If you can't read please download the document
Upload
marian-potter
View
218
Download
0
Embed Size (px)
DESCRIPTION
Mobile phones on silent or off “Parking lot” Ground Rules Engage Participate Mobile phones on silent or off “Parking lot” Facilitator: Do: post blank Parking Lot flip chart and reference Say: You have seen these before. Do: Review ground rules. Say: As I said, there is a lot of very important information to cover in this session. It is important that we all get engaged and stay engaged - the best way to do that is to participate. Say: Learning occurs when there is participation and opportunities to build capability through practice. There will be opportunities to participate throughout the session. Say: Although there will be opportunities for questions and conversation, feel free to stop me and ask questions. Say: As we work our way through the session today, follow along in your participant workbook and take notes in the space provided. All of the slides you will see on the screen are in your participant guide. Therefore, I will not refer to the particular page for each. Bridge: Let’s review our Outcomes for today ………………. | 2
Citation preview
RECAP Associate Version
CMPA One Sysco Approach AGREE.ACHIEVE.RECAP RECAP Associate Version
Facilitator: Say: Welcome to phase three of CMP.RECAP our final
phase in our series of CMP One Sysco approach. My name is insert
name and I am glad you are here today. If using co-facilitator(s):
Joining me today is (are) [insert name(s)]. He/she (they) will be
working with me to share some important information regarding CMP
RECAP - One Sysco approach. Do: INTRODUCTIONS: (if needed) In table
teams, introduce yourself: name, role, location. Share one
attribute from a year end performance review that made a positive
impact on you. (either one you experienced or one you provided)
Bridge: Lets look at our ground rules together Module 3: RECAP
Summary of Results and Behaviors 1 Mobile phones on silent or off
Parking lot
Ground Rules Engage Participate Mobile phones on silent or off
Parking lot Facilitator: Do: post blank Parking Lot flip chart and
reference Say: You have seen these before. Do: Review ground rules.
Say: As I said, there is a lot of very important information to
cover in this session. It is important that we all get engaged and
stay engaged - the best way to do that is to participate. Say:
Learning occurs when there is participation and opportunities to
build capability through practice. There will be opportunities to
participate throughout the session. Say: Although there will be
opportunities for questions and conversation, feel free to stop me
and ask questions. Say: As we work our way through the session
today, follow along in your participant workbook and take notes in
the space provided. All of the slides you will see on the screen
are in your participant guide. Therefore, I will not refer to the
particular page for each. Bridge:Letsreview our Outcomes for today
. | 2 RECAP Training Session Outcomes
Understand the process for documenting year end results Learn tips
for writing an effective RECAP summary Understand how to assign an
annual rating based on performance results of goals and
competencies Learn tips to have an effective RECAP conversation
Understand next steps Facilitator: Do: Review the RECAP Outcomes
Bridge: To make sure we achieve our Outcomes we have an agenda . |
3 Preparing for the RECAP Conversation
Agenda Preparing for the RECAPConversation Propose a Performance
Rating Engaging in the RECAPConversation Facilitator: Do: Review
the agenda Ask: Are there any questions at this time? Do: Answer
questions or indicate you will be addressing the question
shortly.If question is not relevant to RECAP enter on the Parking
Lot. Bridge:Are we ok to start discussing RECAP? RECAP is the final
phase of our One Sysco Coaching and Performance Management process
. | 4 Overview of the CMP Process
CMP A One Sysco Approach AGREE.ACHIEVE.RECAP Stay Connected: Good
Conversations Conversations should be frequent and often informal.
AGREE: Goal Setting ACHIEVE: Q2 Check-In Q3 Check-In RECAP: Results
& Behaviors Agree on goals and behaviors; define what success
looks like. Check in on performance to ensure achievement. Review
full-year performance on goals and competencies. Finalize
performance ratings. Facilitator: Say: The AGREE phase is about
setting our goals and agreeing on our competencies for the year.
Next phase, ACHEIVE was about getting the work done meeting goals
while displaying the Leadership Framework competencies. We would
then have informal and formal check-ins with our managers through
out the year. Last phase is RECAP reviewing the full year
summarizing our goals and competencies results. Ask: What questions
do you have about the CMP process .. Bridge: lets review the three
main steps for RECAP .. The CMP Process is all about staying
connected through conversations. Three key steps: AGREE :Goal
Setting ACHIEVE :Quarterly Check-ins RECAP: Summary of Results
& Behaviors Review progressof goals and behaviors;adjust as
needed. | 5 RECAP: Three Main Steps
Prepare for the RECAP Conversation Propose the Performance Rating
Engage in the RECAP and Pay for Performance Conversation
Facilitator: Say: Steps: Preparing for the RECAP Conversation
-Documenting of year end results: gathering of feedback and
concrete examples, year end RECAP 2)Propose the Performance Rating
Propose a rating for each goal and final rating - based on goal
attainment , competency development and using the LF rating
outline. 3) Engaging in the RECAP Conversation Conversation with
manager and associate of the associates full years performance.
Comments and final rating are reviewed. Merit Award letter is
presented. Say: Here you see the high level timeline of these
events during the performance management season. This shows you
that it is a thoughtful process. This process sets out enough time
to allow you to prepare for a meaningful conversation, not
preparing Sunday night for Monday. There is a gap between June and
August as your manager needs to prepare for the RECAP conversation.
Bridge: Next we will look at each of the three steps of RECAP in
more detail. June June August | 6 Step One: Prepare for the RECAP
Conversation
Propose the Performance Rating Engaging in the RECAPand Pay for
Performance Conversation Facilitator: Say: We will start at the
beginning with Preparing for the RECAP Conversation . Bridge: RECAP
starts with a Self Review .. | 7 RECAP Starts with a
Self-Review
What is Self- Review? Associates written documentation of his/her
own performance against each of his/her goals. Why do we ask
associates to write a Self-Review? Associates opportunity to
reflect on his/her performance for the year Provide new information
to manager Provide manager with associates point of view on his/her
performance results Provide manager with a proposed self-rating
Facilitator: Say: The CMP RECAP process starts with a Self-Review.
Lets talk about the Self-Review and then look at what it takes to
write one. Ask: What is a Self-Review? Get: Associate s written
documentation of their own performance. Say: Associate s written
documentation of their own performance against each of their goals.
Ask: Why do we ask associates to write a Self-Review? Get: So that
the associate can reflect on the year; provide the manager with the
associates thoughts in advance of the RECAP conversation Do: Click
enter text below will appear on screen. Say: We ask associates to
write a Self-Review for a few reasons: Review slide Allow
associates the opportunity to reflect on their performance for the
year Provide the manager additional information that may be used to
write the CMP RECAP Provide the manager the associates point of
view on his/her performance for the year prior to the conversation
Provide the manager their proposed self rating. The view of the
self rating is the associates point of view of their overall
performance for the year. Bridge: We are all responsible for
documenting our own self-review.Lets take a look at what that
includes. | 8 Associate: Documenting Year-End Results
Completed Self RECAP: Jorge Marketing Associate Process: Use the
Achieve section of the CMP form Each goal should have a year-end
comment Simply and briefly document your results Focus on specific
results (WHAT) and behaviors (HOW) Associate Comments: brief
highlights to summarize the year in this area Propose an overall
Self-Rating - self-rating is determined by assessing all goals and
competencies Send to Manager Ensure meeting is scheduled Goal
Rating Associate GoalComments Final Rating Do: Hand out a copy of
Jorge Caban Associate version for participants to follow. Ask: What
information should an associate use to write Self-Review? Get: Own
input and/or reports showing results or metrics; Ask: Where can you
obtain this information? Get:Data Reports, your own input, manager
Say: If you are not sure where to obtain the information or how to
read a report your manager can support you. Say: The Self- Reviewis
an opportunity for the associate to provide their own input on
their performance vs. their goals. The associate gathers
quantitative data to support results and competencies through
reports or sources of metrics data.This data should be balanced
both achievements and goals not obtained. Say: Once data is
gathered the associate will record the results under the Achieve
column. Each goal should have a comment in this box that reflects
the results or performance for the year. Simply and briefly
document the year-end results in the Achieve field. Bullet points
are fine; Self- Review is not intended to be a long narrative. It
is not enough to say Met goal or Did not meet goal. Actual results
and behaviors should be documented. To separate the RECAP data from
prior Achieve documentation use a header RECAP for each comment.
You the associate will now have a complete overview of your results
for the year. Say: Input into the Achieve section of the form
should focus on specific behaviors and /or results. Say: On the
slide is an example of a completed CMP form. This is a completed
CMP form for Jorge Caban a Marketing Associate. Do: Show completed
CMP form on slide. Indicate the information documented in the
Achieve column. Link the RECAP information to the goals and
competencies. Point out the RECAP header. Ask: As an associate
should you provide yourself a rating on your CMP goals? On your SBO
goals (if applicable)? Answer: Yes Say: Yes for both.SBOs are a
subset of CMP goals, therefore, they should not be treated
separately during the year end-process. Do: Indicate a proposed
rating for each CMP and SBO goal (where applicable). Say: As an
associate you will enter your CMP and SBO Final Proposed Rating for
the year in the Final Rating box. Both ratings are recorded in the
rating box, place in parenthesis behind the rating what the
applicable acronym is CMP or SBO. Your rating is determined by
analyzing the results against the goals using the Leadership
Framework worksheet and goal Say: As an associate you add brief
highlights/summary of your performance for the year. Your brief
summary will be documented in the comment section at the bottom of
the form. It is suggested that you summarize your top three
performance goals and your 2 3 performance areas not obtained. Say:
Once completed, the CMP Form should be given to your manager. Your
manager will use your input when completing your CMP RECAP. Your
manager will add their comments to your CMP form. Say: It is the
associates responsibility to ensure their RECAP meeting is
scheduled. Ask: Who can provide you with more direction on
completing the form? Get: Manager, TMBP, HRBP, peer Say: You should
reach out to your manager first, however your TMBP or your HRBP can
provide direction as well. Ask: What questions do you have
pertaining to writing your self-review? Bridge: Lets look at some
tips for writing an Effective Associate Year EndReview .. Associate
Summary Comments | 9 Tips for Associates: Writing an Effective
Associate RECAP
Gather fact based/data driven year end results Gather feedback
Associate writes it him/herself Build on quarterly feedback
Describe the results / outcomes (WHAT) and behaviors (HOW)
demonstrated in the year-end results and comment sections Use the
comment section to provide an overall perspective on performance
for the year Facilitator: Do: Reference Associate Job Aid Do: Ask
participant to read slide aloud. Say: Associate gathers year end
results for each goal. Say: Associate gathers feedback received to
support results. Feedback needs to be balanced, positive feedback
and alternative feedback. Printed feedback ( s) should be submitted
with completed CMP form to manager. Say: Associate comments on each
goal. Some goals will have more detailed comments than others
depending on the impact of the result. More details should be
included for your top 2 3 achievements as well as the top 2 3 goals
not obtained. Say: The comments should flow from prior comments
written. Say: Describe the results - Focus on the specific examples
of behavior that either helped or hindered performance results.
Say: Comment section should summarize your top achievements as well
as summarizing goals not obtained. Ask: What questions do you have
in regards to completing your CMP form? Bridge: Lets review the
process for your manager to complete your CMP form .. | 10 Manager:
Documenting Year-End Results
Completed Manager RECAP: Jorge Marketing Associate Process: Use the
Achieve section ofthe CMP form Each goal should have a year-end
comment Review results and behaviors documented by Associate Focus
on specific results (WHAT) and behaviors (HOW) Brief highlights to
summarize the year in this area Assign rating for full-year of
performance; rating is determined by assessing overall behaviors
(LF) and goals Manager meets with leader to calibrate ratings
Schedule RECAP meeting withAssociate Goal Rating Mgr. Goal Comments
FinalRating Facilitator: Say: Your manager will collect feedback
and information, then the manager will: Analyze the results (WHAT)
and behaviors (HOW) used to achieve results Populatethe RECAP
year-end results and summary comments into the Achieve section of
the CMP form Do: Show year-end Achieve section. Say: Your manager
will add specific details about each goal. They will be added in
the Achieve column. To indicate their comments your manager will
use their initials as a header. Each goal will have a comment in
this box that reflects the results or performance for the year.It
is not enough for the manager to say Met goal or Did not meet goal
Actual results and behaviors should be documented. More details
will be included for your top 3 achievements as well as the top 2 3
goals not obtained. Do: Show summary section. Say: Your manager
will add brief highlights about your performance for the year. They
will be added to the comment section at the bottom of the form. Do:
Show rating section. Say: Your manager will rate each of your
goals, CMP and SBO (where applicable) as well as provide you an
annual rating for CMP and SBO (where applicable). Bridge: Now that
you have prepared our CMP form you need to rate each goal and
propose a final annual rating Mgr. Summary Comments omments | 11
Step Two: Propose the Performance Rating
Prepare for the RECAP Conversation Propose the Performance Rating
Engaging in the RECAPand Pay for Performance Conversation
Facilitator: Say: Step 2: Propose the Performance Rating Propose a
rating for each goal (CMP and SBO where applicable) and a final
rating - based on goal attainment , competency development and
using the LF rating outline. Bridge: Lets look at Step 2: Propose
the Performance Rating in more detail. | 12 Propose a preliminary
rating using:
Performance Rating Propose a preliminary rating using: One Sysco
CMP Rating Scale CMP documentation Leadership Framework Worksheet
Facilitator: Do: Ask participant to read slide aloud. As an
associate if you have an SBO you will propose a preliminary rating
for your SBO using the same guidelines Bridge: Next we will look at
our Sysco CMP Rating Scale .. | 13 Performance Rating Scale
SATSignificantly Above TargetConsistently exceeds job expectations.
AT Above Target Always meets job expectations and often exceeds job
expectations. OTOn Target Regularly meets all job expectations
BTBelow Target Meets some, but not all, job expectations.
SBTSignificantly Below Target Consistently does not meet job
expectations. *Note: Leadership Framework worksheet is your guide.
Facilitator: Do: Review our Performance Rating five point scale. We
looked at this during AGREE training and it is part of our CMP
form. You will use the same rating scale for your SBO. Say: Be very
aware of being black and white when assigning the ratings. Take
into consideration the weight/ value the goal has as an overall
impact. Say: Ratings are also not a mathematical equation. We do
not add them up and divide to give us an annual rating.We need to
consider the actions demonstrated, external impact, weight and
value of the goal. Say: Remember, each year is a stand alone year
for purposes of performance management. Ask: What do we need to be
aware of when proposing a rating as an associate? Bridge: Lets see
if we covered what we need to be aware of when proposing a rating
as an associate | 14 Propose a Rating Consider both results (WHAT)
and behaviors (HOW) for each goal Base ratings on the full year of
performance Rating is consistent with documented performance Use
words, not numerical rating No plus or minus added to rating (i.e.
no AT+, no OT-) Compare and contrast definitions Weigh each goal
result for impact Facilitator: Do: Ask participant to read slide
aloud (first 3 bullets come up with first click). Say: The goal is
to differentiate ratings based on actual performance. Say: In order
to differentiate ratings, we must 1) give the rating that is really
deserved 2) for the full year of performance 3) considering both
WHAT and HOW Do: Click for the next four bullets to come up. Say:
This is not an equation total ATs minus total OTs = final rating
Compare and contrast ratings using the Leadership definitions Each
goal rating needs to be weighed what was the impact to the overall
results Say: We have five ratings. These ratings are to be used as
they are. We do not give numerical ratings (1 5) and we do not give
variations of the ratings (OT+, AT-, etc.). Ask: What questions do
you have about assigning each goal a rating? Do: Reference
Associate Job Aid Bridge: Next we will review the LF five ratings
.. | 15 Leadership Framework Worksheet
Leadership Framework Behavioral Worksheet INDIVIDUAL CONTRIBUTOR
Version Rating Scale Significantly Below Target Below Target On
Target Above Target Significantly Above Target 5 Point Rating Scale
Competency Behaviors Facilitator: Do: Distribute a copy of
theIndividual contributor Leadership Framework Worksheet to all
participants Say: Looking at the Leadership Framework Competencies
Worksheet, note that there are five columns to the right of each
competency.The five columns represent the 5 point rating scale.
This should look very familiar to you as it was introduced in our
Agree training. Three of the columns contain examples of behaviors
with headings for rating performance: Significantly Below Target On
Target Significantly Above Target If a behavior seems to be between
two descriptors, then choose one of the between columns.The other
two ratings (without examples) are: Below Target Above Target
Bridge: Next we will participate in a rating activity | 16
Activity: Performance Rating
Reference Material: Leadership Framework Worksheet 2)Performance
Rating Activity Handout Instructions: Read each scenario as a table
team Rate each associate based on the data provided. During the
full group debrief, we will review each scenario.One person at your
table will hold up the appropriate colored square to show how you
rated the associate in each scenario. Time: You will have 15
minutes for discussion and rating. Facilitator: Do: Print
Performance Rating Cards laminated colored squares.You will need
one set of 6 colored squares per table. Print copies of the
Leadership Framework Worksheet Individual Contributor Print copies:
Performance Rating Activity Do: Handout Performance Rating cards
one set per table Handout LF Worksheet Individual Contributor one
per person Handout Performance Rating Activity one per person Note:
The purpose of this activity is to take the scenarios as they are
written and assign a Performance Rating. Do: Start the activity.
Say: To support this activity you have a copy of the LF worksheet .
The rating scale and instructions are included in Performance
Rating Activity document. Do: Explain the instructions as outlined
on the slide and handout. Ask: What questions do you have regarding
the instructions for the activity? Scenarios: Scenario #1:
Associate 1 has performed well in the past, works a lot of hours,
is well-liked, but has missed some goals for the year. One of those
missed goals had a significant negative impact to another
department.What overall rating would you give to her? Rating __BT
Say: The performance rating would be BT (below target) because
he/she did not meet all of his/her goals. Most importantly one of
the goals had a significant impact to another department. Scenario
#2: Associate 2 received a rating of Below Target in the past but
really excelled in FY She met all of the objectives for the
performance year and even exceeded three of them. Associate 2
consistently displayed the right leadership behaviors from the
Leadership Framework. What overall rating would you give to her?
Rating _AT______ Say: The performance rating would be AT (above
target) because he/she met all and exceeded some goals AND
consistently demonstrates our LF Core Competencies. Scenario #3:
Associate 3 performed well on all of the metric goals by hitting
every number. Feedback from some internal stakeholders was
concerning.Associate 3 showed a tendency to raise his voice at
people, at times caused disruption with last minute requests, and
took credit for work that the whole team accomplished.What overall
rating would you give to him? Rating BT__ Say: We are all
responsible for demonstrating all the behaviors in the LF even
though they are not on our CMP form. Scenario #4: Associate 4 had a
rough start to the year he had problems with communications that
led to poor relationships on the team.After ongoing coaching in the
quarterly Achieve meetings, Associate 4 showed strong and
consistent improvement in communication and relationships in the
second half of the year.Associate 4 achieved all of the metric
goals for the year.What overall rating would you give to him?
Rating __OT_____ Say: If the associate actions demonstrate a
consistent effort in development of a competency the associate
should receive a OT rating.The changes in competencies should also
reflect goal results. Scenario #5: Associate 5 is On Target for
five of the seven CMP goals; the other two are Below Target.The two
Below Target goals were impacted by external circumstances that the
associate could not control.She demonstrated solid leadership
behaviors throughout the year and proactively worked to try and
keep all of the goals on track.What overall rating would you give
to her? Rating ___OT____ Say: An associate should not be penalized
for external circumstances that they could not control. There
should be specific examples of what has taken place and any actions
taken by the associate. Scenario #6: Associate 6 accomplished all
of his goals as written on the CMP the metrics were hit and the
leadership behaviors tied to each goal were displayed. However,
there has been an ongoing problem all year that continues to
escalate.The problem is related to a leadership behavior that is
part of the Leadership Framework: Innovation, but that behavior is
not specifically tied to one of the CMP goals. What overall rating
would you give to him? Rating ___BT____ Say: Remember, each year is
a stand alone year for purposes of performance management. Bridge:
Next another activity where you will provide ratings for three
Marketing Associates . | 17 Activity: Rating Marketing
Associates
Instructions: Part I: Work Individually: Assign a final overall
annual rating for all three associates use the Leadership Framework
Worksheet and the Performance Rating Scale. You have 10 minutes to
complete this activity. Part II: Work in your Table Team: Come to a
consensus on a proposed final rating for all three associates. Use
the Leadership Framework Worksheet and the Performance Rating Scale
to support yourrating. Debriefusing rating questions below. Rating
Discussion Questions; What rating did you assign Joe? Jorge?
Triniece? Why did you assign that specific rating? Give some
examples to support very high or low ratings. You have 15 minutes
to complete this activity. Facilitator: Total activity is 30 min.
Do: Put participants into groups of three. DistributeMarketing
Associate Rating Activity handout to each participant. Say: We are
next going to do an activity using three MAs comments and final
summary (Joe, Jorge and Triniece). The purpose of this activity is
to have a good discussion around what rating should be awarded .
This discussion will lead to the group coming to a consensus for an
overall final rating for each associate. Say: Part I: Say:
Individually generate a final overall annual rating for Joe, Jorge
and Triniece using the LF worksheet and the performance rating
scale. This should take about 10 min. Do: Walk around the room
answering questions and redirecting as needed. Keep track of time.
Once everyone is done. Move to Part II. Say: Part II: Say: You are
now meeting as a group of associates to discuss the associate
ratings. As a group you will come to a consensus on the final
rating for Joe, Jorge and Triniece. Click to drop the following
information; Calibration Discussion Questions; What rating did you
assign Joe? Jorge? Triniece? Why did you assign that specific
rating? Give some examples to support very high or low ratings.
Say: You will have 15 minutes to calibrate the ratings and then we
will debrief as a large group. Ask: What questions do you have? Do:
Walk around the room answering question and redirecting as needed.
Ensure that the teams are calibrating the ratings by asking
questions of one another and discussing the ratings across the
group. Do: Debrief Activity 5 min. Ask: What rating did you agree
to for Joe? What rating did you agree to for Jorge? What rating did
you agree to forTriniece? Were you consistent in how you used the
rating scale? Do you have appropriate performance rating
differentiation? Based on the calibration discussion were any of
the ratings be modified? What would it have taken for Joe Black (
Marketing Associate) to be OT? Say: I hope this activity lead to
good discussion and more clarity in how to propose your rating.
Ask: What questions do you have around proposing a final rating?
Bridge : Now that we have the RECAP written and a rating assigned,
it is time to send your CMP to your manager .. | 18 Step Two:
Propose the Performance Rating
Prepare for the RECAP Conversation Propose the Performance Rating
Engaging in the RECAP and Pay for Performance Conversation
Facilitator: Say: Once the associate has completed their CMP form.
You will now send to your manager. Your manager will add their
comments and a final rating. Once the manager has completed their
teams CMP forms they will forward to their manager for review to
ensure consistency and fairness. Once this process is completed you
will be invited sometime in August to participate in a RECAP
conversation. Bridge: Now that we have our CMP Review written and a
rating assigned, it is time to have the RECAP conversation. | 19
Step Three: Engaging in the RECAP and Pay for Performance
Conversation
Prepare for the RECAP Conversation Propose the Performance Rating
Engaging in the RECAP and Pay for Performance Conversation
Facilitator: Say: We have completed Steps 1 & 2: Preparing for
the RECAP Conversation -documenting of year end results: gathering
of feedback and concrete examples 2) Propose the Performance Rating
Propose a rating for each goal and final rating - based on goal
attainment , competency development and using the LF rating
outline. Next is Step 3: 3) Engaging in the RECAP Conversation
Conversation with manager and associate of the associates full
years performance goals achieved and behaviors demonstrated.
Comments and final rating are reviewed. Merit Award letter is
presented. Bridge: lets discuss the purpose of the RECAP
conversation. | 20 Purpose of the RECAP Conversation
Meet with your manager to review your past years performance: WHAT
full year results based on goal attainment HOW behaviors that
supported goal attainment Review your Final Rating for performance
for the year This is a two-way conversation between manager and
associate Facilitator: Do: ask a participant to read the slide
Bridge: Lets look at the agenda for the RECAP conversation .. You
cannot teach a man anything; you can only help him discover it in
himself. - Galileo Galilei | 21 RECAP Conversation Agenda
Time Topic Direction 5 min. Review meeting purpose Have two copies
of the CMP form ready Explain the purpose of the meeting Establish
rapport/ease min. Discuss Performance Use written CMP form as a
guide Discuss each goal, spending more time on goals that were
exceeded and goals not obtained: ensuring that associate has a
clear understanding of what was or was not achieved Discuss
questions or concerns Actively listen 15 min. Review Rating Link
summary of achievement against goals . Do this for both results
(WHAT) and LF behaviors (HOW). Discuss concerns and questions
Summarize Summarize the conversation Associate to sign Present
Merit Award letter and SBO payout factor letter (where applicable)
Link summary of achievement againstpay for performance Check for
understanding Facilitator: Do: Review slide. Say: Your manager will
want to spend more time goals that exceeded expectation and on
goals not obtained. Say: As an Associate if you have SBOs they will
be part of the RECAP Conversation Agenda; SBOs are a sub-set of
CMP. Say: You manager will close the meeting off linking your merit
award to performance. Bridge: Next we will look at some tips of
having an effective RECAP conversation. | 22 Associate Tips: For an
Effective RECAP Conversation
The meeting should be in a quiet area away from distractions Review
each goal two-way dialogue Outcome should not be a surprise for the
associate Be open to feedback Ask for clarity Provide additional
information Facilitator: Do: Reference Associate Job Aid Ask:
Participant to read the slide Bridge: Next we will review the RECAP
timelines .. | 23 FY15 Recap & Pay for Performance
Process
June July July August Prepare for the Recap Conversation Calibrate
and Assign CMP Performance Ratings Determine Pay for Performance
Facilitate the RECAP Conversation Associate completes his/her self
review using CMP form Leader gathers concrete examples of progress
of goals & competencies Leader schedules Recap conversation
with Associates Manager leads Recap conversation with Associate
Manager reviews the CMP final rating Manager and Associate review
comments and sign CMP form Manager shares the merit award with the
Associate and checks for understanding Manager sends completed CMP
forms to HRBP Leader drafts reviews and assigns ratings Leader
sends completed CMP form(s) to his/her Leader CMP ratings and merit
award calibrated (may be done in one on one or group calibration
meetings) Manager completes CMP rating and pay for performance
worksheets Manager submits form to his/her HRBP(payroll) Manager
prepares key messages for Recap conversation with each team member
Facilitator: Do: Review the slides Say: As an Associate if you have
SBOs they will be part of this timeline ; SBOs are a sub-set of
CMP. Say: Here details the timeline of events during the Recap
management season. It is very important that all action items are
completed by designated due dates to ensure merit increases are
paid on time.Your HRBP will provide you with the key dates and
actions for this year. Say: Follow-up Steps Talent Management will
be reaching out to all HRBP leads during July and August to verify
status of RECAP facilitation and completion of CMP forms. Talent
Management will send a survey to all associates for feedback on the
entire CMP process, Agree, Achieve and Recap in late August. Please
support and encourage completion of the CMP survey. Ask: Any
Questions? Bridge: lets summarize what we have completed during
this session | 24 RECAP and Pay for Performance
RECAP: Four Main Steps Prepare for the RECAP Conversation Propose
the Performance Rating Engage in the RECAP and Pay for Performance
Conversation Facilitator: Say: Steps: Preparing for the RECAP
Conversation -Documenting of year end results: gathering of
feedback and concrete examples, year end RECAP 2)Propose the
Performance Rating Propose a rating for each goal and final rating
- based on goal attainment , competency development and using the
LF rating outline. 3) Engaging in the RECAP and Pay for Performance
Conversation Conversation with manager and associate of the
associates full years performance. Comments and final rating are
reviewed. Bridge: Next we will look at your next steps .. June June
August | 25 Next Steps | 26 Complete your self-review on your CMP
form
Submit to your manager Meet with you manager for your CMP RECAP
conversation Meet with your manager to start to prepare for Agree
Complete a survey from Talent Management on the entire CMP process
Facilitator: Do: Read slide. Ask: What questions do you have about
next steps? Bridge: Lets review the overall outcomes for today.. |
26 RECAP Training Session Outcomes
Understand the process for documenting year end results Learn tips
for writing an effective RECAP summary Understand how to assign an
annual rating based on performance results of goals and
competencies Learn tips to have an effective RECAP conversation
Understand next steps Facilitator: Do: Review the RECAP Outcomes
Say: This slide describes what will be covered at the end of the
year, RECAP. The manager and associate should discuss what goals
and competencies were achieved, challenges and opportunities. Each
should come prepared with concrete examples to support ratings. A
final rating will be given. Your leader will share with you your
merit award based on pay for performance. Bridge: we have covered a
lot of information today. Lets move onto to questions? | 27 Thank
you! | 28 28 Say: Questions?
Close: Thank you for your time and participation. Enjoy the rest of
your day. | 28 28