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http://jeld.itprisma.de/images/downloads_europa/Performance-Management-Presentation_052715.pdf
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Performance Management Program
Talent Development & Planning (TD&P)
Identify and build skills of internal talent to fill key positions and
expand talent pool
Minimize vacancies in critical positions
Retain top performers through increased professional
development and opportunities for promotion
Recognize and reward contributions to business results
Purpose
Building a Talent Program
3
- Goal Setting - Value Expectations - Employee Profiles - Individual Development Planning - Performance Evaluations - Rewards & Recognition
- Organizational Review - Discussion about organizational strengths, opportunities, and challenges
- Performance Scores (look back) - Potential (look forward) - Ranking - Alignment to Values Expectations
- Identify Critical and Key Positions - Identifying Top Talent for Critical Roles - Assign Readiness Codes - Identify Gaps
Key Components – PMP
Performance Management Program – April 2015
In Scope: management employees (exempt/white collared workforce) world-wide
Out of Scope: staff and hourly employees
Fully Automated: eCentral - a SAP Cloud Based tool
Employee Profiles – online resumes
Goal Plans – personal 3-5 SMART goals
Organizational Charts – for PMP Population
Reporting and Analytics Capabilities
Key Components – PMP
Performance Management Program – April 2015 (cont.)
Process: ongoing feedback between manager and employee
JELD-WEN Culture and Values integrated into PMP
Rewards and Recognition
eCentral will only contain manager level employee data. It will not include
staff or hourly paid employee data; therefore organizational charts will only
include direct reports who are manager level.
Performance Management Program
Develop goals using a
SMART Format
Enter Goals into eCentral
for approval from your
Manager
Establish, with your
Manager, 3-5 Individual
Performance Goals
Create your Employee
Profile in eCentral
Manager evaluates
Employee’s
performance using
eCentral
Complete Self-
Evaluation in
eCentral
Manager and
Employee meet for a
performance
discussion
Meet with your Manager to discuss
progress on goals and make updates in eCentral
Discuss professional
development and create an
Individual Development Plan in
eCentral
Manager establishes
expectations specific to the 10 Company Values
JULY 2015
AP
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• Attend Goal Discussion with Manager – Goal Setting
• Develop Goal Plan in eCentral
• Develop Employee Profile in eCentral
• Discuss JELD-WEN Values with employees to:
ensure understanding of all 10 Values
set clear and appropriate expectations
demonstrate all the Values, all the time
PMP – Phase I
7
PMP – Phase I
8
Employee Profiles
Employee Profile
Importance of Creating Your Employee Profile
• Captures consistent employee background information relevant to
career progression:
Formal Education
Work History
Within JELD-WEN
Previous Work Experience
Work Preferences/Geographic Mobility
Certifications/Licenses
Language Skills
Professional Memberships
• Provides Company with an employee database of key talent, skills
and experience
• Supports Talent Development opportunities for employees
Getting Started in eCentral
10
HR Portal for PMP
11
https://hr.jeld-wen.com/
HR Portal for PMP
12
HR Portal for PMP
13
PMP – Phase I
14
Conduct a Demo of eCentral How to Navigate and Create a Profile
PMP – Phase I
15
Goal Setting
Goal Setting
Role of the Manager
• Meet with your employees to develop 3-5 SMART Goals for the
year
• Ensure goals are:
– aligned to business initiatives
– written in a SMART format
– include key job responsibilities
• Approve employee’s goals in eCentral
• Set appropriate expectations specific to Company Values and
observe behaviors
Goal Setting
Role of the Manager (cont.)
• Monitor progress of employee’s goals using eCentral
• Guide and support your employees throughout the year
• Establish two-way communication with employees; provide
feedback on an ongoing basis
• Ensure feedback is honest and clear and discussed in a
confidential setting
• Be a champion of the Performance Management Program and
Guidelines
Goal Setting
Role of the Employee
• Meet with your manager to identify SMART goals that align with
the team’s and organization’s goals.
• Enter goals into eCentral.
• Ensure manager approves goals in eCentral.
• Meet with managers to regularly review progress on goals.
• Continue to update goal status using eCentral.
• Focus current job performance on achieving goals.
Goal Setting
19
Writing SMART Goals
SMART Goals
20
Is a goal that contains detailed descriptions of defining the ”what” you will be doing. Being specific will assist you and your manager in determining and agreeing to the scope of the goal.
Poor Example Better Example
Improve quality of doors. Improve quality of all wood doors in the U.S.
SMART Goals
21
Is a goal that can answer the questions, ”how much?”, “how many?” or “how often?”. By providing measurable details, you and your manager will be able to determine appropriate levels of effort needed to complete the goal.
Poor Example Better Example
Improve quality of doors.
Improve quality of all wood doors in the U.S. by implementing 5 new quality controls .
SMART Goals
22
Is a goal that contains details to describe the if the goal is achievable. You and your manager will need to define the scope to decide if knowledge, resources, budgets, time-frames, etc. are in place to support achieving the goal.
Poor Example Better Example
Improve quality of doors.
Improve quality of all wood doors for 50% of the U.S. plants by implementing 5 new quality controls .
SMART Goals
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Is a goal that represents alignment to support current business initiatives and departmental goals. Your manager will need to ensure the goal is appropriate and relevant to current business initiatives.
Poor Example Better Example
Improve quality of doors.
Based on this year’s business initiatives, improve quality of all wood doors for 50% of the U.S. plants by implementing 5 new quality controls .
SMART Goals
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Is a goal that will specify a time-frame. You and your manager will need to determine if progress can be made towards completing the goal on time.
Poor Example Better Example
Improve quality of doors.
Based on this year’s business initiatives, improve quality of all wood doors for 50% of the U.S. plants by implementing 5 new quality controls before December 2015.
Getting Started with Goal Management
Demo in eCentral
26
PMP – Phase I
28
Company Culture and Values
What are Company Values?
Company Values are the operating philosophies or principles
that guide an organization’s internal conduct as well as its
relationship with its customers, partners and shareholders.
A Values-based Company Culture promotes a workplace that
is productive, respectful and professional.
29
Why define our Culture & Values?
• JELD-WEN is a large, diverse, global company.
• More than 20,000 employees in 29 countries
• Many recent changes at JELD-WEN
– New leadership in key roles
– Renewed focus on achieving results
– Launched critical Business Initiatives
» Operational Excellence
» Profitable Growth
» New Products & Technology
» Talent Management
30
The Values are critical for all JELD-WEN employees regardless of their role.
JELD-WEN Culture & Values: What do they mean?
• The Values are the Company’s expectations of how employees
should act in their daily jobs, roles and activities–
“Do the right thing”
• For example:
• Owning your actions and accepting consequences no matter what they
are
• Using good judgement to gather the facts before jumping to conclusions
– Remaining unbiased/objective
• Having the courage to admit your mistakes
• Providing employees the opportunity to raise concerns
• Respecting people and different points of view
• Building and strengthening customer relationships
• Understanding that safety is a priority and the responsibility of everyone
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Achieving a Goal is not a reason to compromise a Value
Manager’s Responsibilities
• To be a role model of the behaviors as defined in the Company
Values – become a “champion”
• Employees pay more attention to what you do than what you say
(“actions speak louder than words”)
• Managers meet with employees to provide education on the Values
• Manager sets expectations with employees on behaviors that align
with the Values
• Be available to your employees for questions and guidance
• Contact Human Resources if you have any questions or concerns
32
The Company’s success depends on what we say, and more importantly, what we do.
10 Company Values
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One Team. One Vision. One JELD-WEN.
• Always acts in an ethical and truthful manner. Builds trust in
relationships.
• Leads by example and earns the respect and trust of co-workers,
customers and other stakeholders.
• Protects the company’s reputation.
• Fully supports all company policies including environmental,
health and safety.
• Exercises full disclosure, objectively conveys negative information
and risks appropriately.
• Accepts consequences of actions and holds others accountable.
34
Respects Others and Follows the Rules
Ethics and Integrity – The Golden Rule
People, Leadership, Team Work
• Builds diverse teams with top talent.
• Seeks and promotes diverse perspectives while working effectively
across global team.
• Team first approach.
• Listens, coachable, and communicates effectively.
• Invests in attracting and developing talent - actively mentors
emerging leadership.
• Exhibits managerial courage by offering alternative views.
• Motivates teams and rewards successes.
35
Only the Team Can Win
Accountability
• Accepts responsibility for decisions and results. Hold others
accountable.
• Willing to take decisive and difficult actions as necessary to
meet commitments and achieve long-term objectives.
• Provides honest and open feedback to others.
• Exercises good judgment and deals appropriately with challenging
situations.
• Wins as a team, trusted by the team.
• Seeks to be engaged, solves problems, seen as part of the
solution.
Makes Difficult Decisions and Accepts Responsibility
36
Speed & Adaptability
• Aligned with the overall corporate objectives and acts as a catalyst
and leader of strategic and cultural change.
• Has the self-confidence to drive and accept change as an
opportunity to raise expectations.
• Constantly improving on a personal level through self-awareness
and behavioral learning.
• Bias for action…brings team along with them.
Moves Ahead and Demonstrates Agility
37
Execution
• Honors commitments and delivers results; dependable.
• Turns strategy into action. Fact based/data driven.
• Sets aggressive targets and maintains focus.
• Understands priorities and balances short-term and long-term
requirements.
• Committed to producing work of the highest quality in a timely
manner.
• Builds process capability for sustainable results.
• Measures constantly/benchmarks.
• Engages cross-functional and global teams.
Gets Things Done
38
Strategic Vision
• Analyzes short-term and long-term competitive position; considers
appropriate trends, customer landscape and internal/external
dynamics.
• Ability to translate strategic challenges in to relevant and
actionable plans; integrative thinker.
• Identifies and responds quickly to emerging trends in
technologies, customer requirements and competitive threats.
• Develops and communicates clear vision of strategy -engages
team, sets aggressive targets and prioritizes initiatives.
• Not afraid to “bet on growth”.
Sees the Long Term Direction to Run the Business development
39
Customer Focus
• Drives customer loyalty; service/quality/ delivery.
• Exceeds the expectations and requirements to internal and external
customers.
• Builds effective relationships with customers by listening and
understanding their needs.
• Builds win-win partnerships.
• Develops strategies from market-based perspectives and leverages
knowledge of customers and markets to innovate.
• Invests in growth. Maximizes customer success. Drives new
product velocity.
• Trusted and respected.
40
The Customer Comes First
Functional & Technical Excellence
• Committed to learning and enhancing a world-class skill-set within
a functional or technical area.
• Has required competence, depth and breadth of job-related
knowledge.
• Embraces and leverages new technologies with a passion for
innovation.
• Understands the details and has strong analytic skills. Data driven.
• Demonstrates excellent judgment in applying technical knowledge to
solve complex issues.
• Takes calculated risk.
• Uses technology to protect the environment.
41
Demonstrates Superior Skills and Invests in Others
Continuous Improvement
• Never satisfied with the “good enough”.
• Constantly benchmarks internal and external best-in-class practices
to leapfrog the current state and the competition.
• Develops and implements lean practices.
• Relentlessly focuses on elimination of waste and inefficiency.
• Establishes metrics aligned with the key initiatives.
• Sets the bar high and pushes teams to exceptional results.
42
Upgrading Products, Processes, Systems and Services
Global Mindset
• Defines the total available market from a global perspective.
• Has the mindset to drive global growth and profitability while
balancing total company interests.
• Has a multi-cultural perspective and the skills to effectively
promote international expansion.
• Sets aggressive goals for international growth and profitability while
developing and executing plans to achieve these goals.
• Respected by global team. Adaptive style. Trust in the team.
43
Understands Global Business and Industry
Next Steps
• Learn and embrace the JELD-WEN Culture & Values for yourself.
• Define what they mean for you in your role.
• Managers need to communicate with and educate their employees.
44
One Team. One Vision. One JELD-WEN - One Culture
Ratings Scale
45
Score Label Definition
5 Far Exceeds Expectations Significantly and consistently exceeds expected performance level. This rating should be used sparingly and reserved for truly outstanding performance throughout the review period.
4 Exceeds Expectations Consistently achieves and often exceeds expected performance level. This rating should be reserved for employees with strong, commendable performance.
3 Meets Expectations Consistently achieves expected performance level. This rating conveys solid, effective performance.
2 Needs Improvement Inconsistently achieves expected performance level. This rating conveys that performance is below expectations in one or more areas and must be improved.
1 Unsatisfactory Rarely achieves expected performance level; requires immediate coaching. This rating is used for performance that is well below the level expected of the positions in all or almost all key aspects.
Performance Rating Scale
5 Point Ratings Scale applied to both Performance Goals and JELD-WEN Culture & Values at year-end.
PMP - Next Steps
47
• Become a Champion of the Performance Management
Program
• Meet with your employees to establish goals for this
year
• Meet with your employees to talk about the Company
Values and expectations for the year
• Be the first to use eCentral and the HR Portal
Complete your Goal Plan
Complete your Employee Profile
Become comfortable assisting your employees
with in the PMP process and using eCentral
PMP Additional Support
48
HR Portal Access to:
• Performance Management – Tools and Training
• Performance Management – Overview and Video
• Performance Management – FAQ’s
Support Team
Who to Reach out to:
• Your Direct Manager
• Your HR Manager
• Lee Carthage – Director HR, Systems and Processes [email protected]
704-378-5804
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