Signet s FY 2016/2017 Performance Appraisal Guide. Dallas Field
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1 Signet s FY 2016/2017 Performance Appraisal Guide Dallas Field 2/22/2017
2 Table of Contents Getting Started Overview 1 Important Dates & Information 1 Completing the Performance Appraisal 2 Tips for Comments 3 Conducting the Performance Appraisal 4 Need More Information or Support? 4 Getting Started Performance Management Overview Signet s Performance Management Process involves continuous communication about performance, and can be visualized as a cycle with three phases, Phase I: Plan, Phase II: Check In, and Phase III: Review. Regular, performance based feedback is key to this Process, and an essential ingredient for the success of all Team Members. Performance based feedback can take many forms such as daily coachable moments, weekly one on one meetings and periodic performance review discussions. Each of these forms of feedback can be referenced when drafting the comprehensive annual review. Team Member success has a direct impact on the ability of your department to meet and exceed its goals. This success helps to ensure that Signet achieves excellent operational and financial results while exceeding customer expectations. Although Team Member performance is continuously discussed and documented throughout the year, the annual Performance Appraisal falls within Phase III (Check In), and provides an opportunity to formally and comprehensively measure performance and document feedback for all of our Team Members. Not only is the annual performance appraisal a powerful tool to capture our Team Members ability to accomplish desired goals and objectives, it is also a critical element of our entire Performance Management process. Important Dates & Information January 31, 2016 January 28, 2017 The annual performance review cycle runs from the beginning of the fiscal year through the last day of the fiscal year January 30 - February 22 Team Members complete their Self Assessments February 23 March 10 Store Managers s review input from various sources and draft Performance Appraisals for Store Team Members; Store Managers review scores and appraisals with District Managers March 6-24 Blackout period for non merit pay increases March 11 April 20 Leaders conduct performance meetings with Team Members. Signed Performance Appraisals should be sent to your Human Resources Business Partner for inclusion in Team Member records April 12 District Managers communicate approved merit increases to Store Managers *Merit increases will be first reflected in the 4/27 paychecks *Merit effective dates: 3/24 for non exempt TMs;3/31 for exempt TMs *A one time only retroactive payment, paying the difference between previous rate and approved merit increased rate from effective date for time paid on the 4/13 paycheck, will be included in the 4/27 paycheck. April Store Managers communicate approved merit increases and payment timing to Store Team Members. April 21 Approved merit increases reflected in Workday April 27 Approved merit increases reflected in pay Page 1
3 Completing the Performance Appraisal Before You Write Before you start to write a Performance Appraisal, please follow the steps below to ensure you have everything you need to write an effective review for your Team Members: Thoroughly review blank Performance Appraisal forms that apply to your Team Members. Make sure that you understand the form in its entirety. Refer any questions to your immediate supervisor, or assigned HR Business Partner. Gather all relevant documentation, including but not limited to: Current position description for all members of your team. Performance Journal entries or Supervisor notes Notes from one on one meetings Monthly reports and performance standard reports E mails, thank you notes, commendations or other feedback from internal or external customers Departmental documentation that measures individual Team Member results Goal Setting and Performance Tracking entries (Self Assessment Forms in Dallas SSC) If applicable, reference any development plans for the appraisal period only Create a time line to complete the written reviews in order to meet deadlines or timing expectations. Set aside dedicated time to work on Performance Appraisals. Choose a setting and time where you can maintain confidentiality of the Team Member s data with minimal interruptions. Writing the Performance Appraisal General Instructions for Performance Appraisal Forms: The best feedback is balanced feedback. Provide both positive and improvement oriented feedback to your Team Members. Let them know what they are doing well, so they can continue to succeed. Also, let them know specifically what they need to improve upon, as well as expectations regarding relevant timeframes for completion of specific tasks. Tie performance feedback to goals and behaviors established at the beginning of the performance year. Feedback should be specific and measurable, results oriented and time bound. Tell Team Members exactly what they did to earn the Performance Appraisal rating they received. Some tips are listed on the next page for creating your own written feedback. It is equally important to communicate how the Team Member can enhance his/her score. Since Performance Appraisals are included in the Team Member s permanent employment record, it is important that given names are used (no nicknames) along with employee and department numbers. Page 2
4 Tips for Performance Feedback Dallas Strategic Thinking and Problem Solving Presents well considered and appropriate alternatives when making recommendations Anticipates how solutions will impact the future and customer experience Uses active listening skills to identify needs Shares information and ideas with others Makes decisions in a timely manner Develops and implements realistic plans that meet department and company goals and anticipates future needs Foresees changes and trends Evaluates all relevant information prior to making decisions Flexibility and Adaptability Adjusts quickly to change with minimal disruptions Responds to and handles change in a positive manner Welcomes diverse opinions, perspectives and ideas Financial Acumen / Business Understanding Manages time effectively Exercises good judgment when managing company resources Demonstrates industry understanding Applies new ways of thinking about the business Executes direction and plans from management Recognizes and acts on opportunities Monitors and adheres to financial plan Accountability Does the right thing, even when no one is looking Finds ways to continuously improve Takes responsibility for commitments made to others Acknowledges mistakes Behaves according to the Code of Conduct and work rules Keeps managers informed and submits reports on a timely basis Communication Skills Is honest and considerate with their words Communicates clearly, both verbally and in writing Keeps others informed of changes Conveys written information clearly, concisely and professionally Provides timely and direct feedback to Team Members (if applicable) Encourages open, honest and constructive communication within the team Talent Development (Management only) Aggressively develops and coaches others to new levels of performance Commits to developing own skills to become a more effective leader Effectively selects talent All Dallas Team Members: Visit the Engage Learning Portal ) for additional information regarding the Performance review process. You will find all necessary forms and information under Performance. Access the Engage Learning Portal via Atlas ls will be forwarded to Employee Records for Store Managers must mail signed, original Performance Appraisals to his / her HR Business Partner by April 21. inclusion in Team Member s permanent Record. Page 3
5 Conducting the Performance Appraisal Conducting the Performance Appraisal General Instructions for Performance Appraisal Forms Schedule the meeting in advance. This allows both the Team Member and you a chance to prepare for the meeting. Meet privately with no interruptions in order to create a comfortable environment for conversation. Set the stage so the Team Member knows what to expect. A second conversation regarding merit should be held once approval is received, before April 12 th. It is important that the Team Member knows this up front. Explain that today s meeting will deal strictly with the Team Member s performance, developmental opportunities and future goals. Discuss the role of the Team Member and his/her performance as it relates to the Store/District and to Signet as a whole. In a conversational tone, walk the Team Member through each section of the Performance Appraisal form. For each section explain the strengths, developmental needs and the action steps. Focus strictly on performance and results, not on the Team Member s personality or effort. Ask for the Team Member s feedback along the way to ensure two way dialogue. This allows you to explain or negotiate differing perspectives early and to offer helpful feedback. Show confidence in the Team Member s ability to improve the areas that need strengthening and to continue to show success in the positive performance areas. Provide the Team Member with a signed copy of the Performance Appraisal once the review has been completed. Team Member Comments Allow the Team Member an opportunity to provide written feedback on the Performance Appraisal, especially if there is a difference of opinion with any aspect of the review. Although these comments do not need to be completed during the Performance Appraisal meeting, a reasonable deadline should be given for their completion. Team Members should also be advised that they may use a separate piece of paper for their comments and that it will be attached to the original version of the Performance Appraisal. If a Team Member refuses to sign the review, note the Team Member s refusal on the signature line, and contact your assigned HR Business Partner after the meeting, to determine if further steps should be taken. Need More Information or Support? Contact your immediate supervisor, or assigned HR Business Partner with questions Page 4
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