Unlocking Potential in AE

Creating A Talent Rich Culture

 Annual Cycle for Talent Identification
Any increments identified –
letters prepared and given out
• Preparations for Jan – Paid January payroll •Set Business and
annual Performance individual objectives
appraisals start Nov for the year in January
• December all •Agreed and signed off
appraisals completed by Feb end
• All Hi-Pots identified •Calibration meetings
and using potential following Performance
indicators Review to be conducted
Oct/ Jan/ in March

Nov/Dec Feb/Mar
BP process starts – any
Development center for all
potential promotions and
identified Hi-Pots for
increments identified and
verification
added to budget

Jul/ Apr/
•On-going review on Aug/Sep May/Jun • Mid year review
objectives conducted in Jun –
•Management Any adjustments to
Development objectives to be
programme starts July agreed and signed off
•Hi-Potential talent • All Hi-Pots identified
individual development to have development
on-going plans in place
Ongoing Identification and monitoring

R Poor Performers – Ensure all are on

PIP’s and develop or manage out

A
Consistent Performers – Keep
motivated, develop key areas, trainings

High Performers (Hi-Pots) – Full

G development plan PDP in place, stretch

assignments, role cover trainings, role
support, mentor, coach
 Focus on Potential – Managers +
Potential
Least Evident Most Evident
Most Evident
4 1
2
Excellent performer Exceptional Performers – Has
Excellent Performer – Readily
what it takes now to move
Expert in field/specialist Seeks Challenges
forward
P (Hi-Pot)
e
r
f 7 5
3
o Good Performer Good Performer-
Good Performer
r Not showing potential to grow Showing Potential to grow
Actively Seeks Growth
Opportunity
m
a
n 9 8
c Poor Performer
6
Inconsistent Performer New To Role
e Lacks ability or drive to grow Shows ability to grow – maybe Yet to see overall results but
within role wrong role or not enough shows potential
development

Least Evident
 Identifying Potential– Managers +
Potential
Least Evident Most Evident
Most Evident
4 1
2
Excellent performer Exceptional Performers – Has
Excellent Performer – Readily
what it takes now to move
Expert in field/specialist Seeks Challenges

First Plot the

forward
P (Hi-Pot)
e
r
f
Performance – 3
7 5
o
r
Good Performer then review
Good Performer-
Showing Potential to grow
Good Performer
Actively Seeks Growth
Not showing potential to grow
the potential
Opportunity
m
a
n
c
9
Poor Performer
indicators
8
Inconsistent Performer
6
e New To Role
Lacks ability or drive to grow Shows ability to grow – maybe Yet to see overall results but
within role wrong role or not enough shows potential
development

Least Evident
 Performance & Potential
Talent in AE are those employees who demonstrated high levels of performance and potential.

High potential employees have, well, high potential. They are the future. They have many valuable skills that they company likes.
But maybe they haven’t completely refined them. It’s possible that high potential employees have developed their skills to become
high performing. They just aren’t quite there yet.

High performers are employees who deliver results. The company likes them for that reason. Give them a project and they make
things happen. And for that same reason, high performers can often get a reputation for “leaving body bags” with the methods
they choose to get things done.
 Potential Indicators
Think through problems from a
fresh point of view and is APPLIED
comfortable with complexity, THINKING
ambiguity

Treat others
ENGAGE
constructively and
inspires teams, know
themselves well, is cool
and resilient under
pressure
Curious, have a passion for ideas,
like to experiment, and engage in
VE skill building activities. learns
DRI
from experience

Get results under tough conditions, gets others

to perform beyond normal, and exhibit the sort
of presence that builds confidence in others
 One to One Discussions
People
High Performers Recognise high performance levels and potential to
develop the skills and experience needed for more
senior roles or increased contribution. – Rate their
potential by submitting evidence on the potential
indicators – Development Plans

Solid Recognise solid performance levels and potential to

Performers grow within current position. For the upper end
again identify potential indicator evidences. Keep
motivated and ensure don’t drop to poor performers
Underperformer Share concerns about performance and be clear
s about why and how performance needs to be
improved, outlining consequences of continued
underperformance. Place on PIP
AE Talent Pool

HIGH POTENTIAL
for career progression

HIGH POTENTIAL
for greater impact
Typical Distribution of People
ME Distribution of People

60%
10% 30%

Under- Solid Performers High Performers –

performers High Potential
Candidates
 Performance / Potential Matrix / Pooling
Pot High Misplaced Rising Stars Stars
enti Unusual situation
investigate / Coach
Invest & Bigger Challenge or
longer term successor
Invest : Risky Assignment or
Promotion in 12 months
al <1% 3%
2%

Good Mismatched to job Backbone Professionals

Move jobs Retain & Stretch Professional Growth

2% 40% 20%

Low Poor fit to company Contributors Masters

Exit company Retain and use Teach

2% 20% 10%

Poor Good Exceeds

Less than acceptable Completely Acceptable Exceptional
Unsatisfactory Acceptable but minor shortcoming Superior

Performance
Talent in Aujan are those employees who demonstrated high levels of performance
and potential.

To ensure a continuous pipeline of these talented employees , we need to support them

In their current capabilities to perform ( performance ) & their capacity to grow ( potential ).

# Its Job Specific

# Its about
# Based on the person
specific
# Suitability
annual goals of type of
roles
# Defines
SUCCESS # Defines
SUCCESS in
in CURRENT
FUTURE roles
roles.

PERFORMANCE & POTENTIAL

Potential Indicators

APPLIED THINKING Managing Complexity

Creativity / Innovation
APPLIED Strategic approach
THINKING
Decision Making / Judgment
DRIVE Energy & Passion
Challenger / Risk Taker
DRI
VE Developer / Improver
Persistence / Resilience
ENGAGE People Oriented
Inspiring
ENGAGE
Listening
Team work
LEARN & GROW Learn from Experience
Seeking Feedback
Applying Learning to situation
 Guide to assess the potential – answer a few questions here to plot the employees in the 9 box
grid to see if they are HIGH / MEDIUM / LOW POTENTIAL

Potential IS De-railers Pu
Put a
√ ( A YES answer to these questions indicate potential ) ( Any of these red flags indicates low t a
X
potential )

Appli
ed Do they make sense of complexity and convey their thinking so others ‘get it’? Intellectual arrogance
Think Do they think and apply their insights in fresh and creative ways? Black and white thinking
ing
Do they think with agility; short & long term, operational & strategic, best practice Doesn’t value others’ input
& pragmatic? Own greatness casts a shadow
Do their decisions generally prove correct over time?

Drive
Do they give energy to others, bring energy and passion to everything they do? Career driven at others’ expense
Do they seek out challenging tasks, embrace risk in a way that sets them apart? Too task focused
Do they display a constant desire to do better and always go that extra mile? Perfectionist
Do they persist with obstacles, with a ‘can do’ attitude? Too results focused
Think they can do it all themselves

Enga
ge Do people want to work with and for them? Not politically savvy
Do they inspire and get the most out of others? Avoids performance issues/conflict
Do they understand and value other people – their point of view and feelings? Not interested in people
Are they team oriented? Culturally non-adaptive

Lear
n Do they seek out, embrace risk & challenging tasks, in order to learn from them? Inability to listen
& Do they actively seek feedback and learn from new experiences? Not engaged in the moment
Grow
Do new experiences reframe what they think and do? Defensive around feedback
Do they apply their learning to improve performance? Lack of self control
 Annual Cycle for Talent Development
DEVELOPMENT ( step 5)
•Successful individuals placed on Succession plan
•Individual Development Plan implemented

DEVELOPMENT ( step 4 ) Sept

•A Personal Development Plan Oct
Aug NOMINATION ( step 1)
Nov •Line Manager nominates person
July based on High potential definition
Dec

June
VERIFICATION ( step 3 ) Jan
•Selected individuals go CALIBRATION ( step 2 )
May Feb •Calibration discussion on the
through a full Development
Centre and a full individual nominees during the annual Career
feedback Apr review meeting held by
Mar Management team .
 Succession Planning

Management Positions

Commercial &
Business Head of Marketing Head of IT Head of Supply Chain
Development

Candidates for emergency cover only

Candidates Ready for promotion within 12 months

Candidates Ready for promotion within 1.5 -3 Yrs

Candidates Ready for promotion after 3-5 Yrs

 Succession Planning

Marketing Management Positions

Brand
Head of Marketing Head of Creative Head of Digital
Marketing Manager

Candidates for emergency cover only

Candidates Ready for promotion within 12 months

Candidates Ready for promotion within 1.5 -3 Yrs

Candidates Ready for promotion after 3-5 Yrs

 Succession Planning

IT & Supply Chain Management Positions

Head of Supply Chain Logistics Manager

Head of IT IT Manager (Head of)
Supply Chain Manager

Candidates for emergency cover only

Candidates Ready for promotion within 12 months

Candidates Ready for promotion within 1.5 -3 Yrs

Candidates Ready for promotion after 3-5 Yrs

RATING Definition & Explanation
S
X Exceptional – The employee significantly and consistently surpassed performance
expectations, and the quality of work overall was exceptional.
To award an “exemplary” performance rating for any individual factor the supervisor
X
must be able to describe how the employee’s job performance made a significant
contribution* to the success of the organization.
*Significant contribution - having or likely to have a very large positive influence or
effect (ex. a significant piece of work that establishes a new, higher benchmark for
performance, new benchmarks of productivity, producing significant budgetary
savings, etc.).
E Exceeds Expectations - The employee frequently exceeded performance
expectations, and the quality of work overall was outstanding. Performance
Evaluation .To award an employee an “exceeds expectations” performance rating for
any individual performance factor the supervisor must be able to describe how the
E Behaviours and Functional Skills demonstrated consistently and to a higher degree than
employee’s job performance made a clearly identifiable contribution* to the
success of the organization, beyond the typical results that were expected.
*Clearly identifiable contribution - having or likely to have a positive influence or
effect, also: of a noticeable or measurable amount, (ex. processing more
transactions than normal, consistent and more productive then other team
members ,producing more budgetary savings that typical, etc.).
G Good - The employee consistently demonstrated steady and reliable performance
G
that met job requirements. To award an employee an “achieves” rating for any
individual performance factor the supervisor must be able to describe how the
employee’s performance met the performance expectations established at the
beginning of the year’s evaluation period and satisfied the Job requirements
detailed in the position description. Further development / Continuous
improvement is possible in some areas.
I Needs Improvement - Employee is still developing competency or did not
consistently achieve expectations; some improvement is needed.
To award an employee an “in development or improvement needed” rating for any
I
individual performance factor the supervisor must be able to describe how the
employee is developing a competency or the employee’s performance needs
improvement. This rating could be used for (1) an existing employee who recently
gained new responsibilities, or (2) an existing employee who needs improvement in
performing their job responsibilities.
U Unsatisfactory - Employee performance was consistently below expectations;
immediate – Performance improvement plan ( PIP) needs to be in place.
To award an employee an “unsatisfactory” rating for any individual performance
factor the supervisor must be able to describe how the employee’s performance
over the past year did not meet the performance expectations that were established
at the beginning of the year’s evaluation period, did not satisfy the job requirements
contained in the position description, and negatively impacted the success of the
U
organization. Any performance evaluation that contains an “unsatisfactory” rating,
whether on individual performance factors or on the overall rating must provide
comments to explain the employee’s unsatisfactory performance over the past year.
In addition, an evaluation that contains “unsatisfactory” ratings, whether on
individual performance factors or on the overall rating, must be reported to the next
level of supervision for review.
More description
Behaviours and Functional Skills demonstrated at an advanced level, considered a role
model.
• The employee considerably and consistently surpasses performance expectations and goals, and
achieves beyond the regular assignment in all areas throughout the performance cycle.
• Performance is well above expectations in terms of completeness, timeliness, and independence; and
employee demonstrates mastery of the skills and tasks involved.
• The employee regularly makes significant contributions to the department’s and/or Organization’s
success well beyond work assignments through unique and exceptional application of knowledge. The
employee is a model for excellence, with a strong potential for advancement.
• The employee performs independently in planning, anticipating problems, and taking appropriate
action.
• Shows grasp of the “big picture” and thinks beyond the details of the job or project at hand.
• The employee requires very minimal supervision or follow-up.
required
• The employee clearly and consistently surpasses performance expectations and goals, and
demonstrates unique understanding of work well beyond job requirements.
• Work is done independently and completed on schedule with a high degree of accuracy and
independence.
• Performance is what can be expected of a fully qualified and experienced person in this position.
• Errors in judgment are rare and seldom repeated.
• Performance is characterized by high achievement; the employee shows initiative.
• The employee requires minimal supervision or follow-up.
Behaviours and Functional Skills demonstrated consistently and sometimes to a higher
level
• The employee meets job performance standards in all or most areas.
• The employee is reliable in attaining expected results, and is timely and efficient.
• Initiative and outputs are generally adequate, and the employee is capable and knowledgeable in
most aspects of his or her work.
• The employee requires a reasonable amount of supervision.
Behaviours and Functional Skills demonstrated inconsistently
• The employee is not satisfactorily completing the assigned duties and needs to demonstrate
improvement toward meeting performance standards.
• Work results are inconsistent.
• Continued improvement in performance is required.
• The employee requires close supervision.
• A written performance improvement plan should be in place.
Behaviours and Functional Skills not demonstrated as expected
• The employee is not meeting expected standards or goals set for the position.
• The employee does not demonstrate knowledge or ability to perform the majority of assigned duties.
• The employee must show significant improvement toward satisfactory achievement of performance
standards in order to continue employment.
• The employee requires excessive supervision, direction, and follow-up.
• The supervisor is to contact Human Resources prior to assigning an employee this rating. Immediate
improvement is essential, and the employee may be on a documented performance improvement plan.