Leadership Performance Plan

8/14/2019 Leadership Performance Plan

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Our technology, our great businesses, our reach and

our resources aren't enough to make us the global

best unless we always have the best people—peoplewho are always stretching to become better. This

requires rigorous discipline in evaluating, and total

candor in dealing with, everyone in the organization.

GE’s Annual Report 2000



PERFORMANCE, RANKING,

DEVELOPMENT and RETENTION

OBJECTIVES

l Identify, develop and retain top 20% of

employees including leadership group

l Recognize the top 20% of Directors

and VPs by creating the “MVP” Club



PERFORMANCE, RANKING,

DEVELOPMENT and RETENTION

OBJECTIVES

l Identify, improve, or replace the bottom

10% of employees including leadershipgroup

l Eliminate Performance Appraisals and

replace with Coaching and Career Development Planning Sessions



FIRST STEP - FORCED RANKING

l Management ranks their employees individually

by similar titles or salary grades. For example, all

Directors in one area are ranked by their VicePresident.

l Individual manager’s results integrated and

validated across departments to create a

consolidated forced ranking by title and/or gradethroughout entire company.

l Guidelines and spreadsheet provided to assist in

ranking team (sample attached)



SAMPLE RANKING CRITERIA

l Employed at least 6

months (less than 6 are

TNR - too new to rate)l Leads or lives by

Principles of Conduct

and MVPs

l Overall

leadership/employee

competencies

l % of Team players

developed and

promoted by leader l % of Turnover within

leader’s group

l Leaders Promotability

l Sample ranking

spreadsheet attached



Top 20% Leadership/Employee

Development Program

l Specialized training

l One-on-one coaching

l Participate in cross-functional “Black

Belt” projects

l Use as a separate

planning group to

report ideas back to

senior management

l Invited to luncheons

with senior executives

l Opportunities for crosstraining within

organization

l Semi-annual status

report sent to VP, HR to monitor progress



MVP CLUB - Top 20% of Directors

and VPs l Fully paid deluxe

trip/cruise for two

with MVP Club

leaders and

President/CEO

l Attend off-site

strategic planning

meeting with senior

management

l Special

plaque/statue

l

Special designationon business card -

“MVP Club 2001 -

Excellence in

Leadership”



MVP CLUB SELECTION

CRITERIA

l Minimum of one year of service as a leader

in the organization

l Director or Vice President

l Should be in top 20% of all VP’s and

Directors in the organization

l Senior Executive team approves final

selection



Bottom 10% Development

Program

l Design a plan for

success/goals

l One-on-one coachingto help identify areas

needing improvement

l Require attendance to

training courses

l Weekly or bi-weekly

meetings with manager

to monitor progressl If no improvement in

performance, consider

demotion/outplacement

l Quarterly report to VP,

HR to monitor progress



COACHING SESSIONS VS.

PERFORMANCE APPRAISALS

l Eliminates time consuming mostly ineffective

performance appraisals and replaces with positive

annual career development/coaching sessions.

l Team players complete own career developmentworksheet; manager meets and signs off; submits

worksheet to HR for tracking. (sample attached)

l

Coaching session includes discussing career goals,growth potential, accomplishments, training

needs, and overcoming career roadblocks.

l Merit increases done separately through forced

ranking matrix.



PROGRAM BENEFITS

l All initiatives will improve retention and build

loyalty

l

Cost of turnover significantly higher than theexpense of the MVP Club and other proposed

training programs (recruitment fees, training, lost

knowledge)

l Increased retention by improving or transitioningout bottom 10%

l Improve employee retention through coaching

sessions versus performance appraisals.

Documents

Leadership Performance Plan