PMGM manual for IL - myfoxconn.cz · • Planning of activities for personal development and to improve performance. • Continuous evaluation of achievements and a possibility to

PMGM –manual for IL employees

Training and Development team

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Performance and goal management

Performance management and Goal management standardises approach to management, leadership, and development of IL employees.

• The new module features:

• Setting of goals and their continuous evaluation, regular communication of superiors with their teams.

• Giving feedback and request for feedback from internal/external co-workers.

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• The new module features:

• Planning of activities for personal development and to improve performance.

• Continuous evaluation of achievements and a possibility to link them to specific goals.

• A mobile app enabling continuous performance evaluation.

• Non-stop access to data in PMGM via the Internet for both superiors and IL employees.

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• PMGM will allow superiors to use performance management as a

tool of continuous evaluation and to develop individuals and

teams so that they can achieve both the department and company goals.

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PMGM overview

GOALS – use this section to see your goals (including team

goals towards which you should contribute), you can also

comment on the goals and make partial edits (e.g. change

status)

PERFORMANCE – in this section you can see your

evaluation form and complete self-assessment in terms of

performance/development goals and competencies

CONTINUOS PERFORMANCE (CPM) – use this section to:

regularly communicate with your superior, link achievements

and activities to goals, and request or submit feedback.

DEVELOPMENT - use this section to see your development

goals (similar to the Goals section which shows performance

goals)

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PERFORMANCE GOALS

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Logging into myFox, selecting sections

1) Enter your

credentials (user

name and

password)

2) Select

Goals

Here you will

find your

performance

goals. You can

update them

throughout the

year.

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Finding your goals

See

achievements

(given that they

are linked to

specific goals)

Select the

current year See the overview of

your performance

and development

goals

You can continuously

comment on the status of

the goal. Click Post submit,

submitted comments are

seen by your superior.

See the weight,

due date, and

completeness of

the goal, which

can be changed

Edit the

goal

See the goal’s

metric Edit the

goal

„Public“ goals can

be seen by

colleagues from

other departments

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Editing goals

See the goal’s details.

A correctly defined

goal has all the fields

completed

Change the completeness of the goal

(in %) and its status (there are 6

statuses available)

Save edits by

clicking Save

Changes

Metrics are set with

the following question:

How do we know a

goal is completed?

Good metrics are

important

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DEVELOPMENT GOALS

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Development goals

Select

Development

Here you can

see your

development

goals. These

can be

updated

throughout

the year.

Compared to performance goals,

development goals are different in the

following aspects:

1) Weight is not set in %

2) Development goals are linked to

competencies (they are created by

superior after mutual discussion)

3) They contain purpose

Which of your competencies need to be

improved to reach your development goals?

Development goals are generally longer-term

than performance goals.

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Finding your development goals

The layout is the

same as for

performance goals

You can continuously

comment on the status

of the goal.

Here you can see

which competency

needs to be developed.

Metrics are used to

measure whether the

goal was completed.

Edit the goal

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Finding and editing development goals

See the goal’s

details. A correctly

defined goal has all

the fields completed.

Change the status according to

the goal’s current status

(there are 6 statuses available)

The layout is

similar to

perofmance goals

Metrics must be

specific. In this

example: a specific

level of English and

the number of

delivered

presentations

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TEAM GOALS

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Team goals I

See the goal’s

details by clicking

View goal detail

Team goals can be

found in the same

place as

performance goals

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Team goals II

See the goal‘s details

See who else has the

same team goal assigned

See when the goal was

assigned by your superior

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COMPETENCIES

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Competencies

There are two groups of competencies in the system which are supposed to be evaluated:

1) Core competencies – the same for all IL employees

(both non-superior IL employees and superior employees)

1) Specific competencies – they are divided into two groups – the first one for non-superior IL employees , the second one for superior employees

2) a. Specific competencies - for non-superior IL employees

2) b. Leadership competencies - for superior employees

All competencies (both specific and key, for superiors and subordinates) are derived from the company mission.

Detailed description of all competencies you will find on following slides.

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Core competenciesFollowing competencies are for all IL employees (both non-superior IL employees and superior employees).

• Flexibility / Innovation

She/he has the ability to adapt to changes in the environment on a personal and workload basis, remaining professionally focused on assignments and goals without emotional reaction and task disruption.

She/he comes up with new ideas which contribute to company culture, development of business, technology or she/he helps to simplify the processes. She/he encourages positive changes.

• Responsibility / Integrity

Demonstrating responsible, reliable and trustworthy behaviour in all aspects of work, accepting personal responsibility in relation to work and other colleagues.

She/he has the ability to behave in an honest, fair, and ethical manner. Showing consistency in words and action: Having strong moral principles.

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Specific competencies

Following competencies are for non-superior IL employees.

• Teamwork

She/he has the ability and desire to work in a cooperative effort with others on a team to achieve a common goal. It is the promotion of working together and the linkage of intra and interdepartmental collaboration.

• Customer approach

She/he has the ability to display positive attitudes and behaviors, which demonstrate an awareness and willingness to respond to clients/customers in order to meet their needs, requirements and expectations.

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GOAL ASSESSMENT

PROCESS

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PMGM

process

Continuous assessment by superior

in T1

Continuous assessment by superior

in T2

Final self assessment

by employee in

T3

Final assessment by superior

in T3

Calibration

CPM continuously throughout

the year

Performanceand development

goals can be added

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Performance assessment processAssessment phase Period Step owner Form Goals

created/edited

1. Assessment by superior in T1 15. 2. – 15. 3. Superior System + 1:1 meeting Yes/Yes

1. Hodnocení vedoucím v T1 + překlopení cílů (go live – jen r. 2020)

27. 4. – 31. 5. Vedoucí Systém + 1:1 meeting Ano/Ano

2. Hodnocení vedoucím v T2 15. 6. – 15. 7. Vedoucí Systém + 1:1 meeting Ano/Ano

3. Hodnocení zaměstnancem v T3 1. 10. – 15. 10. Zaměstnanec Systém Ne/Ano

4. Hodnocení vedoucím v T3 1. 10. – 31. 10. Vedoucí Systém Ne/Ano

5. Závěrečná 1:1 schůzka (+ nastavení nových cílů)

1. 10. – 31. 10. Vedoucí 1:1 meeting Ne/Ano

6. Kalibrace 1. 11. – 30. 11. HRBP Meeting HRBP a vedoucích Ne/Ne

7. Potvrzení zaměstnancem do 15. 12. Zaměstnanec Systém Ne/Ne

8. Potvrzení vedoucím do 15. 12. Vedoucí Systém Ne/Ne

9. Dokončeno do 15. 12. Systém Systém Ne/Ne

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created/edited


1. Assessment by superior in T1+ go live – only 2020

27. 4. – 31. 5. Superior System + 1:1 meeting Yes/Yes

2. Hodnocení vedoucím v T2 15. 6. – 15. 7. Superior System + 1:1 meeting Yes/Yes

3. Hodnocení zaměstnancem v T3 1. 10. – 15. 10. Superior System + 1:1 meeting Yes/Yes

4. Hodnocení vedoucím v T3 1. 10. – 31. 10. Superior System + 1:1 meeting Yes/Yes



6. Kalibrace 1. 11. – 30. 11. Superior System + 1:1 meeting Yes/Yes

7. Potvrzení zaměstnancem do 15. 12. Superior System + 1:1 meeting Yes/Yes

8. Potvrzení vedoucím do 15. 12. Superior System + 1:1 meeting Yes/Yes


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created/edited





3. Hodnocení zaměstnancem v T3 1. 10. – 15. 10. Zaměstnanec Systém Ne/Ano








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created/edited





3. Assessment by employee in T3 1. 10. – 15. 10. Employee System No/Yes








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created/edited






4. Assessment by superior in T3 1. 10. – 31. 10. Superior System No/Yes







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created/edited







5. Final 1:1 meeting (+ setting new goals)

1. 10. – 31. 10. Superior 1:1 meeting No/Yes





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created/edited









6. Calibration 1. 11. – 30. 11. HRBP Meeting of HRBP and superiors No/No




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created/edited










7. Confirmation by employee by 15. 12. Employee System No/No



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created/edited











8. Confirmation by superior by 15. 12. Superior System No/No


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created/edited











8. Confirmation by superior by 15. 12. Superior System No/No

9. Finished by 15. 12. System System No/o

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PERFORMANCE

ASSESSMENT AND

ASSESSMENT FORM

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Performance assessment – Main page

Select Performance in

the combo box

Inbox – here you can find an active form which

requires your attention. In the En Route, you can see

forms which are waiting for processing by others (e.g.

In the superior’s assessment step, calibration, etc.)

See your form, what step you are currently in,

when it is due, and other information

Click on a

form to

open it and

see the

assessment

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Assessment form – Headers I

The steps of the assessment process in the assessment form

Use these options to move between individual

sections of the assessment form. You can

also use the mouse to scroll through them.Tile showing number

of incomplete items in

the assessment

You can get more

information about

each step

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Assessment form – Headers II

Add attachments

Basic user information

An introduction to the

Performance

management process

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GOAL ASSESSMENT

FORM

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Assessment form – Goals(performance)

You can edit goals (e.g. status)

Rate yourself using 1-5 scale (by

hovering over each point, you can see

each rating’s word description, a more

detailed description is available from

the question mark symbol). Fields

marked by asterisk must be filled out.

Here, you and your superior

can see your achievements

and activities added via CPM

Place for comments – there is no need to comment

on each individual goal, you can provide a summary

comment for the whole section.

Summary for the given section needs to be added to

each section of the assessment form.

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Assessment form – Development goals

The next section of the assessment form is the

Development goals – the purpose of this section

is identical to the previous section Goals

(performance)

Development goals should reflect needs of individuals required to fulfil

performance goals or to achieve career growth (taking over new

responsibilities, horizontal/vertical growth, etc.)

You cannot see your superior’s rating. However, you can see their

comments and receive feedback during 1:1 meetings. This feedback

is more important for further development than the rating score.

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COMPETENCY

ASSESSMENT FORM

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Assessment form – Core competencies

Under each competency’s name is its description. Rating

and comment sections are the same as in previous steps.

All competencies (both specific and core, for superiors and

subordinates) are derived from the company mission

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Assessment form – Specific competencies

All non-superior IL employees are rated in

these 2 competencies (superiors have 4 of

their own competencies). The process of rating

is the same as for all core competencies.

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ASSESSMENT FORM

FINAL PHASES OF

ASSESSMENT

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Assessment form – Final assessment by superior

This is how superior sees your

self assessment and comments

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Assessment form – Final assessment by superior

The final rating uses ratings of individual

goals and competencies. The final rating

uses the following weighing of individual

sections – goals = 70% (50% performance,

20% development); competencies = 30%

If no development goals are defined, the 20% of

their weight is redistributed among the remaining

sections (which are mandatory). As a result, when

calculating the final rating, the performance goals

carry 62.5% and the competencies carry 37.5%.

(out of that 18.75 % is for key competencies and

18.75% for specific competencies).

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Assessment form – Calibration and HRBP view

In the calibration step, HRBP sees the name of

the goal, comments, and achievements linked

from the Continuous Performance. They cannot

see the ratings of individual items.

Superiors will be invited to attend a calibration meeting

with their HRBP. The goal of calibration is to moderate

managers’ view of ratings.

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Assessment form – Confirmation by employee/superior

The final steps in the

assessment process

are the confirmation by

the employee and their

superior. Click

Confirm to finish.

This phase represents a formal

confirmation/closing of the

assessment form for the given period.

No more changes are possible.

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CONTINUOUS

PERFORMANCE

MANAGEMENT

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CPM (Continuous Performance management)

• This tool helps superiors to communicate with their teams more often

and to continuously record achievements and activities

• Use CPM to:

• Manage regular communication with your team and superior.

• Provide or request feedback from both internal and external people.

• Continuously assess achievements and link them to specific goals.

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CPM (Continuous Performance) I

Select

Continuous

Performance There are 3 main categories in

CPM which you can use

throughout the year:

Activities, Achievements,

and Feedback.

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CPM (Continuous Performance) II

2) Use this button to

add activities

3) Use this button to add

topics for discussion during

the meeting with your

superior

1) Select the

Activities

category

4) Meet your superior to discuss your

intentions. Confirm by clicking Meeting

Realized. All activities will disappear as they

are considered discussed.

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CPM – Adding activities

You can add a

new activityYou can change

the activity‘s

current status

You can link

activities to both

performance and

development

goals

Save activity

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CPM – Adding achievements

You can add

new

achievements

(something

you did well)

Set the

achievement date

Achievements

can be linked

to both

performance

and

development

goals

Here you can

add a new

achievement

Save the

achievement

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CPM – Feedback

Click here

to request

feedbackSee your previous

requests for

feedback

Here you can

give feedback on

anyone in the

company

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CPM – Request for feedback

Write name

of person

from whom

you want to

request

feedback

Adjust the message

as needed

Send feedback

request by

clicking Send

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CPM – Giving feedback

Select the person

who you want to

give feedback on

Here you can write

constructive feedback

Send feedback

by clicking

Send

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MOBILE APP

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CPM in mobile app – iPhone I

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CPM in mobile app – iPhone II

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CPM in mobile app – Android I

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CPM in mobile app – Android II

T&D team

Documents

PMGM manual for IL - myfoxconn.cz · • Planning of activities for personal development and to improve performance. • Continuous evaluation of achievements and a possibility to