The Performance & Learning Plan and Year End Performance Evaluation Process Overview: Employee Guide

Transcription

1 The Performance & Learning Plan and Year End Performance Evaluation Process Overview: Employee Guide The Performance & Learning Plan (PLP) and Year End Performance Evaluation (YEP) Processes together form the PPG performance management cycle. The following are essential points regarding the benefits of these important processes: Overall objectives of PLP: Goal Alignment Better Performance Better Results Coaching & Feedback Learning & Career Development Overall objectives of YEP: Drive a high performance culture Gain consistency in assessing and rewarding performance Provide Employees up-front knowledge of how performance is assessed Provide Employees clear year-end performance information Performance & Learning is the leadership and coaching process which: 1. Ensures every person understands the business deliverables/goals he/she is expected to accomplish. 2. Identifies and equips each person with the knowledge and skills needed to accomplish these deliverables. 3. Ensures feedback and support. 4. Encourages quality dialogue to promote continuous learning that enhances performance and career development. 5. Helps employees to focus on the "right" things. The "right" things are those critical to the success of the business strategy. This guide has been designed to give employees an overview of the Performance & Learning Plan and Year End Performance Evaluation processes. Below are links to topics within this guide. Introduction, page 1 Performance & Learning, page 1 The Performance & Learning Plan and Year End Performance Evaluation Cycle, pages 2-3 PLP Components Goals, page 4 Success Factors, page 5 Development Plan, page 6 Employee Career Profile, page 7 PLP Tasks, page 7 Review of the PLP Process Flow, page 8-9 The Role of the Coach, page 10 Year End Performance Evaluation, page 10 Performance & Learning Plan Quick Start Guide, page 11 Success Factor Definitions, page 45 Performance Level (Rating) Definitions, page 47 Glossary, page 48

2 The Performance & Learning Process follows an annual cycle, beginning with a New P&L Plan and then moving through the year, during which the employee and coach should meet to discuss all the relevant aspects of the employee s job, using the employee s PLP as the basis for the conversations. New PLP Development involves the Employee meeting with his/her manager early in each new year to review and clarify what is expected of the employee during the upcoming year. Some may start the process in December to prepare for the upcoming year. The Employee Plans by reviewing the business unit s goals and writing individual goals that describe the results the Employee must deliver during the year. The Employee then reviews and selects Success Factors that will help the Employee attain his/her goals. Based on the review of Success Factors, the Employee writes a Development Plan to help him/her learn and grow. As a result of following the plan, the Employee will Do his/her job more successfully. In addition, the Employee updates his/her Employee Career Profile to serve as a basis for discussing his/her career interests and development with his/her manager. 2

3 Mid-Year PLP Review includes Employee and Direct Supervisor review progress together against the Employee s business goals and making any mid-course corrections. Again, the Employee will then be positioned to face the remainder of the year and Do his/her job. As needed, the Employee updates his/her Employee Career Profile. Year-End PLP Review covers progress against goals and Development Plan. As needed, the Employee updates his/her Employee Career Profile. This final meeting will position Employees to begin the new cycle effectively. The Year End Performance Evaluation process begins with the Direct Supervisor completing the Employee s evaluation with an overall Performance Level (rating), taking into consideration input from key customers and colleagues. The Functional Manager can input comments in the evaluation. Performance Level Review meetings are conducted by Management and Human Resources. Final ratings are reviewed and approved by Senior Management and Human Resources, before being released to the Employee. The Direct Supervisor reviews the evaluation with the Employee which may or may not be at the same time with the Year End PLP review. The difference in timing is due to the compensation cycle. Employees can access the final evaluation online after their Direct Supervisors release the document. Rounded Feedback (RFB) also called 360-degree feedback is designed to help promote Employees' professional development by getting confidential comments and advice from managers, co-workers, direct reports, internal and external customers, and suppliers who have first-hand knowledge of the relevant Success Factor behaviors. It is strongly recommended that the Employee discusses the feedback with his/her Direct Supervisor so the Employee can gain the maximum benefit from the experience. The online RFB tool is typically open from April 1 through December 31. To access the Rounded Feedback system, on the PPG intranet -- select Tools/Resources from the top of the PPG home page, then select Career Development and Rounded Feedback." 3

4 The online PLP consists of the following components: Goals, Development Plan, Employee Career Profile (ECP), and Tasks (Begin Year, Mid Year, and End Year). The PLP is a living document, goals may change as required by the business environment. The Employee can continue to revise his/her Goals, Development Plan, and ECP, even after submitting the PLP task to the Direct Supervisor. The online document will freeze only after the final date of the End Year PLP phase. Goals Goals are the results the Employee commits to achieve during the year. Goals should directly reflect the current business or department strategy--alignment to current priorities is key. Goals should be SMART: Specific, Measurable, Agreed Upon, Realistic, and Time-bound. These goals are dynamic, reflecting the true priorities of the current time period. Here are examples of SMART goals: Example 1: Goal Title: Operational Excellence Description: Design enhancements to the software that enables order entry through the internet. Develop draft of proposal by end of Q1. Design and implement pilot by end of Q2. Incorporate pilot feedback by end of Q3. Roll out enhancements by end of Q4. Start Date: 1/1/2013 End Date: 12/31/2013 Example 2: Goal Title: Sales Volume Description: Pursue 2 new sales leads per quarter. Increase overall sales by 10% by end of year. Start Date: 1/1/2013 End Date: 12/31/2013 4

5 Success Factors Success Factors define the knowledge, skills and behaviors important for PPG s success, and for the Employee s personal performance and career development. They serve as the basis for Development Plans. The Performance & Learning Model organizes the Success Factors into five areas: Prime Success Factors, Making Things Happen, Working with People, Making Sound Decisions and Applying Functional/Technical Skills. Prime Success Factors are important for everyone at PPG regardless of position, level or location. The other clusters define a broad range of excellence. Some factors may apply to the Employee s job and responsibilities, while others may not be directly linked, but could be critical at some future point. All of the Success Factors are defined by behavioral indicators, which provide some examples to describe how Employees can work toward excellence. Definitions are listed at the end of this guide. For additional details, reference the Success Factor Guide available in the online Development Plan. 5

6 Development Plan A Development Plan creates clear direction for personal learning based on Success Factors and/or functional competencies. The process relies on assessment by the Employee and his/her Direct Supervisor to determine those Success Factors or functional competencies most important for growth in the near term. Limiting the learning focus to a maximum of three Success Factors and two technical skills is important to making progress. In addition to focus, successful development plans reflect the fact that people learn in many ways. Most learning takes place when people actively do new things, coupled with coaching and feedback. Formal training supplements and jump starts development, but does not have the impact of learning by doing and receiving candid feedback. Employees should start by reviewing the list of Success Factors, and choose up to three to develop more fully for the year. The chosen Success Factors should be closely linked to the accomplishment of the Employee s business goals and reflect strengths to leverage or opportunities for improvement for the Employee. The following guidelines may be used: at least one must relate to improvement in the Employee s current job one may relate to possible future assignments one must reflect functional/technical skills. When writing a Development Plan, Employees should keep in mind that the majority of development occurs on the job, not in training courses alone. Sample Development Plan: Title: 2013 PLP Development Plan Objective Title: Develop Others Success Factor Training Item: 7 Habits of Highly Effective Managers Due Date: 12/31/2013 Action Step: Create guide on handling customer concerns based on commonly asked questions and review with co-workers. Using the guide, train co-workers, Jane and John, in handling customer concerns. Objective Title: Build Strong Work Relationships Action Step: Schedule and lead weekly team meetings. Include guest attendees to speak on topics to provide updates on issues important to the team and to expand the team s network of contacts. Due Date: 8/31/2013 Success Factor Due Date: 8/31/2013 6

7 Employee Career Profile (ECP) The Employee Career Profile section provides Employees an opportunity to indicate their career interests and provide discussion points with the Employee s Direct Supervisor. It is important to take the time to thoroughly complete the Employee Career Profile. The information entered is used to identify candidates for potential career opportunities. It is therefore important that it is updated regularly and reflects information on your work experiences, education, and career preferences. The first section includes questions on career interests and mobility. As your interests and mobility change, update the information to keep it current. The remainder of the section includes information on PPG experience, other work experience, education, awards, skills, certifications and interests. It is recommended to review your Employee Career Profile on a quarterly basis and update as needed. PLP Tasks PLP Tasks are assigned to Employees at Begin Year, Mid Year and End Year and can be found under the Tasks section of the PPG People Development Center home page. Tasks announce the start and end of each phase. The work flow of the task serves to notify the Employee s Manager and Functional Manager(s) that the Employee s PLP is ready to review. Employees can add general comments in the tasks assigned at Begin Year, Mid Year, and End Year tabs as needed. Comments may include additional accomplishments not reflected in the Employees goals. Managers and Functional Managers may enter general comments within the Mid Year task. Tasks timeframes are as follows: Begin Year task: December through March Mid Year task: May through September End Year task: December through February. 7

8 Begin Year Phase Mid Year Phase 8

9 End Year Phase 9

10 The role of the Coach, or Employee s Direct Supervisor, is summarized as follows: Communicate the SBU/Function's longer-range vision for the future, and the current year priorities that must be met to achieve this vision. Provide guidance on how the individual's current year goals align with the above. Coaches can communicate and clarify priorities so that individuals will understand how their goals and deliverables contribute to "the big picture." Remove organizational obstacles to success. Help the individual to learn to do the "right" things the right way. Provide feedback to the individual on progress toward goal attainment and performance throughout the year not only at mid-year and year-end. Discuss the career development interests with the Employee and provide guidance on reaching career goals Goal Alignment Performance Feedback Career Development Discussion Business Results The Performance & Learning Process is a means by which every Employee embraces continuous learning as the path to superior performance and results. The Year End Performance Evaluation assesses 3 areas of performance and includes an overall performance level (rating) based on the analysis of these three areas: 1. Results delivered on key job/plp goals 2. The behaviors demonstrated while delivering results (Success Factors) 3. Results delivered on ongoing job responsibilities. The final review data is used in: Performance management Identifying strengths and achievements to build upon Identifying opportunities for improvement Compensation and other rewards Evaluation supports compensation decisions Internal hiring. 10

11 Performance & Learning Plan Quick Start Guide From the PPG Today workstation, click on Tools/ Resources Employee Career Profile (ECP) My Learning Connection 2013 Performance & Learning Plan Goals At the beginning of the year, enter your goals. 1. Click on the Performance tab. 2. Select Goals from the menu.

12 3. Click on Create to enter your first goal. 4. Enter a brief Goal title. 5. Enter a Description. 6. Revise the Start and End Dates as needed. (The Start Date defaults to the current date. The End Date defaults to the last day of the year.) 7. The goal setting defaults to being visible to direct reports. If the goal should not be visible to direct reports, click on the check box to remove the check. 8. When finished creating your goal, click Submit. NOTE: If you are a Manager, you will see a Next button instead of Submit. Click Next. 12

13 Creating Goals: Manager Perspective If the goal is for yourself, click Submit. You are finished creating the Goal. If the goal is specifically created to be assigned to members of your team or for you and your team, click on Your Team. In the next screen, both direct and indirect reports will be listed. Select which Employee(s) will have the assigned goal. If you will have the same goal, click on your name also. Click Submit when finished. 13

14 Cascading Goals: Manager Perspective If you have a goal for yourself and want to cascade it to your direct and/or indirect reports, go to the Goals Screen. Click on the Copy icon. Revise the Goal title and/or Goal Description as needed. Click on Next. 14

15 From the list of direct and indirect reports, select which employee(s) will have the assigned goal. Click Submit when finished. Printing Goals To print a list of your goals, click the PDF icon. As a PDF, you can the document. Click on File and Attach to . 15

16 View Manager s Goals To view your Direct Supervisor s goals, click on the Manager Goals tab. This will show you the most up-to-date view of your Manager s Goals. 16

17 View Team s Goals If you have direct reports, you will also see a Team Goals tab. Click on the Team Goals tab and a list of your direct reports will appear. Click on the expand icon to see the full list of the Employee s goals. 17

18 Updating Goal Progress Go to the Performance header and click Goals. Click on the goal you wish to update. Enter a value to change the Progress meter. Click on the corresponding "+" icon to add Attachments or Comments. 18

19 Comment boxes can contain up to 10,000 characters. Spell check is available. Click Save when finished. Progress Bar Guide The progress bar updates as time elapses and as you update your progress. Here is a guide to the progress status labels. 19

20 Revising Goals To revise the Goal Title or Goal Description, click on the edit icon to the right of the progress bar. Enter changes. Click on Submit Changes when finished. Changes will then be visible to the Manager. 20

21 Creating a Development Plan 1. Go to Performance and click on Development Plans. 2. Click Create. 21

22 3. Enter your Development Plan title beginning with the Year of the plan. For example, 2013 PLP Development Plan. 4. Enter a brief description of your plan. A link to the Success Factor Guide is available in the instructions. 22

23 5. Click on Add Objective. 6. Type in a Success Factor in the Objective Title field. For example, Build Strong Work Relationships. (This is a required step.) If working on a specific functional/technical skill, type in the skill. 23

24 7. Next, you must either add an Action Step or Learning Object. A1. Let s select an Action Step. Click on the Action icon. A2. From the dropdown, select the type of Action you will undertake. A3. Enter a description of the Action. A4. Enter a due date. A5. Then click the Submit button 24

25 Let s go back and select a Learning Object instead of an Action Step. One of the benefits of the new system is it is integrated with the online training catalog. B1. Click on the Add Training icon. B2. Enter key words in either the title or description search boxes. A list of matches available in the online learning catalog will appear. 25

26 B3. Click on the + icon to add. The Learning object will now be listed. B4. Click Submit. 26

27 Newly-created Development Plan now appears. Use the Edit, Copy, and Cancel options as needed. To print a copy of your Development Plan, click on the PDF icon. The PDF can also be ed. Click on File and Attach to . Updating Development Plan Progress Go to Performance and click Development Plans. 27

28 Click on the Development Plan title. Enter progress as a percentage for each Action Step or Learning Object. Enter comments as needed by clicking on the + icon. (Note: Comment box has 5000 character limit) Click Submit. Note: Once the progress is 100%, the status will change to Complete. When all Action Steps/Learning Objects are Complete, the Development Plan can no longer be revised. 28

29 Employee Career Profile (ECP) The Career Preferences section and Employee Career Profile have been combined. Go to the Performance header and click on Employee Career Profile. 29

30 Click on a section header to add to or modify its contents. To print a copy of your Employee Career Profile, click on the PDF icon in the top right corner. The PDF can be ed in the same way as described for Goals and Development Plans. 30

31 To add an attachment, scroll to the bottom of the Employee Career Profile screen. Click on Attachments to upload file. In the popup screen, click Browse to search for your file. Click Upload to add to your career profile. Uploaded file is now displayed under Attachments. 31

32 PLP Cycle: Begin Year Task The task will be visible in the Tasks section of the Development Center homepage. Instructions appear at the top of the screen. Before submitting the task, enter your goals, Development Plan, and ECP updates for the year via the Development Center home page. Click PLP Review or the Continue button to move to the next screen. 32

33 Your Goals will displayed. Scroll down and click Submit. When the Employee submits the task, this notifies the Manager (and Functional Manager) they are ready to review. After submitting the task, the task disappears from the Tasks list. To access completed or expired tasks, click on the Tasks bar. A list of completed/expired tasks will appear. 33

34 PLP Cycle: Mid-Year Task Dates of the Mid-Year task are May through August. Instructions appear at the top of the screen. Before submitting the task, update your goals, Development Plan, and ECP via the Development Center home page. Click PLP Review or the Continue button to move to the next screen. 34

35 Your Goals and progress updates will displayed. Scroll down the page and click Save and Continue. 35

36 Employees can enter general comments about their mid-year progress within the task. When the Employee submits the task, this notifies the Manager (and Functional Manager(s)) they are ready to review. Managers and Functional Managers can also enter general comments after the Employee submits the task. Note: Employee s comments freeze in the task after clicking Submit. If changes are needed, the Manager may click a re-open button within the task. 36

37 PLP Cycle: End-Year Task Dates of the End Year task are December through February. Instructions appear at the top of the screen. Before submitting the task, update your goals, Development Plan, and ECP via the Development Center home page. Click PLP Review or the Continue button to move to the next screen. 37

38 Your Goals and progress updates will displayed. Scroll down the page and click Save and Continue. 38

39 Employees can also enter general comments about their end year progress within the task. Mid-year comments by the Employee and Manager also appear. When the Employee submits the task, this notifies the Manager (and Functional Manager) they are ready to review. Reminder: Employee s comments freeze in the task after clicking Submit. If changes are needed, the Manager may click a re-open button within the task. Note: Managers and Functional Managers enter end year comments into the YEP. 39

40 The task can be printed and serves as the official End Year PLP document, containing goals and comments. Development Plans and ECP are printed as separate documents. Access your Year End Performance Evaluation (2012 and earlier) After your Direct Supervisor releases your evaluation, you can access it by clicking View Your Document. The evaluation will list your Performance level (rating) Comments by your Direct Supervisor and Functional Managers (if applicable) To print the document, click on the Print button. 40

41 Manager and Functional Manager Affiliations To view your current manager affiliation, go to your Employee Career Profile. Your Manager* will be listed under your photo. Instructions on updating your Functional Manager information appears on the PPG Development Center home page. *To update your Manager information, contact your local HR Representative. 41

42 Uploading a Photo Employee photos may be uploaded into the system. It is recommended to use a high resolution photo. To load a photo, follow these steps: 1. Click on My Account. 42

43 2. Click on Upload Photo. 3. Click Browse to search for your photo file. 4. Once your photo file has been selected, click Upload. 43

44 You can crop or resize the photo as needed. 5. Click Save when finished. 6. In the next screen, click Save to apply the photo to your profile. 44

45 Success Factor Definitions Prime Success Factors Focus on Results: move focus from analysis to action; show persistence to overcome obstacles; take immediate action to solve problems; ensure follow through. Drive Change: act with urgency for continuous improvement; promote development of breakthrough solutions; embrace and advocate innovations that improve results. Develop Others: give people challenging assignments to develop their capabilities; provide timely coaching, instruction and feedback; create an environment where failure is seen as an opportunity to learn. Promote Teamwork: develop a powerful sense of shared purpose; empower others; lead and build toward common goals; create a high-performance work environment where people pull together to get the job done. Build Trust & Respect: establish and maintain a reputation for honesty, candor, fairness and reliability; do what you say you will do; make your position clear on difficult issues; promise only what you can deliver. Understand Market & Customer Perspective: see PPG from the customer point of view; create seamless relationships with the customer; keep internal and external customer needs paramount when making decisions and taking action; think beyond current customer base; understand the market forces that impact PPG, customers, potential customers and competitors. Making Things Happen Act with Long-Term Perspective: take actions today to build a strong foundation for future success; identify and take advantage of emerging opportunities; keep PPG s long-term goals in mind when addressing short-term issues and problems. Take Responsibility: initiate action without needing direction; act like an owner of the business; take preventive action to head off anticipated problems. Mobilize Resources: identify and deploy the people needed to achieve results; know where to go to get information and resources. Plan & Organize: develop clear action plans that address the details needed to achieve objectives; define resources and actions to achieve objectives within constraints; establish priorities.

46 Making Sound Decisions Learn Continuously: take ownership of own professional development; apply learning from past assignments; seek feedback on performance. Demonstrate Openness & Flexibility: actively seek different perspectives; encourage ideas and perspectives that differ from your own; adapt own attitudes and behavior to work effectively with different people and situations; take time to listen to others. Manage Complexity: clarify issues in complex or ambiguous situations; balance competing priorities or goals; manage effectively in matrix organization; make timely decisions using available facts in ambiguous situations; make sense of inconsistent data. Size Up Situations: gather information needed to make good and timely decisions; quickly identify likely causes of problems. Solve Problems: critically evaluate options; identify the root causes of problems; systematically develop alternatives; make timely decisions; use rigorous analysis to develop recommendations. Attend to Detail: ensure that all important details of a situation are attended to; develop and follow systems to keep things in order. Working With People Build Strong Work Relationships: develop and sustain positive relationships with others; build connections with others based on an in-depth understanding of their needs and concerns; establish networks. Communicate & Share Information: share information people need to make decisions or avoid problems; keep people informed about issues that may affect them. Resolve Conflict: surface and constructively address disagreements which undermine performance; encourage people to bring difficult issues into the open; resolve differences between people using persuasion, diplomacy and logic. Influence Decisions & Actions: build support for recommendations and decisions; find common ground and mutual benefits to gain agreement and commitment; show enthusiasm, excitement and passion for goals. 46

47 Performance Level (Rating) Definitions 5-Level Scale Applies to non-ic/map employees in the following regions: EMEA, Latin America, and US-Canada Exceptional 10-Point Scale Applies to non-ic/map employees in the region of Asia Pacific and global IC/MAP employees 9-10 : Exceptional Performance This will be an extremely rare rating. Performance consistently exceeds expectations, producing important high value -added results for the business/organization through superior planning, executing and creativity. These are exceptional individuals whose contributions and excellent work are widely recognized. Excels 7-8 : Excels Performance This will be a rare rating. Most performance results exceed expectations. Objectives are completed in a manner that achieves significant value added impact on the business/organization. These individuals contribute significantly above what is normally expected and are viewed as having made notable contributions to the organization Successful 5-6 : Successful Performance Performance is competent and effective, typically and sometimes exceeding expectations. Initiative, resourcefulness and good judgment are consistently exercised in the accomplishment of goals. Employee makes a solid, reliable and meaningful contribution to the organization. Marginal 4 : Marginal Performance Performance that marginally meets but occasionally is below expectations. These individuals contribute at a level requiring more supervision and guidance then should be required. A performance improvement action plan should be initiated. Unsatisfactory 1-3 : Unsatisfactory Performance Performance frequently or consistently falls below expectations. Without significant improvement, reassignment or separation is indicated. Immediate corrective action is required. 47

48 Glossary Development Plan: Focus of your development for the year ahead, based on success factors, captured in the PLP PLP: Abbreviation for Performance and Learning Plan. RFB: Abbreviation for Rounded Feedback. SMART: Guidelines for writing goals Specific, Measurable, Agreed Upon, Realistic, Time-bound Success Factor = A skill, knowledge, or behavior essential to being successful at PPG YEP: Abbreviation for Year End Performance Evaluation 48