Coaching and Maximizing Performance A One Sysco Approach

Transcription

1 Coaching and Maximizing Performance AGREE.ACHIEVE.RECAP Module 1: AGREE -Goal Setting Introductions Name Position and Responsibilities Think of a time you had a meaningful conversation with your boss on your performance. What made the conversation good? 2 1

2 Objectives At the end of this module, you will be able to: Describe the SYSCO CMP Process Explain how your results drive your department, the organization goals and overall business results Explain what a Meaningful goal is, and why it s important Write a Meaningful goal that drives achievement of business goals Tie competencies and behaviors to a goal Prepare for an AGREE conversation with your Leader 3 Agenda AGREE Performance Management and CMP.. 5 Steps of AGREE: Goal Setting Determine Priorities Write Meaningful Goals Determine Competencies Needed Have an AGREE Conversation Finalize Your CMP Form 4 2

3 Why is performance management important? Best Practice Companies with well-developed and well executed performance management programs produce results that are 2X better than organizations that do not support or use a PM program (i4cp Research Institute). Gives managers tools to help associates to achieve success. Managers Coach through GROW Associates Achieve Success for Sysco It Impacts You Helps you know what you are expected to do and how well you are doing it. Ensures alignment for critical company priorities. 5 Our Five-Point Strategy 6 3

4 CMP In order to support the Talent Management priority, CMP is a One Sysco Approach. CMP will: Align Sysco on one consistent process Help ensure associates get support and feedback to be successful Create a consistent language and expectations for managers as they discuss performance Managers Coach through GROW Associates Achieve Success for Sysco 7 Big Idea & Steps of CMP Big Idea: CMP is not about the paperwork, it is about good conversations. Managers and associates have meaningful two-way conversations Associates receive frequent and specific feedback on performance Coaching conversations are not always easy conversations The simple CMP process emphasizes frequent conversations. There are three key steps: AGREE: Goal Setting ACHIEVE: Coaching & Feedback RECAP: Summary of Results & Behaviors CMP AGREE.ACHIEVE.RECAP. 8 4

5 Overview of the CMP Process CMP AGREE.ACHIEVE.RECAP AGREE: Goal Setting Agree on goals and behaviors; define what success looks like. Review full-year performance on goals and behaviors. Finalize performance ratings. RECAP: Results & Behaviors Stay Connected: Good Conversations Conversations should be frequent and often informal. ACHIEVE: Q2 Check- In Check in on performance to ensure achievement. The CMP Process is all about staying connected through conversations. Three key steps: AGREE: Goal Setting ACHIEVE: Quarterly Check-ins RECAP: Summary of Results & Behaviors ACHIEVE: Q3 Check- In Review progress of goals and behaviors; adjust as needed. 9 Coaching and Maximizing Performance AGREE Goal Setting (July /Aug.) ACHIEVE Coaching & Feedback Dec./March RECAP Summary of Results & Behaviors June/August Module 1: Goal Setting 10 5

6 AGREE: Goal Setting Process Step 1: Determine Priorities Five Steps: 1. Determine Priorities 2. Write Meaningful Goals (5-7 goals) 3. Determine Competencies Needed 4. Have an AGREE Conversation 5. Finalize your CMP Form 11 Step 1: Determine Priorities Why do we spend time on goal setting? 12 6

7 Step 1: Determine Priorities Why Goal Setting? To grow the business To serve our customers To select the most important work to focus on within the year To ensure alignment across the organization To develop employee s skills and confidence 13 Step 1: Determine Priorities Determine Priorities The first step in AGREE: Goal Setting is to determine priorities of the business, your leader and your role. In other words, you need to figure out what you should be working on! Sources of Information: Ask your leader get a copy of his/ her goals Consider Sysco priorities Look at goals for your OpCoand function Consider the expected contribution of your role What are some other sources of information for determining priorities? 14 7

8 Step 1. Determine Priorities This provides the foundation for your goals. Determine the priorities of the business or function, your leader and your role. Sources of Information: Sysco priorities Functional, Market, or Business goals Priority initiatives Individual development needs or wishes What are some potential sources of information for determining priorities? 15 Step 1: Determine Priorities Align Your Goals with the Priorities Use information about Sysco priorities to align your goals. Sysco Vision Key Priorities Functional Area Goals Your Goals 16 8

9 Step 1: Determine Priorities Align Your Goals Use information about priorities to align your goals. Sysco Vision Key Priorities Functional Area Goals Your Goals 17 Step 1: Determine Priorities Alignment - Sales Competencies & Behaviors: Understanding your customers Driving Results Communication & Listening Sysco Key Priorities Your OpCo/Function s Goals Your Leader s Goals Your CMP Goals (Increase Sales by X% with X% of existing customers) Lower product costs by $ million annually Increase Sales with existing customers Exceed X% penetration based on sales. 18 9

10 Step 1: Determine Priorities Alignment - Operations Competencies & Behaviors: Integrity & Accountability Proactive Learning Driving Results Sysco Key Priorities Your OpCo/Function s Goals Your Leader s Goals Your CMP Goals (Reduce driver overtime by X% by fiscal year end) Lower product costs by $ million annually. Reduce operating expenses by XX cents over 2 years. Reduce delivery cost per case to $X.XX by fiscal year end. 19 Step 1: Determine Priorities Alignment Project Management-Category Management Competencies & Behaviors: Integrity & Accountability Building Effective Relationships Driving Results Sysco Key Priorities Your OpCo/Function s Goals Your Leader s Goals Your CMP Goals (Complete all fact packs for all Wave 2 categories in project plan by Q2 FY14) Lower product costs by $300 million annually. Execute 4 pilot categories, 17 Wave 1 categories and 13 Wave 2 categories by end of FY14. Complete steps 1-3 of CatMan categories in Wave 1 by Q2 FY

11 AGREE: Goal Setting Process Step 2: Write Meaningful Goals Five Steps: 1. Determine Priorities 2. Write Meaningful Goals (5-7 goals) 3. Determine Competencies Needed 4. Have an AGREE Conversation 5. Finalize your CMP Form 21 Step 2: Write Meaningful Goals A Meaningful Goal is A meaningful goal is one that Supports achievement of Sysco s key goals and initiatives Achieves the most important work for your department, function, or business Is aligned with your leader s goals, and often shared with others Is SMART Often cascades multiple levels, with clear line of sight 22 11

12 Step 2: Write Meaningful Goals Less meaningful goals are Less meaningful goals are typically Focused only on tasks and activities vs. overall goals Vague, non-specific Lack specific outcomes, timing, or success measure Not aligned with higher level organizational needs or team goals Not within the control of the associate to complete 23 Step 2. Write Meaningful Goals Cascading Goals Sysco Vision Key Priorities Functional Area Goals Your Goals Line of Sight to Sysco Goals 24 12

13 Step 2. Write Meaningful Goals Cascading Goals using the CMP Form How it works: Leaders Talk with your leader to understand / align goals Draft your team goals on a CMP form Cascade and discuss with your team Associates Talk with your leader to understand / align goals Populate the goals on a CMP form Add other team goals Add other Individual goals Indicate SBO goals (if applicable) Meaningful Goals 25 Step 2. Write Meaningful Goals Strategic Bonus Objectives (SBOs) SBOs are a sub-set of CMP goals SBOs are tracked as part of the CMP process SBOs are goals identified and selected by Sysco s Executive Team as being strategically important to the company s business goals for the year SBOs are used to calculate bonus Individual SBOs should be within associate s line-of-sight ent 26 13

14 Step 2. Write Meaningful Goals CMP Goals and SBOs SBOs are a sub-set of CMP Goals 27 Step 2. Write Meaningful Goals Tips for Writing Meaningful Goals Specific Measurable Attainable Relevant Time Bound 28 14

15 Step 2. Write Meaningful Goals Tips for Writing Meaningful Goals Incorporate what to accomplish (targets and metrics) and how you will accomplish it (competencies) Start with an action verb Develop, Initiate, Produce, Implement Define: quantity, cost, timeliness, quality, due dates or time frames 29 Step 2. Write Meaningful Goals Checklist Focus on the goal (vs. activities) Focus on what you can influence and control Make it SMART Use clear, simple language that is easy to understand Support achievement of most important work Align it with the higher level organizational goal or priority 30 15

16 Step 2. Write Meaningful Goals Sample Cascade Goal for Customer Retention Customer Retention (cascading goals) (EVP Foodservice Ops) Manage lost local business to less than10%, or a reduction minimum of.5% throughout FY16 (Market President) Manage lost local business to less than 12%, or a reduction minimum of 1% throughout FY16 (OpCoPres) Manage lost local business to less than11%, or a reduction minimum of.5% through FY16 (VP Sales) Manage lost local business to less than 11%, or a reduction minimum of.5% throughout FY16 31 STEP 2: Write Meaningful Goals Sample SBO Cascade: Deliver $150M of savings through Category Management CatMan Merch Sales Function Bill Day CatMan@ $15M GP$ Bill Day/Alan Hasty CatMan@ $150M Field execution Mkt Pres CatMan@ $15M via reinforce msg, war room resolution, margin loss/gp$ loss Dept Team Neil Theiss CatManseafood/meat/bev@ $7.5M GP$ Eric Buckner CatMan seafood@ $1.0M GP$ MMVP CatMan@ $15M partner with MP to executeon SYY conversion & solution provisions MechVP OpCo CatMan@ $2M identify customer issues, partner with salesto educate on SYY conversion & assortment gap analysis OpCo Pres CatMan@ $2M via reinforce msg, war room resolution, margin loss/gp$ loss Sales VP CatMan@ $2M via Customer conversion GP$ growth Individual John Shirley CatMan shellfish@ $0.5M GP$ Category Specialist Wave communication/prep for SYY conversion MA CatMan@ $2M via territory customer conversion GP$ growth 32 16

17 Step 2: Write Meaningful goals Examples of Repetitive Goals Work Activity : Process incoming travel requests. Performance Goal: Process and approve/disapprove all travel requests for the Finance department. Deliver 90% of approval notices within 10 business days of receipt. Work Activity: Facilitate informational training sessions, as requested, for new employees. Performance Goal: Facilitate informational training sessions on how to use the organization s internal online tools for new employees who request training. Achieve a 90% satisfaction rate from employee training feedback surveys over the course of the evaluation period. Work Activity: Collaborate with others. Performance Goals: For each project received during the fiscal year, solicit at least one individual from outside of my function to provide input at the planning stage. Incorporate the individual s input into my final report. 33 AGREE Goal Setting Process Step 3: Determine Competencies Needed Five Steps: 1. Determine Priorities 2. Write Meaningful Goals (5-7 goals) 3. Determine Competencies Needed 4. Have an AGREE Conversation 5. Finalize your CMP Form 34 17

18 Step 3: Determine Competencies Needed Definitions of Leadership Framework The Leadership Framework defines the competencies and behaviors that are expected of associates. Competencies: The skills, knowledge and abilities required by an associate for successful performance. These provide a framework for distinguishing between below target performance and above target performance. Behaviors: A set of expected actions taken by an associate (in relation to a competency) that are observable and measurable and therefore can be rated. 35 Step 3: Determine Competencies Needed Competencies by Level As job levels increase, expectations in the Leadership Framework also increase. Higher level leaders must perform all competencies from the lowers level(s) as well as additional ones. All associates must demonstrate the core qualities. Directors and Above Individual Contributors Focus on results and working well with others First Level Leaders Add competencies about leading through others and guiding work. Add competencies about setting strategy and supporting innovation. Core Qualities: Expectations for All Associates 36 18

19 Step 3: Determine Competencies Needed Leadership Framework SHAPING THE FUTURE Strategy Innovation Leading Change Building Alignment LEADING PEOPLE Developing Talent Valuing & Leveraging Diversity Building Effective Relationships Motivation & Empowerment Communications & Listening Teambuilding CORE QUALITIES Integrity & Accountability Flexibility & Adaptability Proactive Learning DELIVERING BUSINESS RESULTS Understanding Your Customers Problem Solving & Decision Making Driving Results Step 3: Determine Competencies Needed Leadership Framework Details The Leadership Framework expectations are different by levels: To Directors and Above: 16 Competencies and 43 behaviors First-Level Leaders: 15 Competencies and 36 Behaviors Individual Contributors: 10 Competencies and 15 Behaviors If uncertain about which version to use, consider responsibilities and talk with your leader. Two Support Tools: 1. Leadership Framework Overview by Level 2. LF Worksheets by Level 38 19

20 Step 3: Determine Competencies Needed Leadership Framework Worksheets Purpose Turn competencies into concrete behaviors to know what good looks like. When to Use To create Meaningful goals To give and receive feedback To assess final performance rating during your annual recap 39 Step 3: Determine Competencies Leadership Framework Worksheet Version 5 Point Rating Scale Competency Behaviors Rating Scale Significantly Below Target Below Target On Target Above Target Significantly Above Target 40 20

21 Step 3: Determine Competencies Needed EXAMPLE: Problem Solving different by Levels Level Significantly Below Target BT On Target AT Significantly Above Target Directors and Above First Level Leader Individual Contributor Reacts to problems instead of proactively planning for predictable events Unable to develop sound action plans resulting from data analysis May force fit a past solution or a known strategy Delays decisions; problem may grow before appropriate actions are taken Reacts to problems instead of proactively planning for predictable events Ineffective at gathering, analyzing and evaluating information to reach sound decisions May force fit a past solution or a known strategy Delays decisions; problem may grow before solved Addresses problems only brought to his/her attention or when issues have grown Not an effective problem solver, may be focused on what worked before; needs to rework problems a second time Plans ahead and is able to spot opportunities to develop new approaches, products and services to meet organization and customer needs Consistently uses sound analysis and reasoning to make decisions Looks beyond the obvious and doesn t stop at the easy answer Addresses issues in a timely manner Reads the environment for potential issues Consistently uses sound analysis and reasoning to make decisions Looks beyond the obvious and doesn t stop at the easy answer Addresses issues in a timely manner Addresses issues immediately before problem out of control Uses logic and methods to solve problems with effective solutions Uses rigorous logic and methods to solve problems with effective solutions Excellent at honest analysis Likely to come up with a second and better solution and asks good questions Addresses issues immediately before problem out of control Can see hidden problems Excellent at honest analysis Likely to come up with a second and better solution and asks good questions Addresses issues immediately before problem out of control Can see hidden problems; seeking innovative solutions Looks beyond the obvious and doesn t stop at the easy answers Step 3: Determine Competencies Needed Blending Competencies into Goals Competencies are now going to part of your goals. Your end-of-year rating could be higher or lower based on HOW you accomplish your goals. For each goal, think about competencies and behaviors that will help you accomplish that goal. The competency(ies) you write into your goal might be critical to the goal and/ or be one that you are working on and would help you perform better. To choose your competencies: Get feedback on your typical behaviors from your leader and co-workers Use self-reflection Review the Leadership Framework Overview and Behavioral Worksheets for your level 42 21

22 Step 3: Determine Competencies Needed Activity #1 Scenario Pat has been a solid Marketing Associate, but receives feedback from customers that: When they ask for suggestions on new products, they have to wait for Pat to go ask someone. Pat is slow to answer questions on pricing. One day Pat s DSM was on a ride along to visit some customers where Pat was losing business. Their first stop was Kim s Asian Diner, where the DSM noticed Pat seemed to be overwhelming the owner with his typical high-level of energy and enthusiasm. What competencies are needed for Pat to improve? 43 AGREE: Goal Setting Process Step 4: Have an AGREE Conversation Five Steps: 1. Determine Priorities 2. Write Meaningful Goals (5-7 goals) 3. Determine Competencies Needed 4. Have an AGREE Conversation 5. Finalize your CMP Form 44 22

23 Step 4: Have an AGREE Conversation AGREE Conversation Preparing for the Conversation The associate: Gets copies of the goals and the organization s strategic priorities Drafts a CMP Plan and sends to leader Notes questions/concerns Schedules the meeting The leader: Shares his and the department goals; and the organization s key priorities Asks if help or information is needed Reviews the associate s draft plan for meeting 45 Step 4: Have an AGREE Conversation AGREE Conversation Conducting the Discussion The Associate: Opens the conversation Uses the performance worksheet as a guide Closes by summarizing action steps The Leader: Encourages the associate to lead the conversation Is a good conversation partner Provides feedback throughout (agree/disagree) Ensures the plan supports the One Sysco Approach 46 23

24 AGREE: Goal Setting Process Step 5: Finalize Your CMP Form Five Steps: 1. Determine Priorities 2. Write Meaningful Goals (5-7 goals) 3. Determine Competencies Needed 4. Have an AGREE Conversation 5. Finalize your CMP Form 47 Step 5: Finalize your CMP Form How to Complete the CMP Form Input your information Input your goals Use meaningful format Enter one or more related competencies Use ACHIEVE column to describe how you will measure the goal AND to track progress on the goal over the year Self and Manager rating columns will not be used until the end of year Recap 48 24

25 Step 5: Finalize your CMP Form How to Complete the CMP Form Sections for End of Year RECAP At the end of the fiscal year, you and your manager will enter comments, goal ratings and final ratings. At the RECAP meeting you will discuss the information and sign the form. Helpful Resources Embedded Leadership Framework Worksheets by Level Rating Scale for end-ofyear RECAP rating 49 Step 5: Finalize your CMP Form Activity: Draft Meaningful Goals Individually Draft a list (or review info you brought) of Sysco priorities, team goals, personal development ideas Based on this info, draft 1 2 CMP goals For each goal, identify 1-2 competencies required In small groups (trios) Take turns sharing your 1-2 goals and competencies (5 min / person) Provide feedback: Goals aligned with higher level priorities? Goals represent most important work? Appropriate competencies? Offer 1 strength, 1 suggestion Time: min to complete Time: min to complete 50 25

26 CMP AGREE Process Next Steps Leaders: Talk with your leader to determine priorities and potential goals Draft your goals on the CMP form Cascade and discuss with your team Meet with your leader to have an AGREE discussion Associates Talk with your leader to understand priorities, cascaded goals Draft your goals on the CMP form Meet with your leader to have an AGREE discussion 51 CMP AGREE Process Agenda AGREE Performance Management and CMP.. 5 Steps of AGREE: Goal Setting Determine Priorities Write Meaningful Goals Determine Competencies Needed Have an AGREE Conversation Finalize Your CMP Form 52 26

27 CMP Dates AGREE. ACHIEVE.RECAP AGREE Set your goals within the first 90 days of employment Set goals annually by Sept. 1 ACHIEVE Check-ins Q 2 complete by Dec. 31 Q 3 complete by March 31 RECAP Complete conversation by mid-august 53 Thank You! 54 27