Performance Management Program
Purpose 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
Building a Talent Program - Identify Critical and Key Positions - Identifying Top Talent for Critical Roles - Assign Readiness Codes - Identify Gaps
- Performance Scores (look back) - Potential (look forward) - Ranking - Alignment to Values Expectations
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Goal Setting Value Expectations Employee Profiles Individual Development Planning - Performance Evaluations - Rewards & Recognition
- Organizational Review - Discussion about organizational strengths, opportunities, and challenges
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.
Establish, with your Manager, 3-5 Individual Performance Goals
Manager and Employee meet for a performance discussion
Develop goals using a SMART Format
Manager evaluates Employee’s performance using eCentral
Enter Goals into eCentral for approval from your Manager Create your Employee Profile in eCentral
Complete SelfEvaluation in eCentral
Discuss professional development and create an Individual Development Plan in eCentral
Manager establishes expectations specific to the 10 Company Values
Meet with your Manager to discuss progress on goals and make updates in eCentral JULY 2015
APRIL – MAY 2015
NOV. 2015 – JAN. 2016
Performance Management Program
PMP – Phase I
• • • •
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
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PMP – Phase I
Employee Profiles
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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
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HR Portal for PMP https://hr.jeld-wen.com/
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HR Portal for PMP
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HR Portal for PMP
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PMP – Phase I
Conduct a Demo of eCentral How to Navigate and Create a Profile
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PMP – Phase I
Goal Setting
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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
Writing SMART Goals
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SMART Goals
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.
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Poor Example
Better Example
Improve quality of doors.
Improve quality of all wood doors in the U.S.
SMART Goals
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.
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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
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.
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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
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.
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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
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.
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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
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PMP – Phase I
Company Culture and Values
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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.
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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
The Values are critical for all JELD-WEN employees regardless of their role. 30
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
Achieving a Goal is not a reason to compromise a Value 31
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
The Company’s success depends on what we say, and more importantly, what we do.
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10 Company Values
One Team. One Vision. One JELD-WEN. 33
Ethics and Integrity – The Golden Rule • 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.
Respects Others and Follows the Rules 34
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.
Only the Team Can Win 35
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.
The Customer Comes First 40
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.
Demonstrates Superior Skills and Invests in Others 41
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.
Upgrading Products, Processes, Systems and Services 42
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.
Understands Global Business and Industry 43
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.
One Team. One Vision. One JELD-WEN - One Culture 44
Ratings Scale
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Performance Rating Scale Score 5
Label
Definition
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.
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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.
5 Point Ratings Scale applied to both Performance Goals and JELD-WEN Culture & Values at year-end.
PMP - Next Steps
• 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
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PMP Additional Support
HR Portal Access to: • Performance Management – Tools and Training • Performance Management – Overview and Video • Performance Management – FAQ’s
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Support Team Who to Reach out to: • Your Direct Manager • Your HR Manager • Lee Carthage – Director HR, Systems and Processes leec@jeld-wen.com 704-378-5804
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