GROWING EXCEPTIONAL PERFORMANCE AT GREENE KING A MANAGER S GUIDE TO THE PERFORMANCE DEVELOPMENT REVIEW

Transcription

1 GROWING EXCEPTIONAL PERFORMANCE AT GREENE KING A MANAGER S GUIDE TO THE PERFORMANCE DEVELOPMENT REVIEW

2 Welcome Winning Ways brings together all the things that make us great. Great for our Customers, Great for our Teams, Great for our Business, Great for our Shareholders and Great for You! Living the Winning Ways as a Leader means making time to talk to your people about their progress. Recognising and developing our people has never been more important, and is the foundation of what makes Greene King a great place to work. The Performance Development Review (PDR) is an opportunity to meet one to one with your team to give praise for a job well done, discuss and agree their development and align their objectives with your business goals. This booklet is your guide to making the most of the PDR, through measuring and developing your teams on their Performance and Winning Ways - and by recognising Potential to support career growth. 3

3 contents The Performance Review Cycle 07 Having great Performance Reviews 08 Assessing the What and the How 10 Assessing Potential in the PDR 14 Talent Grid 16 Development 21 Recording the PDR discussion 22 FAQs

4 anc form Succession and Talent Planning, reviewing development and performance plans Per TALENT REVIEWS The MID YEAR PDR OCT - NOV Remember to have continuous performance and development discussions throughout the year. 6 line s and Development Plans, Performance Plans and follow up from PDR objectives e Re Talent Roadmap Cycl e DEVELOPMENT & REVIEWS view DEVELOPMENT & REVIEWS Review of performance and objectives since Full Year PDR and development plans time END OF YEAR PDR APRIL - MAY Development Plans, Performance Plans and follow up from PDR objectives Review of previous year s performance, setting new objectives, development and career growth 7

5 A great performance review will leave the Team Member feeling proud of their achievements and motivated to build on them. By following these simple steps, you can ensure a successful PDR meeting: 2 Prepare for the meeting 3 hold the meeting 8 evie ws Take some time to consider how you would like them to feel after the PDR ce r man It s important to recognise successes and talk about ways to build on their strengths, as well as discussing points of concern and identifying their development areas. rfor Prepare for the PDR Choose your attitude: By going to the meeting with a positive attitude, you re more likely to have a positive experience at p e Before you go into the PDR discussion, it is important to think about what you want to achieve. 1 Protect the time: We make time for the important things, so show your team that their performance and development are important gre People are more engaged and motivated when they receive regular feedback, have a clear understanding of their objectives and are given support to do the best job they can. Spend some time noting down the Team Member s strengths and development areas, so you can weave them in to your conversation. Gather documents and feedback: To help add extra depth and richness to the conversation as well as to provide evidence of performance ing having great performance reviews Set the right environment: Ensure your meeting space is comfortable, sit somewhere you won t be overheard or interrupted and remove other distractions like phones. hav A great performance review will leave the Team Member feeling proud of their achievements and motivated to build on them. Review progress towards objectives set at the previous PDR, or the probation review if a new team member Review the Performance What they have achieved Review the Winning Ways How they achieved this Review their development plan which will support their Performance and Career growth Agree overall performance ratings, summary and feedback Update the PDR form and on line capture tool 9

6 Assessing the What and the How Rating Definitions Performance Here we are measuring the What of a Team Member s performance against their job role and objectives. To help you with this you can review their job description, job competencies, MOT Scorecard, previous objectives agreed, business / department performance and individual KPIs. Winning Ways These describe How we achieve our performance. They reflect the behaviours Greene King expects from its employees at work and set a platform for how the business can achieve great performance. To help you, review the Winning Ways Pocket Guide, customer feedback, team feedback, your observations, engagement survey feedback and personal work achievements outside the scope of their role such as project work. If your Team Member has completed their Winning Ways Personal Development Questionnaire, they can use this to inform your discussions around demonstrating the Winning Ways. Ask them if they could bring this insight and their reflections to the PDR meeting. Otherwise, ask your team member to think about examples to demonstrate how they live the Winning Ways to discuss with you in their PDR. How to agree performance ratings To review what s been achieved, you ll need to agree overall What and How ratings, and any actions needed to support personal development. Take time to reflect on whether your Team Member has met their objectives, both What and How. Ensure you gather evidence to support this Ask the Team Member to demonstrate how they have achieved their objectives Ask them to review their objectives and consider the ratings they would give themselves, ask them to reflect on both the What - their performance and the How - Winning Ways behaviours Consider these ratings against your own, and then agree the overall rating together What if there is a disagreement? First find areas of agreement on what you have both felt went well and not so well so far this year Then look at areas of disagreement. Present the reasons, data or feedback to clarify your rating, and secure the team member s agreement Its important to ensure that regular 121 s are taking place throughout the year. That way we ensure there are no surprises at the PDR meeting. Assessing the What and the How 10 11

7 Rating Definitions for the What and How: PDR Rating Definition New in Role Role Model Room for Improvement Performance Rating Description Winning Ways Rating Description Team member has joined the business in the last 3 months and it is too early to give a rating Outstanding performer on all tasks and objectives and is seen by others as a role model Performs above expectations on most tasks and objectives Strong consistent performance on all tasks and objectives Performs to standard on some tasks and objectives Performs below average on many tasks and objectives Consistently demonstrates these behaviours and Role Model to others Consistently demonstrates these behaviours Demonstrates these behaviours Only demonstrates these behaviours when prompted or directed Rarely demonstrates these behaviours Combining definitions for the overall rating If there is a difference between the Performance Rating and Winning Ways Rating and you are unsure how to decide on a combined overall rating, then use the suggested guidelines below. what Performance Rating Role Model Room for Improvement how Winning Ways Rating Role Model Role Model Role Model Role Model Role Model Overall Suggested Combined Rating Role Model / / Assessing the What and the How 12 13

8 1. Ability how well do they perform in their current role and what skills are needed in the business. Do they have the ability to learn the new skills required? 2. Aspiration what are their career growth plans and how do these meet the needs of the business. 3. Engagement how enthusiastic and dedicated are they to their job. How much do they care about their work and about the performance of the company? Use the questionnaire to determine your Team Members potential rating - Well Placed, Stretch or Step Up 14 R Yes Has the Team Member met all their criteria of their current job? Does the Team Member have the skills required to advance their career together with the ability to learn new skills? Does the Team Member demonstrate Winning Ways? ial i Ability n th Is the Team Member growing in their current role? Aspiration tent Has the Team Member expressed interest in moving forward in Greene King? Is the Team Member ready for promotion? g Po Are the Team Members future career plans achievable in Greene King? Has the Team Member indicated that they wish to develop their career at Greene King? ssin Potential is defined as the probability of being exceptional at the next level. When it comes to assessing potential, think about the employee s ability, career aspirations and levels of engagement. Still Developing Engagement Is the Team Member being the best they can be at work? Does the Team Member take ownership of their own development? Well Placed Stretch Step Up Is satisfied in current role and is content to remain in this role for the foreseeable future Is still learning in their current role and will be ready to move to a new role in months time Demonstrates the right behaviours and performance and has the ability and aspiration to be a future leader in Greene King Their potential may be better realised in a different role Is underperforming in current role but demonstrates the right level of behaviour and aspiration to progress in Greene King Is still developing in their role and will continue to grow or specialise in this role Has the capability to perform in current role but is currently disengaged Still needs to demonstrate or develop the capability to perform in current role Is ready to develop and take on more responsibility in current role Asse We want to spot talent early and ensure we nurture our people, to highlight and develop our future leaders. As a line manager, you have a key role in identifying people who have potential in your team. No e PD Assessing Potential in the PDR Excels in current role and is ready now for their next role or promotion to the next level 15

9 talent grid Once you ve reviewed and agreed the Performance What, Winning Ways How and Potential Ratings, you are ready to grade your Team Member on the Talent Grid. We use the Talent Grid to help identify our future leaders as well as a guide to assist you in assigning the right development plans for your team. How to use the Talent Grid Step 1 Firstly, decide on the Performance & Winning Ways rating on the horizontal axis. Step 2 From the Performance & Winning Ways Rating, move up that column to the Potential rating. This will give you your team member s Talent Grid rating. Eg. Team Member has a Rating for Performance & Winning Ways and their Potential is rated as Stretch. This will provide a Talent Grid position of Key Performer. Step 3 Design the Development Plan according to where the employee is located on the Talent Grid step up stretch well placed Potential Developing Performer Strong potential to advance further but effort required to determine and overcome blockers to performance. Focus should be on coaching and a solid development plan. Questionable Performance Currently underperforming. Focus required to convert potential to performance. Clarify current job fit if underperformance continues. Action Required Current role not playing to strengths. Focus on improving performance. Action required. Emerging Star Consistently delivers the demands of the job. Can adapt to new and varied situations. Has potential and capability to move to a more senior position or take on stretching assignments. Key Performer Well matched to current role but with capacity to take on bigger challenges. Possibly capable of a more senior position in time with development if desired. Steady Contributor Valued team member at their level and a good fit with their current role. Able to grow and evolve with the changing environment. High Potential Star Performs exceptionally well and has clear potential to take on a more senior role. Has the capability to become a highly effective leader. Talented Professional Consistently high performer ready for additional challenge. They may be ready to take on a broader role with more responsibility or a promotion that provides an opportunity to deepen their knowledge. Well Placed Professional High performer and an expert or specialist in their current role. They are making a substatial contribution and adapt easily to changing circumstances. Hard to replace in their current role. talent grid performance & winning Ways poor/room for improvement meets expectations exceeds expectations/ role model 16 17

10 id Use this grid to identify the right type of development for your Team Members Developing Performer Emerging Star High Potential Star Questionable Performance Key Performer Talented Professional Action Required Steady Contributor Well Placed Professional Find out what s preventing them from achieving greater performance. Do they have enough training or the right tools? Would they benefit from mentoring from a high-performing colleague? You should also consider that these people may be in the wrong role. The focus here is on improving performance rather than actual development. It s important to provide regular and timely feedback. With Team Members in this group you ll want to focus on their performance, not their development. 18 Development for these Team Members is similar to High Potential Star (the only difference between them is their current performance level. As a manager you need to manage their performance appropriately, and provide plenty of feedback, so they know how they can improve. Don t pressure them to advance if they don t want to, but provide opportunities for training or development to help them move from good to great. The key is keeping them in the learning zone and not allowing them to sit in their comfort zone. Development for this group is similar to Key Performers. Provide regular and detailed feedback about their performance, and help them improve. Give these Team Members lots of responsibility and allow them to work on high profile projects that push them outside their comfort zones. Consider giving them new challenges that will stretch them and allow them to develop further. With these Team Members, use a similar approach to the one you use with Key Performers. However, the key difference is to focus on longerterm development and training. Here mentoring could be effective. Focus on the Team Member s motivation; what motivates them, and what development opportunities would they like? Ensure they are rewarded appropriately for their good work, and provide regular feedback so that they keep on performing at their current good level. 19 tale n t gr Performance and development plans

11 As with performance discussions, development needs should be reviewed and discussed on an ongoing basis with your Team Member. This will help ensure they can be the best they can be both in their current and future roles. During the PDR, you will agree and capture any development needs to support their performance and career objectives. Development can be both formal (such as a workshop) or informal (such as on-the-job learning). Formal Development These are the Development Programmes available in Craft Your Career and through our Apprenticeships. If, in the PDR you identify a relevant Development Programme for the Team Member that supports their performance and career objectives, then make a record of this in their PDR documents. If you are unsure about any of the content of the Development Programmes or who it is suitable for, then refer to the Craft Your Career booklet or discuss it with your Learning Partner or HR Business Partner. 20 ent Informal Development This includes activities such as e-learning, job shadowing, project work, attending key meetings, training others and on the job learning. This type of development can be just as powerful as formal development, but its important to build in additional 121 time so your Team Member has an opportunity to reflect on what was learnt and what they would do differently next time. Bringing the Development to life Once you have agreed development needs in the PDR it s important that these are then planned and actioned. The Team Member must take ownership of their development and the Personal Development Plan (PDP) booklet can help them with this. Your Learning Partner and HR Business Partner can help support with development and as with performance, it s important that any development is regularly followed up and reviewed. 21 lopm Development deve We want to spot talent early and ensure we nurture our people, to highlight and develop our future leaders.

12 Recording the PDR Discussion FAQs It is important to document the key outcomes from the PDR meeting to ensure that everyone is clear on what was agreed and there is a note to refer to later. We record the PDR outcomes in the PDR Form and using the on-line tool. Guides are available to help you to use these. Frequently Asked Questions WHO IS REQUIRED TO HAVE A PDR? All Team Members in the Support Centre and everyone in a Pub Leadership Role in Operations. New Team Members who have been in role for less than three months at the start of the PDR window should be rated as New in Role. I HAVE RECENTLY APPOINTED A NEW TEAM MEMBER; DO THEY NEED A PDR? New team members are expected to have PDR goals in place within days of joining Greene King. If the team member has been in role for more than three months at the start of the PDR window, then they are eligible for a PDR in the current PDR cycle. If fewer than three months, they should still have a PDR but will be rated as New in Role. ONE OF MY TEAM MEMBERS IS ON LEAVE OF ABSENCE (LOA). DO THEY STILL NEED A PDR? You should give a PDR rating to every Team Member who has worked more than 90 days during the calendar year. FAIR EVALUATION OF TEAM MEMBERS WHO HAVE BEEN ABSENT You must adjust your expectations when evaluating Team Members who have been absent from the workplace for a significant period of time. It would be unfair to downgrade a Team Member s rating because of an authorised absence (including, but not limited to, authorised sick time, holidays, and maternity). HOW DO I MAKE SURE I RATE MY TEAM FAIRLY? You should be able to answer YES to the following questions. If not, explore the ratings further and make appropriate adjustments. Did I put too much weight on a single incident or achievement to determine a Team Member s rating? Do the ratings reflect real differences in Team Member s performance? Are Team Members with a similar level of performance given similar ratings? Can I justify the ratings with measurable, verifiable data, and with observable results, contributions, and behaviours? Did I consider a variety of information about each Team Member s performance and contribution? Did I consider actual results and relative contribution of Team Members in similar jobs and grade? 22 23

13 FAQs HOW SHOULD I CONSIDER PROMOTIONS? Team Members who have been promoted during the year should be assessed in their old job for the period prior to promotion, so they are not penalised for their promotion. WHEN SHOULD MARGINAL OR UNSATISFACTORY PERFORMANCE SITUATIONS BE ADDRESSED? Do not wait until the PDR to address situations of under-performance. These situations should be addressed as soon as they are identified. If you believe you have a Team Member delivering marginal or unsatisfactory performance, please reach out to your HR Business Partner to plan appropriate action. WHAT CAN I DO AS A MANAGER OF A TEAM MEMBER WHO HAS RECEIVED A ROOM FOR IMPROVEMENT OR POOR RATING? ARE THERE FORMAL ACTIONS TO ADDRESS THIS? Work with your HR Business Partner to focus on a structured performance improvement plan to recognise derailment behaviours and find development activities to improve performance. Try to understand the issues. Consider whether the role is suited to the Team Member and whether there are other opportunities outside of the team. I HAVE A TEAM MEMBER WHO GETS INCREDIBLY EMOTIONAL DURING FEEDBACK SESSIONS, HOW DO I HANDLE THIS? You should emphasise that you are not engaging in a personal attack. Rather, your intention is to help them remedy a behaviour or performance issue that may be causing them work-related problems. HOW CAN I ENSURE THE FEEDBACK SESSION IS COMMUNICATING HOW THE TEAM MEMBER IS PERFORMING AND ALSO CONTINUE TO MOTIVATE THEM? Include positive feedback. Focusing on a Team Member s strengths is important. It provides them with a sense of accomplishment and the confidence to continue to build on those strengths, as they strive to increase their level of contribution. But, make sure that praise is genuine and sincere because otherwise it can have the opposite effect. When identifying areas for improvement, focus on behaviours that the team member can change. Avoid discussion of areas the team member can t address. At any one time, limit the areas of improvement to the critical few. WHAT HAPPENS WHEN A TEAM MEMBER APPEALS THEIR RATING, AND CAN A RATING BE ADJUSTED? If a Team Member disagrees with your overall assessment and rating, or if they believe they have been unfairly treated, they may appeal. First, they should speak with their secondline manager, who must review the PDR. If they are unable to resolve the issue with their second-line manager, they may use one of Greene King s internal appeal channels. The nature of the appeal will determine who addresses their concern and the timeframe for resolving it. You can find out more about appeal channels in the Staff Handbook or by contacting your HR Business Partner

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