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Achievement & Development Process
(ADP)
Outcomes of Session
 Understand your role in a Performance Management
Process
 Understand the four elements of the Achievement and
Development Process
- Goal Alignment
- Continuous Feedback
- Summary Discussion
- Human Resource Review
Why have a Performance
Management Process?
 Clear Expectations of the Individual
 Aligned Goals
 Clear Performance Understanding
 Career Development Plan
 Plan for Individual Improvement in the position
 Evaluate Corporate Resources (individuals)
 Individual Income Management
 Manage individual Expectations
 Open two-way Communication
Performance Management Components
Achievement
& Development
Process
Training &
Development
Balanced
Measures
Performance
Management
Compensation
Strategy
Career
Development
Staffing
Strategy
Elements of ADP
Achievement and
Development
Process
Goal
Alignment
Continuous
Feedback
Summary
Discussion
Human
Resource
Review
Goal
 A desired result that increases customer satisfaction
and/or improves processes to attain business objectives;
 A desired result that contributes to employee growth and
development
What is Goal Alignment?
 Process used at all levels of the organization for
setting goals that are consistent with and supportive
of with the goals of:
– the next level up and down - Vertical
– key customers - External
– key partners within the company - Horizontal
Goals/COTs - Definition
Business Goals: macro, high level, business
results/objectives; there can also be higher level
business unit/process area goals
Individual Goals: Your business unit/process area
objectives that support the Business Goals.
Critical Operating Tasks: specific actions key to the
achievement or in support of corporate or
business/process area goals
ADP Goals/COTs drive...
 Individual / team accountability for achievement of
results – performance
 “pay for performance” compensation through merit
increases and incentive pay
Goal Setting/COT Alignment Process
begin
Review Review
and update higher
level
during
goals
year
Develop
“How do we/
action plans
should we
for goals
contribute?”
Goal
Our Goals
Setting/
“Do goals/ Alignment
Determine
COTs meet
team and
criteria and
individual
guidelines?”
work
“Are
Develop
goals/COTs COTs
aligned?”
Constructing A Goal/COT Statement
 Answers the question: “What am I/are we committed to
achieve?”
 Begins with a concrete, action word
 Focuses on what is to be achieved and when, not how it
is to be accomplished
 Is objective, clear and concise
 Is specific with timing
Effective Goal/COT Development
Checklist
1. Specific...describes end results
2. Meaningful...contribute to accomplishment of business goals
3. Aligned with other goals...linked with higher level goals &
goals across organization/between functions
4. Realistic and attainable...a manageable number within your
control
5. Timing and measurable..include a deadline
6. Balanced...include process improvement & end result
achievement; team and individual results
Vertical Goal Alignment Example
Corporate Goal
Achieve sales of “X” dollars for (year)
Business Unit Goal
Achieve sales of “Y” dollars during (year)
Western Region Goal
Gain additional market share by July, (year)as follows:
Missouri: 40%
Texas: 42%
Sales Representative COT
Identify 10 new target accounts and convert at least 5 by (year)
Horizontal Goal/COT Alignment Example
Western Region Goal
Gain additional market share by July, (year) as follows:
Missouri: 40%
Texas: 42%
Sales Representative
Identify 10 new target
accounts and convert
at least 5 by June, (yr.)
Plant Production
Establish production
schedules for (yr.) and
beyond to support new
business with no loss of
efficiency levels within
the plant
Elements of ADP
Achievement and
Development
Process
Goal
Alignment
Continuous
Feedback
Summary
Discussion
Human
Resource
Review
Continuous Feedback Review
 What is Continuous Feedback?
 Leader’s role
 Continuous Feedback Process
– feedback sources
– feedback topics
– soliciting feedback
– good feedback
– development planning
What is Continuous Feedback?
 Process for individuals and teams to collect feedback
from managers, peers, co-workers, customers, and
suppliers to assess performance against goals, customer
satisfaction, and developmental needs
 Feedback is continuous and collected on an on-going
basis via informal and formal means
 Feedback should capture both the “what” and “how”
– what was achieved
– how was it accomplished
Benefits Of Continuous Feedback
 Allows employees to collect specific, actionable
information directly from individuals with whom they work
most closely. This information can be used
to improve:
– individual performance
– work processes
– relationships with others
Continuous Feedback Process
Evaluate
Progress
Identify
feedback
sources
Solicit
feedback
Develop and
Implement
Action Plan
Prepare & Lead
ADP summary
discussion with
leader
Document &
interpret
feedback
A Feedback Source is someone who...
Identify
feedback
sources
 you work with on a regular basis
 can provide information about how your work is going
 is familiar with your goals/COTs and achievement toward
them
Possible Feedback Sources
 Your feedback sources should include:
– yourself
– your leader
– peers & colleagues
– team members
– cross-process team members
– internal and external customers/suppliers
Identify
feedback
sources
Feedback Topics
 Progress on goals/COTs
 Meeting your customer’s needs & expectations
 Interpersonal skills
 Work habits
 Quality of work
 Leadership characteristics and job competencies
Solicit
feedback
Formal Surveys
 Two versions:
– leader (also two versions; cost)
– individual contributor (no cost)
 Available electronically via HR Online
Solicit
feedback
Good Feedback
Document &
interpret
feedback
 Is informal and ongoing
 Relies on combination of sources and methods used to
collect it
 Comes from asking open questions
 Depends on active listening
 Is specific, based on examples, and actionable
 Develops over time
 Usable for improvement
Receiving Feedback
 Listen attentively
 Remain calm, objective, and open-minded
 View all information as potentially useful
 Ask for specific examples
 Avoid rejecting, defending, or justifying
 Paraphrase or summarize to clarify understanding
 View it as a challenge & opportunity for development
 Thank the person for the input
 Give the feedback time to digest
Giving Feedback
 Begin by using the word “I”.
 State your Feelings
 Describe the Behavior in specific terms
 Be prepared to give Examples
 Give the Reasons for your feelings
 Explain What you would like the other person to do
 Ask for Agreement
Competencies
Solicit
feedback
 Categories of behaviors key to roles performed at OC
 Typically used during interview process
 Examples:
– communication
– teamwork
– problem solving
– customer focus
 Use these in soliciting feedback and to outline strengths &
areas for development
Elements of ADP
Achievement and
Development
Process
Goal
Alignment
Continuous
Feedback
Summary
Discussion
Human
Resource
Review
What is a Summary Discussion?
 Leader and employee have a discussion on the
following:
– performance against goals
– summary of feedback collected, how those learnings
were applied
– strength/development area identification
– career growth (short and long term)
– development needs and plan
 Formal documentation once per year (based on reviews
during the year)
Characteristics
 Leader and employee both prepare and discuss
 Leader acts as coach
 Each business determines the timeframe
 Focuses on achievements and development
 Forward looking
– new goals/COTs for the year
– development needs & career objectives
 Leader and employee share feedback
Preparation
 Summarize
– overall performance & achievements against goals/COTs
– feedback received
 Identify:
– strengths & developmental areas
– Tie to Competencies
– career planning (short & longer term)
– development needs/actions
– possible new goals/COTs
 Use common electronic format for summary discussion
Goal/COT Alignment
Competencies
 Supporting Tools:
– Leadership Characteristics
• 10 Characteristics that have been identified by the Sr.
Leadership Team
– Job Competencies
• Also known as Targeted Selection interview dimensions
 Competencies by Function
– Provides selected Characteristics and Competencies that should
be reviewed for employees in specific functions.
Position Description
The ASM is responsible for development and implementation of a territory business plan defining
distribution, product, pricing and promotional strategies (including System Thinking concepts
and processes) for designated retailers and distributors of Owens Corning building material
and composite products. This position drives the generation of sales growth for the Roofing,
Insulation, Composites and Exterior Systems Business Units within the assigned area which
may have approximately $8-$10 million in annual sales volume. Strategies include account
conversions, product upgrades, new product introductions and effective use of internal and
external sales support resources to build customer partnerships.
The ASM works with product and sales teams including a customer service support team for the
region. The ASM manages local pricing to build profitable businesses across multiple product
lines. Building customer relationships is key to delivering outcomes, along with working
through a variety of markets and channels of distribution. The product mix includes glass,
insulation, roofing, foam, siding, and windows. The markets and channels of distribution
include one and two step distributors; buying co-ops, retail store chains, and national accounts.
Performance requirements include achievement of sales commitments by business unit;
emphasis on profitable product mix; focus on the customer’s customer; and management of
expenses within a budget. Key competencies include tenacity, problem solving, risk taking
persuasiveness, responsiveness, independence, customer focus, work standards, teamwork,
and communication skills.
Leadership Characteristics
 Catalyst for Change
 Personal Confidence
 Good Listener
 Personal Integrity
 Communicates Openly and
Seeks Information
 Encourages Individual Dignity
 Creates Teamwork Climate
 Seeks Personal Growth
 Sense of Urgency
 Sense of Humor
Competencies
Leader’s Role
 Initiates process and schedules final review
 Preparing for discussion as employee does
 Responsible for seeing that all elements are covered
 Provide own feedback
 Reality check on performance results, strengths/development
areas, career objectives & development plans
 Coach employee
 Ensure Summary Discussion Form is documented and signed
How does my evaluation affect my pay?
 Performance evaluation is one tool that is used in
determining an employee’s merit pay.
– Focus on past year performance, multiple input from multiple
levels
– Overall achievement
– Look at contributions to assignments; were improvements made
or were processes done more efficiently
 Other items include:
– Current salary in relation to market value and band ranges
– Amount of time since last increase
– Allocated salary budget
The Bands
Officers
Senior
Leadership
Managers,
Senior Individual
Contributors
Supervisors,
Professional,
Analysts
5
Technical
6
Administrative
7
8
$15,000 to
$55,000
$20,000 to
$70,000
$30,000 to
$100,000
$50,000 to
$140,000
2
Leadership
3
4
$65,000 to
$175,000
$90,000 to
$300,000
$120,000 to
$520,000
Compensation Goals
 Reward fairly for your contribution to Owens Corning’s
success
 Provide a competitive compensation package
 Align compensation with individual and Company
performance
 Provide flexibility for both the Company and you
Major Surveys
Used to determine market values
– Organizational Resource Counselors (700
companies)
– Hay PayNet - Next generation of Hay survey data
(500 companies)
Both allow for peer group specification
Other surveys may be used for specialized positions
Determining Merit Pay
 Focus on performance, achievements, feedback
 Look at contributions to assignment
 Consider current salary in relation to market value and
band ranges of assignment
 Consider amount and date of last increase
 Administered within salary budget
Elements of ADP
Achievement and
Development
Process
Goal
Alignment
Continuous
Feedback
Summary
Discussion
Human
Resource
Review
What is an Human Resource Review (HRR)?
 Process in which leaders of the company meet to
discuss various HR strategies
 Follows Achievement and Development Summary
discussions
 Among leaders of a particular organization (NLT’s)
 Facilitated by Human Resources Representative
HRR Focus
 Human resource implications of business strategy
 Potential organizational structure changes
 Needs of selected employees
 Potential job movements
 Training & development needs
 Succession planning
 Diversity opportunities
 Inventory of organizational skills
 Recruiting needs
HRR Outputs
 Plans for job movements, succession planning, recruiting
 Development needs
 Feedback to Training and Development organizations
 Shortfalls in structure, skills, training, and manpower
Key Leader Staffing Process
Identify
Open
Position
Review interview data
and determine if offer
will be extended*
Outline Job Specifications
Responsibility: HR Leader
Staffing Leader
Sourcing Procedure:
*Selection of non-Succession
Plan participant must be
validated by Senior VP of HR
- JOBB Posting
- Internal review of key succession
plan information
- External Search as necessary
- Executive Team communication
and nomination
- Diversity nomination
- HR Leadership Team Review
Responsibility: Staffing Leader
Candidate Finalization
Review sourcing comparison
data and determine candidate
interview pool. (Provide status
update to Hiring Manager and
HR Leadership team.)
Responsibility: HR Leader
Conduct Interview
Panel consists of: Organization Senior Leader
Hiring Manager
HR Leader
Staffing Leader
Others as necessary
Responsibility: HR Leader
Questions?
TM
Career Management
Career Management
 What is Career Management?
 Your role in Career Management
 Your leader’s role in Career Management
 What tools and/or experiences are available for career
management?
Career Management
Defining your career objectives,
understanding your current performance,
capabilities, aptitudes and then developing
a plan to match your expectations.
Your Role in Career Management
 You “own” this journey..only you can make the final decision about
what to do or NOT to do
 Consider:
– Your contribution in current assignment
– Your strengths and areas for development
– Your short and long-range career objectives
– Your developmental needs
– Your potential to do other things
Your Role in Career Management
 Select Tools to help define career objectives that include:
– Interests
– Motivation
– Inventory of current capabilities (self)
– Professional expectations
– Personal expectations
– What do you want to do?
Your Leader’s Role
 Jointly determine what success is in your current
assignment
 Provide ongoing feedback about your performance
 Ensure that career discussions occur
 Provide a logical framework for review
 Understand what resources are available to assist
employees in this area
 Understand career alternatives in OC
 Be honest and direct regarding expectations
What tools are available?
 Achievement & Development Process
– Personal Development Plan
 Career Coaching Guidelines for Employees and Leaders
 Education/Information on:
– organization
– roles/jobs
– requirements
• skills
• experiences
• competencies
 Mentor
Key Steps
 Self - Assessment regarding interests
 Gather information regarding opportunites
 Explore and network
 Engage leader an mentor
 Develop action plan
 Get in the game
Mentoring Process
What is the Mentoring Process?


Mentoring helps employees develop and
become a successful member of the
team faster.
Mentoring helps transfer knowledge
between seasoned employees and
newer employees.
The Mentoring Process - Overview
Potential
Mentor
Identification
Mentor-Mentee
Pairing
Mentoring
ID Potential
Mentors
Assign Mentor to
Employee
Mentee Initiates
Mentoring Session
Provide Mentor
with Information
Mentee Meets
with Mentors
Conduct Mentoring
Session
Maintain Mentor
Biographies
Mentee and Mentor
Agree to Relationship
Follow Up as
Necessary
Evaluate & Improve the Mentoring Process
Potential Mentor Identification



A positive role model of the company’s
values and practices
Knowledgeable about organizational goals,
policies, programs, and opportunities
Aware of the culture, trends, networks, and
information resources within the
organization
Potential Mentor Identification




Regarded as successful in their job
Skilled in setting goals, coaching, providing
feedback
Strong in listening, communication, and
problem solving
Committed to the process and effort
Mentor-Mentee Pairing
For new hires or transferred employees
 Based on similarity and diversity of
backgrounds and/or interests,
willingness to mentor new hires, etc.
 Meet to define relationship
 The mentee can establish a relationship
with a different mentor

Mentoring Process - Roles
and Responsibilities
Mentors
– Set realistic expectations
– Make themselves available
– Maintain consistent contact
– Identify areas for personal
development
– Share business contacts
Mentoring Process - Roles and
Responsibilities
Mentees
– Initiate contact with mentor / plan meetings
– Set goals for self
– Open to feedback -- accept information without
interpreting it as evaluation
– Be candid about needs and deficiencies
– Follow through on commitments/ seek help
Mentoring Process - Roles and
Responsibilities
Mentees
– Willing to discuss failures as well as
successes
– Do what is appropriate to build a strong
relationship
– Utilize resources provided for career
growth
BUILDING SUCCESS IN A MENTORING
RELATIONSHIP
 Respect each other’s ideas &
experiences
 Realize ownership of the
process is mutual
 Seek additional support if
necessary
 Meet / communicate
regularly