TABLE OF CONTENTS

WINNING THROUGH PEOPLE PERFORMANCE MANAGEMENT

PERSONAL DEVELOPMENT PLAN GUIDELINE

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TABLE OF CONTENTS 1. INTRODUCTION ........................................................................................................................................... 3

2. WHY HAVE A PERSONAL DEVELOPMENT PLAN? ......................................................................... 3

3. WHAT IS AN EFFECTIVE AND GOOD QUALITY PDP? ................................................................... 3

4. WHAT ARE THE STEPS I NEED TO FOLLOW FOR MY PDP DURING THE YEAR? .............. 4

5. REVIEWING AND AGREEING YOUR DEVELOPMENT PRIORITIES WITH YOUR MANAGER ........................................................................................................................................................... 5

6. HOW TO USE THE G.R.O.W. COACHING FRAMEWORK? .............................................................. 6

7. WHAT ARE SMART DEVELOPMENT OBJECTIVES? ....................................................................... 6

8. WHAT IS THE 70:20:10 LEARNING PRINCIPLE? ............................................................................ 7

9. WHAT DEVELOPMENT AREAS SHOULD I CONSIDER WHEN AGREEING MY PDP? ......... 8

10. PDP TEMPLATE ......................................................................................................................................... 9

11. EXAMPLE OF THE PDP WITH SMART DEVELOPMENT OBJECTIVES WITH ACTIONS FOLLOWING THE 70:20:10 LEARNING PRINCIPLE ......................................................................... 10

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1. INTRODUCTION

At the end of 2014 we introduced the renewed Performance Management (PM) process in order to

enhance achieving our business goals defined in the strategy Greenprint to Win. According to the

new approach PM is not just an event-driven process focused on setting and reviewing objectives

but it is also focus on managing and developing people as well as recognizing and rewarding them.

We expect from our leaders to drive performance and leverage development opportunities for their

employees. Therefore, we recommended for all Senior Managers to have 1 people development

objective within their Individual Objectives. This is an important step in ensuring we are getting

results through people.

Personal Development Plans are critical in helping us realize our business objectives. We all have a

role to play in ensuring that we optimize our own personal performance and contribute to our

continued business success. The PDP ensures that we are developing the necessary skills to

improve in our current jobs and to progress into new roles. It builds our organizational capability

and our talent pipeline.

In this pack you will find the HEINEKEN PDP that you should be using for yourself and your teams,

as well as information on what makes an effective and good quality PDP. This document has been

designed to serve as a guideline to help you with the Personal Development Process and to support

you in setting development objectives for yourself and your teams.

2. WHY HAVE A PERSONAL DEVELOPMENT PLAN?

Creating an actionable development plan is an important tool for reviewing your strengths,

clarifying development goals, and building capability.

This is your opportunity to identify and agree development objectives which:

improve competencies in your current job to achieve your business objectives

identify competencies needed to move into new roles to achieve your career objectives

keep you ‘market relevant’ and ensure HEINEKEN has the right blend of skills for long-term

success

The PDP contains clear responsibilities and expected results. It is a contract between you and your

manager with shared responsibility and accountability.

3. WHAT IS AN EFFECTIVE AND GOOD QUALITY PDP?

An effective and good quality PDP:

is based on your development and is owned by you;

begins with a discussion between you and your manager to agree your strengths and personal

development needs;

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has SMART* development objectives clearly linked to the agreed development priorities during

your development review with your manager;

includes different types of development solutions based on 70:20:10 principle*

is a living document that should capture agreed actions from both you and your manager from

ongoing performance and development conversations.

*More information provided in the following pages

4. WHAT ARE THE STEPS I NEED TO FOLLOW FOR MY PDP DURING THE YEAR? PDP process is based on a 12-month cycle. At the centre of the cycle is the continual application of

your PDP. This should include regular reflection and learning reviews, supported by your manager.

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5. REVIEWING AND AGREEING YOUR DEVELOPMENT PRIORITIES WITH YOUR MANAGER

1. Review your progress over the past year on Individual Performance and HEINEKEN Behaviours

and agree where you have developed, and where you still have gaps. Be sure to also capture

your strengths. Use the following sources to add to your self-assessment:

Feedback from Internal and External Key Stakeholders (formal and ad hoc)

Regular feedback from your manager

Formal 360 questionnaires

Your own learning reviews following projects or key pieces of work

2. Think about the year ahead; what do you need to achieve or how might you need to prepare for

your next role?

3. Reflect on your longer-term career aspirations; where do you see yourself in 3-5 years (function,

type of work, division, level, etc.)?

4. Consider your mobility; how open are you to an international assignments? Do you have any

restrictions, conditions or preferences?

5. How will you leverage your strengths and what new skills and knowledge do you need? Use the

questions below to help you:

What are my strengths and areas for development? Give evidence.

What new skills might be required from me in my current role?

What further development would help me be even more successful in my current role?

If I am considering what my next role would be, what do I need to develop to prepare?

6. Prioritise development for the coming year, discussing and agreeing actions with your manager.

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6. HOW TO USE THE G.R.O.W. COACHING FRAMEWORK?

You can use the below structure to better manage your development conversations:

7. WHAT ARE SMART DEVELOPMENT OBJECTIVES?

Personal Development Objectives should be written in a SMART way (Specific, Measurable,

Achievable, Relevant and Timed):

SPECIFIC:

What exactly are you going to do and why?

MEASURABLE:

What will success look like? What will you be able to do after the development that you could not

do before?

ACHIEVABLE:

Is it realistic for you? Does the development solution provide the right level of personal stretch?

Does it fit your timeframe, budget, location?

RELEVANT:

Is this the right development for you? Will it achieve what you want it to? Is it the best way of

filling your development gap? Does it fit your way of learning?

TIMED:

What is the timeframe for the development?

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8. WHAT IS THE 70:20:10 LEARNING PRINCIPLE?

70:20:10 PRINCIPLE

HEINEKEN learning philosophy is based on the 70:20:10 principle according to which the most

learning comes from on-the-job experiences:

70% from real life and on the job experiences, tasks and problem solving (e.g. special

projects/taskforces, working in new functional areas or cross functional assignments, increased

responsibility)

20% from feedback and from observing and working with role models (e.g. ongoing feedback,

mentoring, coaching, 360 feedback)

10% from formal classroom training (e.g. internal or external training programs, courses,

e-learning)

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9. WHAT DEVELOPMENT AREAS SHOULD I CONSIDER WHEN AGREEING MY PDP? For every role you need to consider three areas of development. Everyone will have their own

individual mix, depending on what is required of the role, and your own personal strengths and

areas of development.

Competence Area Description and Support Available

Leadership/ HEINEKEN

Behaviors

What capabilities do I

need?

The HEINEKEN Behaviours have been created as a cornerstone of our new strategy

Greenprint to Win, to provide a simple guide for everyone at HEINEKEN that helps drive

the performance of our company and make each of us more successful at work. The

HEINEKEN Behaviours are applicable to everyone and should be included in

development conversations.

Support currently available:

The supporting material is available on PM tool.

Functional Excellence

What role specific

competences do I need?

Functional Competencies are specific to a professional area and define the specialist skills, knowledge and capabilities associated with success in that area of work.

Support currently available:

The Functional Competencies manuals per discipline can be found on ONE2Share. If

you need further information about what is expected of you in your role please speak to

your manager or HR contact.

Knowing the Business

What do I need to know

about the business?

An understanding of HEINEKEN in the context of our history, our values, our industry, our markets and our global positioning.

Suggestions on how to learn include informal networks, external publications (trade

press/newspapers), internal communications (i.e. annual reports, publications, intranet,

and briefings), e-learning etc. In addition you can speak to your manager or HR about

how you can improve your business knowledge.

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10. PDP TEMPLATE The following page shows the template of the Personal Development Plan.

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11. EXAMPLE OF THE PDP WITH SMART DEVELOPMENT OBJECTIVES WITH ACTIONS FOLLOWING THE 70:20:10 LEARNING PRINCIPLE

MY DEVELOPMENT How Do I Get There?

Career Growth Factor

(Select area of focus)

Development Objectives

(Create SMART Objective)

Specific Actions (What are the key actions

necessary to accomplish this objective by you and your

manager?)

Timing (Dates for each

action)

How Will We Know You Have Met

Objectives (On-the-Job

outcomes, Behaviors changed, etc.)

Leadership/HEINEKEN Behaviours

Learn, to Improve: Improve my ability to coach my team by focusing on giving timely and constructive feedback on performance and development by Q3.

Participate in the workout ‘Great Feedback’ delivered by Mind Gym. (10 of 70:20:10)

Give on-going feedback as required and not only during formal reviews. (70 of 70:20:10)

End March 2015

By end Dec 2015

All member of my team to have regular conversations about their performance and development, at least several times a month.

All member of my team to have ‘quality’ PDP objectives focused on their most relevant improvement areas.

Feedback from my team on my coaching skills.

Functional Excellence

Brand Profitability: To fully meet ‘developing’ level competencies required for my current job level: build on basic profit-ability management skills, tracking GP net, activity ROI analysis, understand Key management tools & processes.

Meet with the Finance Manager to review available budget management tools and processes and to identify best practice in activity ROI analysis. (20 of 70:20:10) Use the ROI tools available to calculate the returns of 2 recommendations this semester to increase the profitability of SKU mix. Using the tools to determine the best activity and get approval to implement. Coaching support provided by manager. (70 of 70:20:10)

Feb 2015

May 2015

I will be able to perform conclusive ROI analysis on all activities and understand financial terminology, reports and tools available.

I will have gained approval for 1 activity which will improve the profitability in SKU mix and present findings to sales team.

Knowing the Business

Build knowledge of local market in first year of assignment to ensure I am in a position to define the strategy and targets to 2015.

Create relationships with key contacts in FMCGs in market to build market understanding. (20 of 70:20:10)

Identify and speak with key internal HEINEKEN contacts to transfer internal knowledge. (20 of 70:20:10)

By end Dec 2015

By end Dec 2015

I will be able to talk knowledgably about the market and the strategies identified by other FMCGs.

I will have applied my new knowledge to analyse HEINEKEN’s position in market, and to create an improved strategy signed off by Regional President (individual performance objective).

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