MY PLAN
MANAGER GUIDE
Field Operations
MY PLAN
MANAGER GUIDE
Contents People Plan
Page 3
Driving Performance
Page 5
Shared Values
Page 11
Colleague Scorecard
Page 13
STAR Feedback
Page 14
Informal Discussion Document
Page 15
People Planner
Page 17
Performance Management Cycle
Page 18
Notes
Page 19
MY PLAN
MANAGER GUIDE
HOME SERVICES People Plan 2016 -2017
A consistent and optimised approach to managing the basics of the colleague lifecycle
Consistent and market appropriate pay and reward frameworks, rewarding the right skills and behaviours
VISION
A management population with the skills to drive performance through their teams
A skilled workforce with the capability to deliver existing and future services propositions
Services people plan outlines how our people will contribute to the success of our business.
MY PLAN
MANAGER GUIDE
VISION To drive the success of the services business through the development of high performing, skilled and engaged teams, working together to deliver a consistent best in class experience for our customers
Key Outcomes/Priorities
Activities
Support
What are the key changes we want to achieve?
What do we need to do to achieve this outcome?
Who is required to support these activities?
Why are we making these changes?
1. A consistent and optimised approach to managing the basics of the colleague lifecycle
--Consistently measure and manage our colleagues performance, recognising the good and managing the poor --Deliver a consistent and positive onboarding and induction experience to all colleagues --Standardise and optimise HR processes --Engage our colleagues, encouraging and acting upon feedback --Use data and analytics to measure progress, highlight areas of concern & drive action
--L&D --HRBPs --HR Ops --ER
--Engagement --NPS --Compliance --Reduction in sickness / absence --Labour Turnover --HRSC error rate --Mng productivity
2. A management population with the skills to drive performance through their teams
--Develop our new and existing --L&D management population --HRBPs through face to face, on the job and self directed learning --Develop a high performing leadership team
3. A skilled workforce with the capability to deliver existing and future services propositions
--Recruit colleagues with the right skills / behaviours who want to work for us --Develop our colleagues technical and behavioural skills to deliver to customer needs --Provide the tools to enable our colleagues to develop their careers with us
4. Consistent and market appropriate pay and reward frameworks, rewarding the right skills and behaviours
--Develop a consistent approach to pay and reward, --Ensure our structures are right to deliver to customer, business and colleague needs
--L&D --Recruitment --HRBPs
4. Consistent and market appropriate pay and reward frameworks, rewarding the right skills and behaviours
Metrics
--Labour Turnover --NPS --Internal promotions / moves
--Labour Turnover --NPS --Internal promotions / moves
4. Consistent and market appropriate pay and reward frameworks, rewarding the right skills and behaviours
MY PLAN
MANAGER GUIDE
d
se gni co e R
REWARD & RECOGNITION
ck ba ed
Fe
Gr
&
1
h
COACH & GROW
ac
GET CLARITY & FOCUS
cus Fo
Rew ard
1
Co
REVIEW & FEEDBACK
REVIEW AND FEEDBACK - Reviewing how we are progressing against our objectives and values and to share open and honest feedback WHAT TO USE? 121 Review form for regular review session Pre peak form - October / November Post Peak Review - February End of year review form - April
Ge tC lar ity &
an
Driving Performance
ow
Rev
ie w
&
CLARITY & FOCUS - Agreeing ‘what’ we need to deliver through clear outcome focused objectives and ‘how’ we want to go about them – our values WHAT TO USE? My plan - Objectives form WHEN? April WHO COMPLETES? Colleagues with support of line manager
COACH & GROW - Making the most of our potential by building on our strengths, helping us grow to get to where we want to be in the future WHAT TO USE? Personal & Career Development Plan, Star Feedback WHEN? Before or After Career and Development conversations WHO COMPLETES? Colleagues with support of line manager
REWARD & RECOGNITION - Rewarding and recognising our performance and contribution to delivering great business results where we can all benefit WHAT TO USE? You’re Electric Pay Review / Performance ratings WHEN? Throughout the year
MY PLAN
MANAGER GUIDE
Clarity & Focus
GET CLARITY & FOCUS
CLARITY & FOCUS - Agreeing ‘what’ we need to deliver through clear outcome focused objectives and ‘how’ we want to go about them – our values WHAT TO USE? My plan - Objectives form WHEN? April WHO COMPLETES? Colleagues with support of line manager
MY PLAN
MANAGER GUIDE
Review & Feedback
REVIEW & FEEDBACK
REVIEW AND FEEDBACK - Reviewing how we are progressing against our objectives and values and to share open and honest feedback WHAT TO USE? 121 Review form for regular review session Pre peak form - October / November Post Peak Review - February End of year review form - April
MY PLAN
MANAGER GUIDE
Coach & Grow
COACH & GROW
COACH & GROW - Making the most of our potential by building on our strengths, helping us grow to get to where we want to be in the future WHAT TO USE? Personal & Career Development Plan, Star Feedback WHEN? Before or After Career and Development conversations WHO COMPLETES? Colleagues with support of line manager
MY PLAN
MANAGER GUIDE
Reward and Recognition 1 REWARD & RECOGNITION
REWARD & RECOGNITION - Rewarding and recognising our performance and contribution to delivering great business results where we can all benefit WHAT TO USE? You’re Electric Pay Review / Performance ratings WHEN? Throughout the year You're Electric is about saying 'thanks' or 'well done' to other Dixons Carphone colleagues when they have done something fantastic and not only can you thank individuals, you can thank whole teams too. You can also pass on appreciation from customers too! You've told us that being recognised for doing a stand out job makes you feel proud, appreciated, valued and motivated, so we've designed this programme to make 'thanks' a part of our lives here at Dixons Carphone.
Making a difference: it’s what I do
THANK YOU FOR...
TO: DEPARTMENT: WE PUT THE CUSTOMER FIRST, ALWAYS WE ACT BRAVELY, CHALLENGE CONVENTION AND DO THE RIGHT THING WE STAND TOGETHER AS ONE WE KNOW EVERYONE CAN MAKE A DIFFERENCE WE BELIEVE ANYTHING IS POSSIBLE
FROM: DEPARTMENT:
THANK YOU FOR...
TO: DEPARTMENT:
I make amazing happen
WE PUT THE CUSTOMER FIRST, ALWAYS WE ACT BRAVELY, CHALLENGE CONVENTION AND DO THE RIGHT THING WE STAND TOGETHER AS ONE WE KNOW EVERYONE CAN MAKE A DIFFERENCE WE BELIEVE ANYTHING IS POSSIBLE
FROM: DEPARTMENT:
Why not put a smile on a colleague’s face and recognise them for doing something really great! Please ensure these cards are readily available for your colleagues to fill in.
MY PLAN
MANAGER GUIDE
Reward and Recognition 1 REWARD & RECOGNITION
REWARD & RECOGNITION - Rewarding and recognising our performance and contribution to delivering great business results where we can all benefit WHAT TO USE? You’re Electric Pay Review / Performance ratings WHEN? Throughout the year
Performance ratings will help you and your colleagues identify how they’re performing in their role. To ensure colleagues are meeting their performance goals, you will discuss this with them and provide relevant feedback.
MY PLAN
MANAGER GUIDE
Shared Values Our love of the latest technology brings us together, but it’s our shared values that help us set out the business we want to be. These values might not always be easy, but they’re worth living up to – as a team, for ourselves and for our customers.
WE PUT THE CUSTOMER FIRST, ALWAYS
WE STAND TOGETHER AS ONE
WE ACT BRAVELY, CHALLENGE CONVENTION AND DO THE RIGHT THING
WE KNOW EVERYONE CAN MAKE A DIFFERENCE
WE BELIEVE ANYTHING IS POSSIBLE
Your colleagues will be recording how they bring to life our shared values in their everyday role….
We don’t just let our Company Values sit on the wall. We live, work and play by them on a daily basis – throughout the year and most importantly during reviews with your team, colleagues will have the opportunity to share how their everyday actions have brought to life the Dixons Carphone values.
MY PLAN
My Shared Values
MANAGER GUIDE
Here are some great examples to get you started WE PUT THE CUSTOMER FIRST, ALWAYS
E.g I Never leave a customer issue unresolved, I always take ownership and
ask for support or help from my colleagues when I need it
How do you ensure everything starts with the customer? How do you start everyday, every conversation, every new idea, everywhere in the business with the customer in mind? How do you make our customers lives better through winning and having fun?
WE STAND TOGETHER AS ONE How do you show humility, respect and kindness to others?
E.g I always mention to my managers when one of my fellow colleagues goes
above and beyond, to make sure they get the recognition they deserve, it makes me proud
How do you treat everyone in your team as family and our suppliers as partners? How when you're winning do you share that great feeling with your team?
WE ACT BRAVELY, CHALLENGE CONVENTION AND DO THE RIGHT THING
E.g I raise concerns when i don’t think something is quite right and check
that the issue has been escal ated by my manager so there’s less chance of it happening again
How do you show you're pacey, ambitious but never reckless? How do you learn through failure? When you faced a difficult decision were you able to do the right thing? How do you support others to do the same? If you want to say something, do you say it?
WE KNOW EVERYONE CAN MAKE A DIFFERENCE
E.g I always know i’ve done a great job when the customer tells me with a
smile, it makes the job worth doing
What ideas have you come up with recently? How do you show passion and determination? What does doing a great job really well and recognising excellence mean to you?
WE BELIEVE ANYTHING IS POSSIBLE
E.g I often feedback to my managers what my customers tell me, it helps
us move with the times and ensures we continue to do a great job
How do you make the impossible possible, everyday? How would you uncover future opportunities? How do you celebrate success? What are your ambitions for the future for you / your team / the business?
Blank copies of this page can be found on the intranet in the HR section (link) for you to print and display in your CSC. Please ensure these are available at all times for colleagues to fill in.
MY PLAN
MANAGER GUIDE
Colleague Scorecard The Colleague Scorecard is all about having great conversations with your team! You will use the scorecard to record performance and provide feedback - from recognition for good work to areas of improvement, the scorecard will provide an overview of how your team are performing. Any issues which require more information will be recorded through STAR feedback.
How to use the Colleague Scorecard
• List your team name or if you don’t have one, please write your name • Customer Performance: - All information can be automatically pulled from the new reporting system • Absence: -This information can be taken from a weekly report and manually written • Transport: - This information can be taken from a weekly report and manually written • Other: -General comments
MY PLAN
MANAGER GUIDE
Star Feedback You can use the Star Feedback tool to help you prepare for your conversations when you are using the ‘Informal Discussion Document’.
• S is for Situation Describe the Situation you want to give feedback on. • T is for Task Describe the Task or responsibility of the person you are giving feedback to in that particular situation. • A is for Action What Action(s) did you observe? In other words, what did the person do/say, …? • R is for Result What was the Result of those actions?
MY PLAN
MANAGER GUIDE
Informal Discussion Document You can use this document (available on the intranet) to record any type of informal discussion with your colleague. The below checklist can be used for discussions regarding poor behaviour, minor misconduct or poor performance: No.
Discussion points
1
Discuss how the colleague’s conduct/behaviour/performance has not been reaching an acceptable standard (you can use examples such as line manager observations and customer feedback).
2
Remind the colleague of your expectations.
3
Provide the colleague with the opportunity to respond or provide their views.
4
Identify any support that may help them e.g. additional training, shadowing or coaching.
5
Outline what improvements you would like to see and the timescale.
6
Clarify what happens next.
All fields must be completed: Colleague Name:
Colleague Payroll Number: Colleague Job Title:
Line Manager Name and Job Title: Date:
ď ?
MY PLAN
MANAGER GUIDE
Reason for discussion: (full details)
Outcome / Next steps:
Review: (e.g. 2/3 weeks)
This is an accurate reflection of the conversation: Manager signature: ………………………….…….……………………… Colleague signature:………………………………………………………
MY PLAN
MANAGER GUIDE
People Planner The People Planner can be used to organise your reviews throughout the planned people month. You will be required to inform routing when you have scheduled your reviews at least two weeks before they are due to take place. The reviews will be included in your colleagues run as a drop and will appear on their consignment sheets as ‘Review’. There are four types of Planners, each reflecting the specific review. All calendars will be available on the Intranet in the HR section for you to download and print (URL xxxx) • • • •
Review form Pre peak review Post peak review End of Year review
MY PLAN
MANAGER GUIDE
Management Performance Cycle
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
April
Get Clarity & Focus
Objective Setting
Review & Feedback
Full Year
Reviewing how we are progressing against our objectives and values and to share open and honest feedback
Objective Setting starts
Pre Survey review
Calibratio n
Calibration
Agreeing ‘what’ we need to deliver through clear outcome focused objectives and ‘how/ we want to go about them – our values
Pre Peak review
Post Peak review
End of Year review
Coach & Grow Making the most of our potential by building on our strengths, helping us grow to where we want to be in the future
Reward & Recognise Rewarding and recognising our performance and contribution in delivering great business results where we can all benefit
Development & career conversations
Confirm rating Sign off objectives
Talent (potential) judgements
Functional Talent reviews
Bonus & Pay Review letters issued
* Many of these activities can occur as part of regular 121 conversations
Development & career conversations
Functional Talent reviews progress update
MY PLAN
NOTES...
MANAGER GUIDE
MY PLAN
NOTES...
MANAGER GUIDE