skills,

abilities and experience to perform effectively in their current role and progress into future roles.

The Competencies are used to define roles, deciding on the right appointments, ensuring that

new employees can integrate quickly, effectively and with shared values and behaviours during

induction into the organisation, in developing current and future talent, in allowing for a

structured review of performance and in developing areas for career and personal development.



How do the Competencies Work?

Every Role Profile contains a list of 8 competencies needed for the success in the role (called

a Success Profile) The Success profile includes at least 1 competency from each of the 5

Brambles groups and 3 other competencies selected from 3 Brambles Key Competencies or

from the full Lominger Library. Not all competencies are equally relevant across bands.

Competencies are used by HR and Managers to develop role profiles, identify selection Criteria

and formulate interview questions and guides.



Team

To Develop Within This Grouping:

·



The Performance development tool includes a drop down box where an assessment against the

competencies is made. The assessment ratings are:

• Skilled

• Accomplished

• Developing /Unskilled

Competencies can be used by employees and managers on an on-going basis for career

development by referring to the FYI Book on Walter to plan their Development. See behaviours

detailed below;



Interaction




Behaviours with regard to Interaction, detailed below;



Customer




Behaviours with regard to Customer, detailed below;



Performance




Behaviours with regard to Performance, detailed below;



Strategy




Behaviours with regard to Strategy, detailed below;



Using the FYI Book for Competency Development

Having gained a clear understanding of your skill level and the competency, you can now find

ways to develop. If you want to go into even greater depth then refer to the actual book to

consider the list of substitute competencies for an unused skill and those that can be used to

compensate for an overused skill

Read through “Some Remedies” and decide which tips can help you look at the “Suggested

Readings” for books and articles that will give you a deeper insight and relevant development

strategies ask for advice from your manager, peers and others find additional tips by checking

other competencies in the same “Factor/Cluster” (groupings of similar competencies) consider

the “Performance Dimensions” and “Special International Focus Areas” to identify further

development strategies read “Career Stallers and Stoppers” to identify specific problems and

ways to overcome them.



Performance Development Process (PDP)

The Performance Development Process (PDP) is a framework that supports all employees to

develop to their full potential. It enables them to achieve their personal and professional goals,

which are aligned with the strategic and operational objectives of the CHEP business. The

performance development process is a dual responsibility between the line manager and the

employee.

The Performance Development Cycle consists of four components:

• Performance Development Planning

• Ongoing Discussions

• Performance Development Review

• Reward and Recognition



Performance Development Planning

Performance Development Planning is the first component of the cycle. During the planning

stage the line manager and employee discuss the elements of a PDP. During this discussion

the following items should be addressed:

• performance expectations;

• objectives and indicators;

• development needs and timeframes.

All aspects should be aligned with the employee's job description, the objectives of the team

and the CHEP strategic plan.

Ongoing Discussions

Discussions about performance should be regarded as an integral part of the continuing

process of performance development. Frequent discussions will help ensure that employee’s

receive ongoing guidance, support, coaching and encouragement. The following items should

be included in Ongoing Discussions:

• Discussions on progress of the objectives;

• Provision of support and coaching to employee where needed;

• Updating objectives where necessary;

• Adjustments of development activities where necessary;

• Provision of feedback on performance.

Performance Development Review

The Performance Development Review is the basis for assessing overall performance of the

performance review period. The structured performance development review relies on a formal

discussion and performance rating. The discussion should take into account all of the following:



• the whole range of the performance objectives set for the review period;

• factors which influenced performance;

• performance over the whole review period;

• the relevant position description;

• revision of the role and/or responsibilities;

• if the staff member reported to another supervisor during the period under review,

comments from the previous line manager;

• development activities undertaken;

• career aspirations; and

• the overall performance rating.

Rewards and Recognition

• Ratings are the basis for Short Term Incentives (STI ) and other bonus scheme

calculations

• Ratings contribute to calculating merit increases

Why is PDP important to the Employee

• Provides employee with feedback on their performance

• Helps identify core development needs across the CHEP business

• Personal development is necessary to support on-going performance , the PDP process

identifies key action steps to improve areas of development and strengthen an

individual’s core competencies

• Demonstrates an individual support to the CHEP objectives

• Clarifies self-perception through self assessment and feedback from line managers

• Provides a roadmap for career progression

• Helps identify top talent for succession planning

• Ratings contribute to calculating merit increases



The Employee’s Responsibilities in the Performance Development Process

• Maintain records on performance and development activities

• Actively seek feedback

• Conduct personal assessment of performance contributions, core strengths and

development needs

• Develop targeted, measurable objectives and development actions that will improve

productivity

• Understand organization’s goals and how employee’s role supports/drives objectives

How does the PDP benefit the Business

• Provides clear direction, concise actions and measurable results

• Ensures strategic alignment between the organization and the employee

• Provides a holistic view of organizational strengths, development opportunities and

employee contributions

• Strategically plans for talent pool growth, succession planning and individual career

growth

• Develops employee commitment to the larger organization

• Strengthens employee-manager relationships

The Line Manager’s responsibilities in the Performance Management Process

• Evaluate the employee’s performance against objectives;

• Assess demonstrated behaviours to determine key strengths and developmental

opportunities;

• Coach and support employees through the process;

• Agree ratings with 2nd

level line manager

• Own the integrity of the process



Performance Objectives can be defined utilizing the “SMARTS Model”



The Overall Performance Review Process

Identifying and Discussing Employee Development Needs

Beginning the Discussion

Successful employee development depends upon conversations held in an atmosphere of trust

and collaboration. To engender such an environment:

– Find a private, comfortable spot for the discussions

– Allow plenty of time - a rushed sense will not help build rapport

– Make sure you listen as you establish a two-way conversation



– Ensure that any goals set are clear and attainable Outline the next steps and

responsibilities for each step

– Your role as a supervisor is to provide information and support the employee

during this development process.

Employee Experiences and Actions

Participation in various essential for successful employee development is participation in various

experiences. Some of these experiences can be educational (training classes, workshops), but

there are many other experiences that can contribute to employee development:

Job Experiences

• Temporary assignments;

• Cross-training, rotation;

• Conducting meetings, conferences, forums;

• Preparing and making presentations;

• Participation in various committee’s

• Job shadowing; and

• Networking.

Relationships

• Mentoring by a more experienced co-worker;

• Job sharing and back-up;

• Coaching a less experienced co-worker; and

• Career coaching.

This development model will assist in planning an employee’s development to include different

learning activities and opportunities.



CHEP Learning and Development Model

Adults learn new skills from a variety of sources, therefore CHEP utilizes the 70/20/10/ model

for development with:

• 70% of Learning opportunities obtained through on the job experience

• 20% from Coaching , mentoring and structured feedback

• 10% from Classroom interventions



Lominger 360°0 Feedback Report

VOICES® is a 360°O

multi-rater tool used by leadership development practitioners, career

development coaches, and HR talent management professionals to assist employees in

improving their leadership effectiveness.

This feedback report is available to the employee as well as the line manager, and is a vital tool

in the development process as the report provides great insight into development areas.

What is contained within the report?

• Skills Rating Overview – this section ranks competencies from high to low based on

your average scores.

• Blind Spots/ Hidden Strengths- Blind spots are where you have rated a competency at

least one point higher than your average raters. Hidden strengths are where you have

under- rated yourself one point or more lower than your average. When blind spots and

hidden strengths are on critical competencies, you need to look at the impact on your

current role and the next steps.

• Group summary Skill Rating – shows the distribution of scores in your rater groups

against each competency.

• Scoring Distribution- the charts tell you at a glance the rating profile of your rater

groups and how aligned are to the average.



What is the goal of going through a 360°° feedback process?

The simple goal of going through a 360°° feedback process is to confirm your strengths and to

find, accept and act on your most pressing needs.

I have my results, but what if...

• My results are more positive or more negative than I expected?

• My scores are higher or lower than I wanted?

• My ratings agreed with others?

• My scores went up or down (for stallers and stoppers) compared to last time?

• The goal is still to find one to five skills or stallers and stoppers you can work on to

improve your performance, make your career more fulfilling, and your life more

comfortable

Other information about your feedback

Why do I have different ratings from different groups?

Rater groups (peers, direct reports, bosses and customers) might see you differently. This is

normal. They are concerned about different needs and see different skills or competencies as

important.

Is there anything that could affect my results?

Time on Job

• Results tend to be most accurate when raters have known you between 1 to 5 years



• If you've only been on the job a few months, the feedback you receive will be first

impressions. Research shows that first impressions, although general, are powerful and

unlikely to change until people clearly see you act differently several times.

• Rather than disregarding early feedback because "they don't know me well," accept the

feedback as an indicator of how you come across in new situations and how you may

always come across to those who only see you occasionally.

Type of Job

• Jobs at the extreme can produce extreme reactions to you that may be reflected in the

feedback.

• Very good situations (like rapid growth) and very bad situations (like layoff, turnaround

and shutdowns) will affect the feedback you receive.

• Also, staff or technical jobs require a more narrow range of skills. Scores often run lower

for people on leadership/ management skills in these jobs.

• Take such results as an indicator of how you are perceived in extreme or unusual

situations.

• Now that you have your feedback , you can decide on your development needs together

with your line manager and or an HR practitioner



What Are Job Profile Learning Maps

The job profile learning path is a tool that may be used to direct a coaching conversation

between a line manager and direct report.

Learning map is a job specific learning path that helps set the context for any learning

opportunity within a job title. Together with the PDP and the Lominger 360° feedback,

Learning Maps help an employee to identify their current knowledge and skills for a job function

and plan future learning.

A series of job specific learning maps can be found on the WALTER site

https://bramblesgroup.sharepoint.com/sites/HR/HREU/HRMEA/Learning%20Maps/Forms/AllIte

ms.aspx

https://bramblesgroup.sharepoint.com/sites/HR/HREU/HRMEA/Learning%20Maps/Forms/AllItems.aspx

https://bramblesgroup.sharepoint.com/sites/HR/HREU/HRMEA/Learning%20Maps/Forms/AllItems.aspx



Talking Talent ®

Introdcution to Talking Talent

The establishment of a succession management program is critical to the long-term success of

an organization. The evaluation, development and deployment of talent is a key strategy to fulfill

business stratgies. Leaders and managers at all levels of the organization have an important

responsibility to identity, develop, and retain talent.

The focus of the succession management process is the identification and development of

strategic leaders. These are the critical people who will grow the business and lead the

organization into the future.

An effective succession planning process is not about forms, scales or supporting

documentation. It’s about getting managers and executives to understand how to “talk talent”

openly and objectively. Talking Talent ® uses a research –based definition of talent,

emphasizes the differentiation of talent for development purposes and provided language and

defintions to assist in distinguishing diffferences in talent.



The Basics of Succession

The Talking Talent process is designed to fit the culture and needs of any organization

and can be customised to the specific requirements of the enterprise.

Talking Talent focuses on four critical components:

1. Evaluation

2. Validation

3. Development Planning

4. Ongoing Review

HR will conduct Talking Talent sessions annually.



Conclusion

Performance Development Planning includes a range of integrated processes which guide an

individual’s growth within the organisation. The processes and tools discussed in this guide

facilitates the creation and execution of detailed, specific and timeline based employee’s

development plans.

Key components/tools in the talent development framework include:

• The Brambles Core Competencies

• The Performance Development Process (PDP)

• The Job Profile Learning Paths

• The Lominger Voices 360° Feedback

• Lominger Talking Talent

The Talent Development Process is guided and implemented by the Human Resources team

(the business), however the major roles players in this process is the employee and the line

manager. Kindly contact HR should further support be required.

Documents

Employee Performance Development Guide