CMP Playbook - Syscomyinfo.sysco.com/.../Resource/CMP_PLayBook/CMP_Playbook.pdf · 3 Sysco Talent...

CMP PLAYBOOK

Coaching and Maximizing Performance A One Sysco Approach

1 Sysco Talent Management

November 2015

CMP Playbook

Table of Contents

One Sysco Approach to Coaching and Maximizing Performance (CMP) ............................................................. 3

Introduction ......................................................................................................................................................... 3

CMP…A One Sysco Approach .............................................................................................................................. 4

Purpose ................................................................................................................................................................ 4

Key Phases .......................................................................................................................................................... 4

Talent Management Processes ................................................................................................................................ 5

Processes ............................................................................................................................................................. 5

General Overview of Responsibilities by Phase ..................................................................................................... 6

Instruction ........................................................................................................................................................... 6

AGREE Phase ..................................................................................................................................................... 6

ACHIEVE Phase ................................................................................................................................................. 6

RECAP Phase ..................................................................................................................................................... 7

CMP Resources ....................................................................................................................................................... 8

Resource Listing ................................................................................................................................................. 8

AGREE: Goal Setting ............................................................................................................................................ 9

Purpose ................................................................................................................................................................ 9

5 Steps of AGREE: ............................................................................................................................................. 9

Step 1: Determine Priorities ................................................................................................................................ 9

Step 2: Write Meaningful Goals ........................................................................................................................ 9

Step 3: Determine Competencies ...................................................................................................................... 10

Step 4: Have an Agree Conversation ............................................................................................................... 10

Recommended Timelines: New Hire & New to Position ................................................................................. 11

Roles and Responsibilities: Associate & Leader .............................................................................................. 11

Step 5: Finalize Your CMP Form ..................................................................................................................... 11

ACHIEVE: Coaching & Feedback ...................................................................................................................... 12

Purpose .............................................................................................................................................................. 12

Fundamentals .................................................................................................................................................... 12

Components of ACHIEVE ................................................................................................................................... 13

5 Components ................................................................................................................................................... 13

1: Role of Coaching .......................................................................................................................................... 13

2: Characteristics of a Good Coach .................................................................................................................. 13

3: Coaching Skills ............................................................................................................................................. 14


November 2015

4: GROW Model .............................................................................................................................................. 14

5: ACHIEVE Meeting...................................................................................................................................... 15

RECAP: Summary of Results and Behavior ....................................................................................................... 16

Purpose .............................................................................................................................................................. 16

Fundamentals .................................................................................................................................................... 16

Components ...................................................................................................................................................... 16

1- Preparing for the RECAP Conversation ........................................................................................................... 17

Associate Responsibilities ................................................................................................................................ 17

Manager Responsibilities .................................................................................................................................. 18

2- Calibrate and Assign Performance Ratings ...................................................................................................... 19

What and Why .................................................................................................................................................. 19

The Process ....................................................................................................................................................... 19

3- Determine Merit Award .................................................................................................................................... 20

Purpose and Process .......................................................................................................................................... 20

Facilitate the RECAP and Pay for Performance Conversation ............................................................................. 21

Purpose and Process .......................................................................................................................................... 21

RECAP Conversation Agenda .......................................................................................................................... 21


November 2015

One Sysco Approach to Coaching and Maximizing Performance (CMP)

Introduction

Winning Together.

This CMP Playbook is designed to help our Leaders develop a culture of Coaching and Maximizing

Performance.

This CMP Playbook is an ‘owner’s manual’ for the One Sysco Approach to Coaching and Maximizing

Performance (CMP). It contains all the information necessary to execute the three phases of CMP.

This CMP Playbook will guide you through the process and help you to put all the pieces together as

you develop your Leaders and Associates.

CMP is the basis that links Pay for Performance and Development.

Working together on CMP is growing together to achieve not only personal satisfaction but to

ensure company goals and results are achieved.

To listen to Bill Delany discuss the importance of CMP and driving business result, Click here: CMP Purpose


November 2015

CMP…A One Sysco Approach

Purpose

• Align Sysco with one consistent process

• Help ensure associates get support and feedback to be successful

• Create a consistent language and expectation for managers and associates as they discuss

performance

Key Phases

The simple process emphasizes frequent conversations. These are the three key phases;

• AGREE: Goal Setting

• ACHIEVE: Coaching and Feedback

• RECAP: Summary of Results and Behaviours


November 2015

Talent Management Processes

Processes

• CMP is the core that supports and is linked to the following Talent Management processes

• Leadership Framework - Defines the competencies and behaviors that are expected of

associates

• Talent Reviews – Review of leadership bench strength based on performance results and

Leadership Framework behaviors

• Individual Development Plan (IDP) – Focused IDP for leaders, to further develop their

capabilities and skills to meet the current and future business needs

• Sysco Speaks - Solicits associate feedback to better understand what we need to do to make

Sysco a great place to work and perform at a high level

• Rewards – Each associate’s individual successes are measured through CMP, linking

performance to merit award

Talent Reviews

Leadership Framework

IDP's

Sysco Speaks

Total Rewards


November 2015

General Overview of Responsibilities by Phase

Instruction

Refer to AGREE, ACHIEVE and RECAP sections within this playbook for complete detail of each

phase.

AGREE Phase

AGREE

AGREE HRPB/TMBP ASSOCIATE LEADER

July 1- Aug 31

• Facilitate CMP AGREE training

for NEW Associates or

Managers

• Cascade AGREE

Communication

• Collect, audit and file complete

CMP forms

• Draft CMP form aligned

with leader’s goals &

priorities

• Send draft to leader for

review

• Meet with leader to

agree and finalize

• Cascade department

goals & priorities

• Offer support &

information

• Schedule AGREE

meeting with direct

reports

• Review draft prior to

AGREE meeting

• Finalize CMP form

together with Associate

ACHIEVE Phase

ACHIEVE

ACHIEVE HRPB/TMBP ASSOCIATE LEADER

Q2 By December

31st

Q3 By March 31st

• Facilitate CMP ACHIEVE

training for NEW Associates or

Managers

• Cascade ACHIEVE

Communication

Prepare by updating Key

Milestones of each goal

on the CMP form using

bullet point format in

Achieve column

• Frequently support

direct reports with on-

going ACHIEVE

conversations

• Schedule ACHIEVE

meeting with direct

reports

• Implement the GROW

coaching model

• Discuss what is and is

not working using the


competencies

Continued on next page


November 2015

General Overview of Responsibilities by Phase, Continued

RECAP Phase

RECAP

RECAP HRPB/TMBP ASSOCIATE LEADER

July 1- Aug 31

• Facilitate CMP AGREE

training for NEW Associates

or Managers

• Cascade AGREE

Communication

• Collect, audit and file

complete CMP forms

• Draft CMP form

aligned with leader’s

goals & priorities

• Send draft to leader

for review


agree and finalize


goals & priorities

• Offer support &

information

• Schedule AGREE

meeting with direct

reports


AGREE meeting


together with

Associate


November 2015

CMP Resources

Resource Listing

RESOURCE… DESCRIPTION… ACCESS…

Blank CMP Form Word-based template of

the CMP form

SIU/ Knowledge Center/ Knowledge Base/ Coaching

and Maximizing Performance (CMP)/ Launch

“CMP…A One Sysco Approach” to see listed

documents\Click Here

Leadership

Framework (LF)

Listing of the Sysco


competencies. Three

versions:

• Individual Contributors

• First-level Leaders

• Directors and Above




documents Click Here

LF Behavioral

Worksheets

Sysco Leadership

Framework competencies

broken down to describe

different levels of

behaviors by:

• Individual Contributors

• First-level Leaders

• Directors and Above




documents Click Here

SIU

CMP Modules 1, 2, 3

Use as a refresher or as a

self-study for a new one

off associate until the

associate can attend a

workshop

SIU/99900321-Module 1: AGREE Goal Setting for

Leaders & Associates

(English or French Version FY15) Click Here

SIU/99900322-Module 2:ACHIEVE GROW Coaching

for Leaders (English or French) Click Here

SIU/99900323-Module 2:ACHIEVE GROW Coaching

for Associates (English or French) Click Here

SIU/99900425-Module 3: RECAP Summary of Results

& Behaviours (English or French) Click Here

SIU

Coaching

• Manager Job Aid –

Coaching Tips

• Manager Job Aid –

Writing an Effective

Review

• GROW Worksheet

• GROW Discussion

Planner

• Feedback Whitepaper

SIU/Knowledge Base/ CMP/ Launch “CMP…A One

Sysco Approach”/Materials for CMP Training

Facilitators/RECAP Manager Material Click Here

SIU/Knowledge Base/ CMP/ Launch “CMP…A One

Sysco Approach”/Materials for CMP Training

Facilitators/ACHIEVE Training/GROW Discussion

Template & Achieve Handout Click Here

Workshop Training

Materials

CMP facilitation materials

to support training of the

three CMP phases -

AGREE, ACHIEVE, RECAP



“CMP…A One Sysco Approach” to see Materials for

CMP Facilitators Click Here


November 2015

AGREE: Goal Setting

Purpose

• Ensure alignment with priorities of the business

• Set meaningful goals for the fiscal year

• Drive business results

AGREE

AGREE HRPB/TMBP ASSOCIATE LEADER

July 1- Aug 31

• Facilitate CMP AGREE training

for NEW Associates or

Managers

• Cascade AGREE

Communication

• Collect, audit and file complete

CMP forms

• Draft CMP form aligned

with leader’s goals &

priorities

• Send draft to leader for

review


agree and finalize


goals & priorities

• Offer support &

information

• Schedule AGREE

meeting with direct

reports


AGREE meeting


together with Associate

5 Steps of

AGREE:

1. Determine Priorities

2. Write Meaningful Goals (5-7)

3. Determine Competencies Needed

4. Have an Agree Conversation

5. Finalize Your CMP Form

Step 1:

Determine

Priorities

Determine Priorities of the business, your leader and your role.

• Associate will obtain a copy of their leader’s goals

• Consider Sysco priorities

• Review the function goals for your OpCo

• Consider the expected contribution of your role

• Consider your project work beyond your expected contribution

• CMP Form

Step 2: Write

Meaningful

Goals

• Support achievement of Sysco’s key goals and initiatives

• Achieves the most important work for your department, function, or business

• Are aligned with your leader’s goals, and often shared with others

• Are SMART; S-specific, M-Measureable, A-Attainable, R-Realistic, T- Timely

• Often cascades multiple levels, with clear line of sight

• SBO’s (Strategic Bonus Objectives) are a subset of CMP goals and if applicable, are identified

with (SBO)



November 2015

AGREE: Goal Setting, Continued

Step 3:

Determine

Competencies

“How” you will get it done?

The Leadership Framework is broken into three levels:

1. Individual Contributor (Associates)

2. First Level Leader (Managers and Supervisors)

3. Director and Above

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 is

observable and measurable and therefore can be rated.

Step 4: Have an

Agree

Conversation

The purpose of this conversation is to ensure that the associate and their leader understand and

agree on what is expected of the associate during the Performance Management process.

Focus on CMP areas that will add the greatest value (drive business results) and give the greatest

satisfaction.

• Discuss specific projects, roles and responsibilities that will make an associate’s job more

satisfying and valuable to the organization.

• Focus on the development of the associate’s competencies that will benefit the associate and

the organization most and prepare the associate for new opportunities.



November 2015

AGREE: Goal Setting, Continued

Recommended

Timelines: New

Hire & New to

Position

NEW HIRES… NEW TO POSITION… • Online training to take place within the first two

weeks

• Workshop training or 1:1 review within the first 60

days

• Cascade of goals and discussion with leader with in

the first 30-60 days

• Cascade of goals and discussion with leader with in

the first 30 days

Roles and

Responsibilities:

Associate &

Leader

ASSOCIATE… LEADER… • Gets copies of the goals and the organization’s

strategic priorities

• Drafts a CMP form and sends to leader

• Notes questions/concerns

• Schedules the meeting

• Shares his and the department goals; and the

organization’s key priorities

• Asks what type of help or information is needed to

complete the draft CMP

• Reviews the associate’s draft plan for meeting

Step 5: Finalize

Your CMP Form

Associate has determined priorities and required competencies, written draft goals and

reviewed them with their leader during Agree conversation. It is now time to make any

changes or updates to the CMP form and send a final version to the leader.

Note: See Resource Summary for CMP form, Leadership Framework, Training Materials


November 2015

ACHIEVE: Coaching & Feedback

Purpose

ACHIEVE conversations are the single most important way that leaders can impact individual and

team performance. ACHIEVE conversations provide ongoing coaching to drive and deliver business

results.

Purpose:

• Helps associates to be successful in their jobs and to continuously develop

• Keeps associates on target for accomplishing the goals set in the AGREE phase

• Provides ongoing feedback on demonstrating the Leadership Framework behaviors

• Supports associates as they contribute to other work efforts

ACHIEVE

ACHIEVE HRPB/TMBP ASSOCIATE LEADER

Q2 By December

31st

Q3 By March 31st

• Facilitate CMP ACHIEVE

training for NEW Associates or

Managers

• Cascade ACHIEVE

Communication

Prepare by updating Key

Milestones of each goal

on the CMP form using

bullet point format in

Achieve column

• Frequently support

direct reports with on-

going ACHIEVE

conversations

• Schedule ACHIEVE

meeting with direct

reports

• Implement the GROW

coaching model

• Discuss what is and is

not working using the


competencies

Fundamentals

• Associates and managers stay connected and have meaningful two-way conversations

• Associates receive coaching about what is working and what is not working

• Managers can modify goals (with senior level approval) if the business needs have changed

• Managers provide ongoing feedback using the GROW model


November 2015

Components of ACHIEVE

5 Components

1. Role of Coaching

2. Characteristics of a Good Coach

3. Coaching Skills

4. GROW Model

5. ACHIEVE meeting

1: Role of

Coaching

Coaching is about day-to-day conversations which…

• Help people to achieve their best

o Support the associate in setting appropriate SMART goals and methods of tracking

progress in relation to these goals

o Support the associate in development of competencies to achieve set SMART goals

o Encourage associates to continually improve competencies and to develop new

skills to achieve their goals

• Bring in new perspectives and challenge

o Facilitate the exploration of needs, motivations, desires, skills and thought

processes to assist the individual in making real, lasting change

• Are built on openness, trust and courage

o Observe, listen and ask questions to understand needs

• Drive business results

o Encourage a commitment to action and the development of lasting personal growth

& change

2:

Characteristics

of a Good Coach

We expect our managers to use good managerial judgment in everything they do. Sometimes that

will involve determining when coaching is not working and another approach (like being directive or

using corrective action) is needed. Managers have ultimate responsibility for using the most

effective approach to supporting associates as they accomplish goals using the appropriate

leadership behaviors.

• Associate has the answers and resources her/himself

o Coach’s job is to facilitate self-discovery

• Coach only provides input when associate lacks insight or experience to contribute ideas

• Associate should do most of the talking

• Coach is not always a technical expert or a guru

• Coach must use good managerial judgment when dealing with tough situations



November 2015

Components of ACHIEVE, Continued

3: Coaching

Skills

• Effective questioning and listening

• Drawing out the associate

• Framing questions to encourage different thinking

• Not hinting what the coach would like to hear

• Helping them to move forward with their own ideas

4: GROW

Model

To achieve successful coaching outcomes – getting your associates where they want to be – you

must prepare for all your coaching sessions as you would prepare for a journey. Following a

structured approach for coaching sessions will guide you from a broad understanding of what your

associate is trying to achieve to a clear action plan with detailed steps.

The GROW model provides a useful framework for facilitating a session. It's a simple four-step

structure that makes extensive use of questions.

4 STEP PROCESS G= Goals: What do you want?

Purpose: Review the CMP goals that were set

during the Agree phase of CMP

How:

• Help the associate narrow in on a clear

goal that works for that individual

R= Reality: What is happening now?

Purpose: Reach mutual understanding of the

situation

How:

• Invite self-assessment

• Offer neutral feedback with specific

examples

• Avoid assumptions

Listen more than talk

O= Options: What could you do?

Purpose: Evaluate alternative solutions or actions

How:

• Help associate list options

• Consider pros and cons

• Avoid leading the associate – don’t tell

what to choose

• Encourage all options

• Ensure they make choices

Don’t support an unworkable solution

W= Wrap up: What will you do?

Purpose: Get commitment and clarity on the way

forward

How:

• Get a commitment to action

• Identify any obstacles

• Create a plan with deadlines

• Agree on support

Note: See Resource Summary for Coaching Job Aids & Training, GROW Template and Handout


Goal

Reality

Options

Wrap-up


November 2015

Components of ACHIEVE, Continued

5: ACHIEVE

Meeting

• Meeting should be set up by leader (60 min)

• Gather feedback

• Function Leaders: hold an Inform and Consult meeting (gather feedback)

• Agenda

o Review all CMP goals using GROW

o Discuss what’s working and not working with Leadership Framework competencies (use

LF Worksheets)

o Update CMP if necessary for business reasons

o Provide associate with general trending for Recap rating


November 2015

RECAP: Summary of Results and Behavior

Purpose

RECAP is the final phase of the three CMP phases each year – the time for a conversation between

you and your leader to wrap-up the year by discussing the results of your goals - what you

accomplished and how you accomplished them.

RECAP

RECAP HRPB/TMBP ASSOCIATE LEADER

July 1- Aug 31

• Facilitate CMP AGREE

training for NEW Associates

or Managers

• Cascade AGREE

Communication

• Collect, audit and file

complete CMP forms

• Draft CMP form

aligned with leader’s

goals & priorities

• Send draft to leader

for review


agree and finalize


goals & priorities

• Offer support &

information

• Schedule AGREE

meeting with direct

reports


AGREE meeting


together with

Associate

Fundamentals

• Leaders and Associates document year-end performance results- gather feedback

• Assign an annual rating based on performance results - goals and competencies

• Leaders calibrate performance results with their Leader

• Leader determines Merit Award based on performance results

• Leaders leads the RECAP and pay for performance meeting with the Associate

• Completed form goes to HR to be filed

Components

Wrap-up the year:

1. Prepare for the RECAP Conversation

2. Calibrate and Assign Performance Ratings

3. Determine Merit Award

4. Facilitate the RECAP and Pay for Performance Conversation


November 2015

1- Preparing for the RECAP Conversation

Associate

Responsibilities

TASK… PURPOSE/ACTION… Write a Self- Review

• Associate’s written

documentation of his/her

own performance against

each of his/her goals

• Associate’s opportunity to reflect on his/her performance

for the year

• Provide new information to manager

• Provide manager with associate’s point of view on his/her

performance results and behaviors

• Provide manager with self-rating for each goal area

Documenting Year-End Results

• In the ACHIEVE section of the CMP form, add a brief

summary of the goal/performance results (use RECAP as

header)

• Focus on specific results (WHAT) and behaviors (HOW)

• Indicate a rating for each goal in the Self-Rating column

• Select an overall final CMP Self-Rating, this is determined by

assessing all goals and behaviors

• Associate Comments: brief highlights to summarize the

year; 2-3 achievements you are proud of, opportunities to

focus on for next year etc.

• Send to Manager



November 2015

1- 1- Preparing for the RECAP Conversation, Continued

Manager

Responsibilities

TASK… PURPOSE/ACTION…

Documenting Year-End Results

• Gather feedback

• In the ACHIEVE section of the CMP form, add brief comments

that reflect the goal/performance results (use your initials as

header)

• Focus on specific results (WHAT) and behaviors (HOW)

• Assign a rating for each goal in the Manager Rating column

• Assign an overall Final RECAP Rating for CMP and (SBO if

applicable)

• Manager Comments: brief comments to summarize the year’s

performance, recognition, areas of opportunity to continue

focus on etc.

Next Steps:

• Manager meets with leader to calibrate ratings

• Schedule RECAP meeting with Associate


November 2015

2- Calibrate and Assign Performance Ratings

What and Why

What is Calibration?

Process of gaining alignment on and consistency of CMP ratings across the team, the business unit,

and/or company.

Why do we Calibrate?

1) Consistency and fairness of ratings

2) Appropriate differentiation of ratings

The Process

Each Manager meets with their Leader to calibrate the proposed ratings of Associates.

1. Bring the following to the calibration meeting:

• Associate’s CMP form with preliminary rating

• One Sysco CMP Rating Scale

• Leadership Framework Worksheet

2. Calibrate CMP and SBO ratings

3. Finalize overall rating following calibration

PERFORMANCE RATINGS:

• Significantly Above Target (SAT)-Consistently exceeds job expectations

• Above Target (AT)-Always meets job expectations and often exceeds job expectations

• On Target (OT)-Regularly meets all job expectations

• Below Target (BT)-Meets some, but not all, job expectations

• Significantly Below Target (SBT)-Consistently does not meet job expectations


November 2015

3- Determine Merit Award

Purpose and

Process

Purpose:

Determine merit award based on individual performance and salary position.

Process:

To determine the merit award you will use a merit matrix. A merit matrix provides guidelines to

leaders in determining the amount of a merit award for an individual by taking into account two

factors: 1) performance and 2) the associate’s current salary.

To assign an appropriate merit award, managers should review an associate’s salary relative to the

appropriate peer set and the calibrated performance rating. The target merit award that should be

granted is determined at the intersection of the two variables on the merit matrix. The target merit

award is the amount that is in brackets; however ranges are provided to allow the leader discretion

in determining awards and staying within the overall budget.


November 2015

Facilitate the RECAP and Pay for Performance Conversation

Purpose and

Process

Purpose:

Meet with associate to review past year’s performance:

• WHAT – full year results based on goal attainment

• HOW – behaviors that supported goal attainment

Process:

• This is a two-way conversation between manager and associate

• Review Final Ratings for the year

• Review the Merit Award

RECAP

Conversation

Agenda

TIME… TOPIC… DIRECTION…

5 min. Review meeting purpose Have two copies of the CMP form ready

Explain the purpose of the meeting

15 -30 min. Discuss Performance

Use the written CMP form as a guide

Discuss each goal, spending more time on most

important ones

Discuss performance that exceeded expectations and

where performance was below expectations, ensure

the associate has a clear understanding

Listen to and answer any associate questions or

concerns

15 min. Review Rating

Share overall summary of performance against goals

(what and how), and the overall performance rating.

Listen to and answer any associate concerns or

questions

5 min. Summarize

Summarize the conversation

Check for understanding

Ask Associate to sign

5 min.

Present Merit Award letter

and SBO payout factor letter

(where applicable)

Link summary of achievement against pay for

performance

CMP Playbook - Syscomyinfo.sysco.com/.../Resource/CMP_PLayBook/CMP_Playbook.pdf · 3 Sysco Talent...

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