Coaching for Excellence - Process Guide

Coaching for Excellence

IT’S WHAT’S INSIDE THAT COUNTS.

Annual Review Process Guide Updated Insert Date Here

Coaching for Excellence Process Guide

Date Confidential & Proprietary 2

Using This Guide This guide is designed to help both managers and individuals effectively complete the annual performance review process at Insert Company Name Here, called Coaching for Excellence. The performance review form described within may have certain modifications by region or function, so contact your HR Business Partner if you have any questions.

Purpose To provide Insert Company Name Here people with feedback and coaching resulting in:

• Aligned work objectives • Improved job performance • Increased retention • Individual learning and career development • An equitable basis for total rewards decisions



Overview Coaching for Excellence is the global process for planning and evaluating individual work and ensuring developmental coaching for all people at Insert Company Name Here. When practiced effectively it aligns work efforts, improves job performance, and increases people engagement. 2006 is the second cycle of a multi-year implementation process, with the ultimate objective of creating a high performance work place where people thrive, doing the best work of their careers.

Coaching For Excellence 2005

Coaching For Excellence 2006

All Insert Company Name Here people use one global process following one global calendar

All people have completed annual evaluations by January 31, 2006

Managers are required to ensure that all people set annual/quarterly goals and have quarterly bonus reviews and an annual performance evaluation

All people have individual development plans by March 1, 2006

Common four point rating scale. Ratings based on individualized performance summary using results against goals and Insert Company Name Here Attributes

All managers will have an annual bonus objective tied to completion of key milestones in Coaching for Excellence process and key people outcomes like retention and engagement

Managers are evaluated using the Engaging People standards for manager quality (see appendix)

Enhanced development planning resources with Career Management Guide & Insert Company Name Here Career Framework



Key Concepts The key to Coaching for Excellence is continuous communication between a manager and his/her direct reports. People in high performance organizations report that a significant driver of their success is the ability to align priorities, problem-solve issues, and receive guidance from their supervisor. When done as an integrated component of getting work accomplished, Coaching for Excellence allows individuals to perform at higher levels and manager to scale their teams for greater bandwidth.

Defining Performance Coaching for Excellence defines performance as a combination of results and behaviors during a specific time-period, and compared to an appropriate peer group.

Roles & Responsibilities There are two major roles in the process: the manager and the individual contributor. They have shared and unique responsibilities in the creation of successful coaching discussions. Manager responsibilities are defined in the Engaging People program. Coaching for Excellence is one of three management practices that lead to a high performance work environment. Individuals who are clear about their talents and have established goals for their work are able to participate fully in the Coaching for Excellence process. Support for this readiness can be found in the Insert Company Name Here Career Management Guide and associated My Career @ Insert Company Name Here resources.

PERFORMANCE = Results + Behaviors+ Peer Comparison

Better work experience Higher engagement Increased performance

=

Engaging People

Program

My Career@ Insert Company

Name Here Program


Process



The Insert Company Name Here Talent Equation

Developmental work planning and performance coaching are more successful when they account for the sub-components of each individual’s talent equation: abilities, strengths, and interests. Like a fingerprint, each individual has a unique, differentiating talent equation. Through the Coaching for Excellence process managers help each person define a unique work plan that leverages strengths and interests, and helps develop abilities.

ABILITIES Every job requires specific experience, knowledge, and skills to be accomplished effectively. People develop their abilities throughout their careers by taking on responsibilities, performing different roles, studying to acquire knowledge, and practicing new behaviors to develop skill. Abilities can be learned and change over time.

STRENGTHS Strengths are a mix of natural tendencies and preferences, including personality type, basic intelligence, social style, and many other inherent traits. Each strength affects how a person typically behaves and can be both an advantage when handled well and a disadvantage if over indulged or under-controlled. With self-awareness and concentrated effort, strengths can be optimized for any situation, but understanding natural tendencies is a key to engagement through proper job fit. INTERESTS People who have continuing opportunities to do work they love and build experience in areas connected to their personal and professional interests are more likely to contribute their best work. A person will find internal drive and motivation for difficult challenges when he or she is gaining ground toward personal goals and working in ways that match professional interests.

= Abilities + Strengths+ Interests TALENT



Process Milestones

The Coaching for Excellence performance review process involves three key activities during each annual review period:

Developmental Planning

Coaching Discussions

Evaluating Performance

Each component may require several discussions between the manager and the individual for effective completion. A common performance review form is provided to structure the discussions and guide the process.

Action Timing Individual Contributor Manager

1. Evaluate ’05 Performance

NOV-JAN Complete self assessment using CFE review form.

Complete evaluation form and meet with individuals to discuss feedback and development suggestions (no rating provided yet).

2. Set ’06 Goals DEC-JAN Establish annual goals and create quarterly SMART objectives that support the annual goals.

Conduct all hands/team meetings to provide direction based on annual business plan targets & initiatives.

3. Establish development plans

DEC-FEB Clarify career objectives, seek development feedback, set learning objectives that support annual goals.

Provide mentoring guidance, give developmental feedback, support learning objectives

4. Calibrate performance across peer groups

FEB N/A Compare performance across peers using results and behaviors. Make rating and rewards recommendations.

5. Conduct rewards discussions

FEB-MAR Discuss rewards based on contribution to Insert Company Name Here (rating provided as appropriate).

6. Continuing dialogue on performance and development

Always Ask questions, seek guidance, provide ideas and options

Provide guidance, feedback, and direction on a regular basis. Formal feedback sessions should be held 2-3 times throughout the year.



Getting Started

The Annual Performance Review process is easy to complete, yet thorough for planning and evaluating individual performance. Complete each section of the Annual Performance Review Form and hold a review discussion with each direct report.

The Annual Performance Review Form

The annual performance review form supports the Coaching for Excellence process from work planning through final evaluation. It is designed as the basis of all planning and coaching discussions throughout the year and should be used to establish goals, structure feedback, and capture development suggestions and evaluation comments.

The sections of the form are:

A. Setting Goals & Reviewing Results

B. Attributes Assessment & Coaching

C. Areas for Improvement & Development Needs

D. Employee Input

E. Annual Performance Summary

When the form is used as a “living document” to record performance information along the way, it makes the annual performance evaluation much easier to accomplish.



Section A: Setting Goals & Reviewing Results

Annual goals clarify and align work assignments at a high level, while quarterly SMART objectives specify how and when the work will be accomplished with developmental suggestions embedded within them. The manager provides information that links individual work assignments to the important work of the department and company, and individuals define the key aspects of how the work will be completed. The work planning section enables the individual and the manager to set and review goals and objectives each quarter, building on the annual goals and culminating in the annual evaluation. The work planning section is used to establish shared understanding of work expectations in the following ways:

What work should I be doing?

How will I accomplish the work?

How will I know it is complete?

How does this work contribute to the priorities of the department/company?

What suggestions do you have to increase my chances of success?

Annual goals are high-level descriptions of key responsibilities, projects, assignments, or initiatives assigned to the individual. Annual targets and performance metrics may be recorded here.

Annual goals may shift during the year based on new information or emerging business demands. Use the annual goal section to re-prioritize and review assignments to make sure the individual’s work efforts are aligned with the priorities of the business.

Quarterly SMART objectives may be created at the beginning of each new quarter and should define more specifically how the work will be accomplished, and provide coaching direction to assist the individual in completing the work most effectively and efficiently.

Use the SMART recipe to create effective quarterly objectives:

SMART = Specific, measurable, attainable, relevant, time-bound Interests



GOAL SETTING WORKSHEET

Insert Annual Goal here.

Create a quarterly SMART objective that supports the annual goal using the boxes below for guidance.

SPECIFIC: What key activities need to be done to accomplish the goal?

MEASURABLE: What impact on the business will you observe when completed? (Amounts, figures, percentages, quantifiable means, or quality-measures).

ATTAINABLE: Identify areas for coaching: What functional skills and/or Insert Company Name Here attributes will lead to my success? What key relationships do I need to establish?

RELEVANT: How this goal supports business priorities or key initiatives. How is this goal aligned with my professional interests?

TIME FRAME: Identify when the work will be completed with a realistic, specific deadline.

QUICK SUMMARY: Setting Goals & Reviewing Results

Questions for the INDIVIDUAL to consider…

Questions for the MANAGER to consider…

Inputs Outcomes

What is the most important work to be accomplished this review period?

How will I get this work accomplished?

What development actions would help me get this work done better?

Where do I want my career to go, and why?

What development actions should be working on to get there?

What is the most important work to be accomplished this review period?

How do this person’s goals align with my goals, department goals and Insert Company Name Here goals?

What development needs does this person have?

What are this person’s career interests?

Is this person ready for more responsibility?

How much of the goal was accomplished?

Career profile and development plan.

Department and organizational goals

Performance Feedback from previous review period

Completed Section A: Setting Goals

Clear expectations of performance



Section B: Attributes Assessment & Coaching

Coaching discussions engage people in truthful self-assessment; provide immediate feedback; performance guidance; and encouragement to perform at higher levels. In Coaching for Excellence, there are two types coaching: Informal and Formal Informal coaching is a series of short interactions between a manager and individual on a daily/weekly basis. These short feedback and guidance discussions help fine-tune the individual’s performance over time. Informal coaching situations arise when a work event occurs providing the coach with an opportunity to review and improve performance with each individual. Formal coaching involves a careful assessment of each individual against a common set of behavioral expectations like the Insert Company Name Here Attributes as they relate the work they have planned and how well they are meeting their objectives.

Use the attributes assessment to guide individuals to higher levels of performance with very specific suggestions for improvement. Functional groups may choose to adjust the behavioral examples within the attribute categories to fit more closely to their particular work.

Additional assessments can be used to bring coaching focus to specific professional or functional behavior sets. For example, people managers at Insert Company Name Here should be assessed using the Engaging People Manager Quality assessment.

Formal coaching provides clarity and structure to feedback and aligns people in common behavior expectations across the company.

QUICK SUMMARY: Coaching

Questions to consider… Inputs Outcomes

How often are the key behaviors evident in the work results?

Are there external factors affecting the individual’s ability to behave according to these standards?

What feedback do you have from key relationships?

What problems were encountered during the performance period?

What suggestions for improvement can be offered?

Established Goals and Objectives

Performance Feedback from key relationships or tasks

Completed assessment form(s)

Adjustments to goals to include coaching suggestions

Improved performance over time



Section C: Areas for Improvement & Development Suggestions

Managers who provide coaching suggestions and establish mentoring relationships with their people are far more likely to achieve extraordinary performance and expand the possibilities for the individual and collective outcomes of the team.

Individuals are motivated by work that stretches them into new levels of performance and expand their employability while at the same time providing essential work to assist in accomplishing company objectives.

This section allows the manager and the individual to express a few high level development suggestions based on the performance results and the attributes assessment completed for the previous performance period. Development suggestions may focus on strengthening an individual’s talent while accommodating their weaknesses. The individual should use these high level suggestions to create a Development Plan using the tools provided in the Insert Intranet / SharePoint Site URL / Email Address Here.

Leveraging areas for improvement is a key input for the goal & SMART objective setting section during the next performance period so that higher standards, projects and new responsibilities of high interest to the individual are included in their new work assignments. This process of developmental planning increases the engagement of each individual because there are clear “what’s in it for me” outcomes for taking on higher work standards and responsibilities.

QUICK SUMMARY: Development Suggestions


What behaviors, habits, or skills hindered performance in a specific objective?

What experiences or relationships would take this person to a new level of performance?

How would improvements in these areas assist the individual in his/her career interests?

How is lack of performance impacting the business?

Established Goals and Objectives

Review of results against goals

Performance Feedback from key relationships or tasks

Attributes and functional behavior assessments

Clear suggestions to include in the Individual Development Plan

Stretch assignments and developmental goals in the next review period

Increased engagement and retention

Higher performance, bandwidth, and scalability

Including developmental “stretch assignments” in the work objectives of the next review period increases the value proposition

for each person to continue working at Insert Company Name Here.



Section D& E: Employee Input & Annual Performance Summary

Evaluation is a process of comparing actual results against planned goals and providing clear and direct feedback on that comparison. The comparison should consider factors that may have supported or hindered performance during a review period, and goals may have been adjusted along the way during coaching discussions. Given those circumstances and adjustments, this section is about creating shared understanding on the following questions:

Did I achieve my expected results? If so how? If not, how?

What was the impact of my performance on the department/company?

How did my results reflect the Insert Company Name Here Attributes?

Several inputs provide insight into performance: continuous coaching discussions, established goals, and feedback from key relationships with clients and peers.

A.) Results Review: A summary of key accomplishments and misses are recorded in the Result Summary area of the Setting Goals section. Where appropriate, Insert Company Name Here Attributes or Functional Behaviors should be identified as indicators of success or areas for improvement based on the results achieved.

B.) Attributes Assessment: In this section, individuals consider their performance as a

whole, and score each attribute based on evidence provided in the Results Review in section A. Example behaviors can be modified to represent more specific work of the department. If a particular attribute is present in nearly all work results, it should score high. If it is missing and creates a significant results deficiency it should score low.

C.) Areas for Improvement/Development Needs: This section allows the manager and the

individual to define development suggestions the performance results and the attributes assessment just completed. Additionally, development needs should consider the individual’s career interests and current and anticipated business demands of the department. Development suggestions may focus on strengthening an individual’s talent while working to manage their weaknesses. The individual should use these suggestions to

create a Development Plan using the tools provided in the Insert Intranet /

SharePoint Site URL / Email Address Here program. The plan should be used by the individual as a key component of the goal setting section during the next performance period.

D.) Employee Input: In this section, the individual writes his/her holistic self assessment,

summarizing the previous sections in a narrative description of 3-5 paragraphs. Finally, using the global rating scale, the individual should propose a self-rating that reflects his/her overall contribution to the organization for that review period. This provides the manager with insight into the employee’s perspective and may point out accomplishments or challenges the manager might have missed.

Sections A-C of the Coaching for Excellence form should be completed first by the individual as a self-assessment, and then reviewed and corrected as appropriate by the manager during the evaluation step. The completed form provides structure for a thorough discussion of each section, culminating in the annual performance summary in section E.



E.) Performance Summary: The manager reviews the self-assessment input in sections A-D submitted by the individual and then writes the performance summary based on all of the data, information, feedback, coaching discussions, and personal observations he/she has collected during the review period. This is a narrative description of the individual’s performance indicating results, behaviors, and impact on the business.

Before establishing a performance rating and determining a performance-based reward, managers must compare the individual’s performance to an appropriate peer group.

QUICK SUMMARY: Annual Performance Summary

Questions to consider…

Inputs

Outcomes

Are the results what were expected?

How were they different?

What behaviors either contributed or detracted from results?

What development suggestions do you have based on this performance?

Performance feedback from coaching discussions and quarterly reviews

Established goals

Insert Company Name Here Attributes assessments

Functional behavior assessment (optional)

Employee self-evaluation

Annual Performance Review Form – All Sections Completed

Increased individual performance and engagement



Performance Calibration and Rating

A rating shows an individual’s contribution to the business based on the completed performance evaluation compared to a relevant peer group. Ratings provide the basis for differentiating rewards among qualified peers. When conducted effectively the performance calibration and rating process answers the question:

What is the relative value of each individual’s contribution compared to others in similar roles?

Managers may use the Performance Calibration Worksheet (see appendix) to compare individuals in a peer group based on their completed performance evaluation. The worksheet enables managers to evaluate the relative value of each person’s contribution next to peers and identify potential development suggestions based on the total performance equation:

THE INSERT COMPANY NAME HERE PERFORMANCE RATING SCALE

1. Exceptional Consistently surpassed goals and peers in adding value to the business. Accomplished duties consistently at a sustained high level of expertise and delivered work that demonstrates all of the Insert Company Name Here Attributes. Consistently exceeded expectations and performed additional duties or assumed more responsibility than planned. Always took initiative and acted independently; that is, saw what needed to be done and did it without being told. Accomplished work well beyond demanding standards, especially in the key, critical areas of major responsibilities. This performance rating recognizes truly unique accomplishments and unsurpassed contribution to the organization.

2. Superior Frequently surpassed goals in adding value to the business. Always met and sometimes exceeded demanding performance expectations. Set the pace of work and delivered a very high standard of quality in all work. Performance at this level clearly and consistently exceeds position standards in both results achieved and demonstration of the Insert Company Name Here Attributes. Demonstrated a high level of skill in achieving high quality results in all job areas including the more difficult and complex aspects of the work.

3. Solid Delivered strong results against all goals and demonstrated evidence of behavior representing Insert Company Name Here Attributes in all aspects of work. Added significant value to the business in a high performance environment with a high standard of expectations. Demonstrated skill and knowledge in achieving quality results in almost all job areas with some room for improvement in the more difficult and complex aspects of the work.

4. Needs Improvement Targets and goals were not achieved according to plans, or did not demonstrate sufficient evidence of behavior representing the Insert Company Name Here Attributes. Performance may be unacceptable for many reasons ranging from newness in the position to a lack of demonstrated skill or effort. Employees with this rating should have specific plans to improve performance in a given timeframe.

PERFORMANCE = Results + Behaviors+ Peer Comparison



QUICK SUMMARY: Calibrating Performance & Rating

Questions to consider…

Inputs

Outcomes

What is the value of each individual’s contribution compared to others in similar roles?

Completed Performance Evaluations of individuals within an appropriate peer group

Equitable basis for total rewards decisions

High performance environment



Discussing Performance & Development

Performance discussions provide the manager and direct reports with a face-to-face interaction to review the completed evaluation and discuss developmental plans for the next review cycle. It may be difficult to communicate what really needs to be said, but no matter how difficult the conversation at the time, the end-result will be performance-enhancing if the manager and individual come to a shared understanding of what happened and how it can continue to improve.

Effective communication builds trust and a shared sense of purpose throughout the organization. An environment based on open and honest communication leads to higher performance, increased productivity, and better results.

Excellent performance dialogue between managers and their direct reports is a proven leading indicator of superior results in revenue generation, customer satisfaction, and earnings per share.

Tips for effective performance discussions:

1. Schedule the meeting in a private location

2. Establish rapport and create an environment of openness and trust

3. Review the steps taken in the review process so far

4. Follow the sections of the review form to structure the feedback

5. Ask the employee to describe his/her self assessment

6. Tell the truth and use examples of work performance to support your opinions

7. Discuss next steps and thank the individual for his/her involvement

8. Discuss rating, evaluation, career interests, and areas for development. Begin discussing next year’s annual goals as appropriate.

QUICK SUMMARY: Discussing Performance & Development


Is there clarity and understanding?

Have I said everything I was thinking?

Have I shared the whole story?

Individual Development Plan

Annual Performance Evaluation

Agreement on Annual Performance Review

Updated Development Plan

The key that unlocks powerful performance may be hidden in what is difficult to say.



Appendix: The Insert Company Name Here Attributes

In Inert Quarter and Year of Assessment, a sample of people across the organization, representing various levels, functions, and geographies were interviewed in an effort to better understand what makes someone a Insert Company Name Here person and what characteristics will take us to our next level of success as a business.

There was common agreement on several characteristics that seem to define what successful behavior looks like at Insert Company Name Here going forward. These characteristics were distilled into the six attributes

The Insert Company Name Here Attributes are:

1. Customer Driven

2. Results Oriented

3. Straight Talk

4. Trust and Integrity

5. Innovation

6. Leading People

The Insert Company Name Here Attributes can be used to guide people to greater performance through coaching and development efforts and can be used in selection of new people to create better organizational fit. Managers may use the Attributes Reflection Guide as a team building activity to increase self awareness in these key elements of successful performance at Insert Company Name Here.



Appendix: Engaging People

Starting in Inert Quarter and Year of Assessment people managers at Insert Company Name Here began participating in the Engaging People program. The program includes a 2-day foundations seminar that defines expectations and establishes a common language for managing people at Insert Company Name Here. In addition to the seminar, core skills programs are available to assist managers in their development of coaching, team building, and communications skills. Numerous studies show that the manager/employee relationship has a significant impact on employee satisfaction, retention, and job performance. In most studies, manager/employee interaction ranks in the top five predictors for employee retention and performance improvement. There is a clear distinction between engaged people and people who simply get through the day at work. The following questions, based on several research studies, help managers determine the engagement level of their people and provide guidance on how to improve.

Do my people know what is expected of them? Have I set clear expectations for each individual on my team?

Do my people know how their work contributes to the company objectives?

Does every person have the tools and support necessary to do his or her job correctly?

Have I created a department with the right people in the right positions doing what they are passionate about doing every day?

How often do I recognize and praise my team members for doing a great job?

How do I show the individuals on my team that I care about them as people?

Have I fostered a high-performance environment that encourages individual development daily?

How do I show my team that I value their opinions and perspectives?

Have I successfully tied Insert Company Name Here’s mission and goals to each person’s goals and development plans?

How often does the team openly discuss the quality of our work?

Do I contribute to an environment that encourages friendships at work?

Have I talked with each person about his or her progress at work?

Over the course of this year, how have I coached, mentored, and provided development opportunities for my people?



Appendix: My Career@Insert Company Name Here

Success for Insert Company Name Here depends on the caliber of our people. Insert

Intranet / SharePoint Site URL / Email Address Here builds a powerful connection

between Insert Company Name Here’s growth as a company and your growth as an

individual. Career management is about clarifying your interests and abilities and

matching them up with work opportunities where can do the best work of your

career & maximize your professional potential.

CAREER BELIEFS AT INSERT COMPANY NAME HERE

1. Individual Ownership People at Insert Company Name Here have to take ownership for their own career development and plan for the changing world around them. Individuals who are clear about their career interests, aware of their strengths and abilities, and expanding their employability can go far in this environment. 2. Management Support Although individuals have primary responsibility for managing their own development, managers are expected to discuss career interests and opportunities, provide guidance, and offer support and development resources. Discussions of development needs and career opportunities should be based on feedback and evaluations provided in the Coaching for Excellence performance review process.

3. Organizational Support Insert Company Name Here provides tools and training resources on key topics that align with the strategic priorities of the business, and are benchmarked to the best practices in the industry. Insert Company Name Here offers career resources via a virtual career center, career development workshops, and a professional skills curriculum.

THREE STEPS FOR CAREER MANAGEMENT

1. Know Yourself The first step in planning a career involves clarifying personal strengths, abilities, and career interests. A clearer and more expanded definition of your self improves the quality of career decisions and your satisfaction with each job along the way. 2. Plan Ahead Clarifying priorities and establishing milestones brings focus to what should be happening in the near-term. Based on input from the Coaching for Excellence performance review process, specific actions can be defined to create positive change in current job results and to build capabilities for possible future roles. 3. Make it Happen Making learning and development intentional is an important aspect of managing your career. The Insert Company Name Here Learning Center provides a variety of resources to facilitate personal and professional development. You should also explore development opportunities outside of Insert Company Name Here via community involvement, formal schooling, and recreational activities.

After you complete these steps, you should have a clear understanding of who you are, where you want to go, and what actions to take to achieve your goals and aspirations.



Appendix: Manager Quality Assessment

The Insert Company Name Here Engaging People program defines three key practices and 10 core skills as the common standard for anyone who manages people. This tool helps managers assess skills and determine where to focus development efforts. This assessment should be used in Section B of the Coaching for Excellence process for anyone who manages people at Insert Company Name Here.

Talent Magnetism

Selection Defines job/role needs and writes job descriptions 1 2 3 4 5

Creates recruitment network of “A” players 1 2 3 4 5

Hires based on the whole talent equation 1 2 3 4 5

Assimilation Sets clear expectations 1 2 3 4 5

Shows how the role impacts the organization 1 2 3 4 5

Assists in creating relationships and good habits 1 2 3 4 5

Career Development Holds career discussions 1 2 3 4 5

Plans development actions 1 2 3 4 5

Mentors to ensure success 1 2 3 4 5


Goal Setting Uses SMART goals to set expectations 1 2 3 4 5

Discusses potential barriers 1 2 3 4 5

Builds key relationships 1 2 3 4 5

Coaching Conducts formal reviews 1 2 3 4 5

Gives event-based feedback 1 2 3 4 5

Varies style in different situations 1 2 3 4 5

Evaluating Performance

Reviews results 1 2 3 4 5

Differentiates performance 1 2 3 4 5

Discusses performance and ratings 1 2 3 4 5

Facilitating High Performance

Decision Making Makes collaborative decisions 1 2 3 4 5

Increases individuals responsibility 1 2 3 4 5

Optimizing Individual Differences

Respects diversity 1 2 3 4 5

Understands styles 1 2 3 4 5

Communicating with Impact

Reinforces the “big picture” 1 2 3 4 5

Uses proper method depending on nature of message 1 2 3 4 5

Recognition Uses various methods to acknowledge success 1 2 3 4 5

Connects with individuals needs and interests 1 2 3 4 5

Novice Expert

1 2 3 4 5



Appendix: Peer Calibration Worksheet

Performance ratings at Insert Company Name Here are derived from both results and behaviors. A person may have done extremely well in delivering “numbers” but may not have displayed sustainable high performance behaviors in getting those results; conversely a person may have been less productive in results, but demonstrated exemplary behavior across all Insert Company Name Here Attributes and functional behaviors. In any case, the highest performance ratings must be reserved for people who are doing both. Refer to the exact wording of each performance rating category to properly differentiate performance among peers. Use this chart to assist relative comparisons between individuals in the calibration and rating process to support equitable rewards decisions. Peer groups do not have to be people with the exact same job, but they should share similar levels and types of responsibility, job scope, and job level. Peer groups should be at least 25-30 people for calibration to yield “normal curve” results. In order to achieve this kind of peer group, it may be necessary to work across functional or team boundaries, bringing together several managers under a higher level VP/SVP.

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Demonstrated Attributes & Behaviors

High

High Low

Needs Improvement

Solid Performance

Superior Performance

Exceptional Performance

Coaching for Excellence - Process Guide

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