GBP&T Competencies€¦ · 16 Organisational Change Management 42 17 Risk Management 44 18 Client Management 46 19 Service Operations 48 ... Heineken GBP&T professionals from OpCos,

Global Business Process & Technology

GBP&T Competencies Manual

For internal use only

April 2012,

©2012 Heineken International

Dear GBP&T colleague,

Global Business Process & Technology (GBP&T) aims to continually raise the bar on how we deliver value to the business. We have made progress but there is always more work to do.

This competencies manual aims to address:• Do you know what functional competencies you need to excel in your job? • Have you identified what your strengths and areas of improvement are? • Most important, do you have a development plan incorporating these competencies that will address your

learning needs and take you to the next level in your career?

The answers to these questions lie at the heart of Heineken’s GBP&T competency review and personal development planning process.

Together with other functions, GBP&T is committed to building a stronger culture based on performance and competence. The GBP&T competencies will support us in achieving the following specific ambitions in the years to come.

1 All OpCos share the same benchmarks to evaluate and develop their GBP&T capabilities. 2 Every GBP&T colleague is clear of his or her competency profile and has an agreed personal development plan.3 All recruitment and development decision are made in reference to this competency framework. This manual provides relevant information and tools for every GBP&T professional. This initiative will benefit not only the company, but also you as an individual. Please take full advantage of the opportunities this programme offers by working with your manager to identify your strengths and gaps and developing your personal development plan.

Lastly, many thanks for all of you, whether in OpCo, Region or Centre who have helped build this manual.

Frans Eusman Chief Business Services Officer

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“I would like to take this opportunity to express my thanks to all of you for the outstanding work on the GBP&T Competency Manual. The great work that has been done for this tool helps you and your colleagues excel in your job. It also makes it possible for employees to identify their needs and make a development plan incorporated with these Competencies. The GBP&T Competency Manual will now, and in the future, serve as a benchmark in the career of you and you colleagues.”

Michael O’Hare Chief Human Resources Officer

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Contents

1 Preface 4 2 Introducing the GBP&T competencies 63 The GBP&T competencies 11 1 Technology Watching 12 2 Business Strategy Contribution 14 3 BP&T Strategy Definition 16 4 Quality Management 18 5 Security & Information Risk Management 20 6 Governance & Policies 22 7 Business Process Design 24 8 Enterprise Architecture 26 9 Requirements Definition 28 10 Functional Solution Design 30 11 Technical Solution Design 32 12 Project & Program Management 34 13 Solution Build 36 14 Solution Testing 38 15 Solution Deployment 40 16 Organisational Change Management 42 17 Risk Management 44 18 Client Management 46 19 Service Operations 48 20 Service Improvement 50 21 Supplier Service Management 52

4 The competency review and development cycle 545 Review and PDP templates 726 Questions & Answers 76

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Preface

The purpose of this manual

Raising the bar of an organisation starts with raising the capability of its people.

At Heineken, we believe in developing people’s functional competence so all can excel in their fields of expertise. In order to ensure that we do this consistently and objectively, we are introducing a set of global functional competencies.

The GBP&T Competencies presented in this manual were defined by a global team of Heineken GBP&T professionals from OpCos, Regions and the Centre. The competencies set the benchmark common for Heineken employees in the GBP&T function. Only by achieving these standards will we achieve our functional goals and ambitions and enable Heineken’s business agenda.

The aim of the tools in this manual is to help employee and manager to hold an objective functional competency discussion, to agree on personal development priorities and to create a plan to further develop the employee’s current and future functional competence.

Who should use this workbook?

This manual is for all GBP&T employees within Heineken who participate in the review and Personal Development Plan (PDP) process.

How to use the manual

Read about the thinking behind the competenciesSection 2 explains the thinking behind the competencies Heineken has identified as essential.

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Know the competenciesSection 3 gives you a detailed description of each competency; the ideal combination of knowledge, skills and behaviours needed in order to excel.

Follow the steps in the processSection 4 takes you through what you need to do at each stage of the competency review and development cycle, as an employee or as a line manager. In this section you will find some helpful tips and an example Personal Development Plan.

Use the templates available Section 5 has the self assessment and PDP templates that you need to begin your own personal development planning Be equipped to answer questionsSection 6 contains a question and answer section that clarifies the what, why, and how type of questions to introducing competency models.

The content of this manual is available in electronic format. The following templates are available in user-friendly Word files:• Competency overview• Competency review and Personal Development Plan (PDP)

The best approach to a competency review

• You and your line manager will make the most difference to your future, the function’s performance and to Heineken as a whole by carrying out the review in an objective, transparent and open manner. The more honest and open you are when doing the self-assessment the more you will benefit. This approach will enable you to get the most from the competency review and to tailor-make an effective and motivating PDP.

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2 Introducing the GBP&T competencies

Overview

Each competency consists of knowledge, skills and behavior levels: • Knowledge is information you have in your head which is applied when performing

a function (facts, plans, strategies, tools etc.)• Skills are observable abilities to apply your knowledge to accomplish something• Demonstrated Behaviour levels describe the ‘evidence’ that someone operates on a

certain level. Each level describes visible actions taken to produce business results, by using knowledge and skills

GBP&T competencies can be demonstrated on 3 behaviour levels:

Level 1• The impact is on the employee’s “own” area of responsibility and “own” team• People here are “contributors” and the focus is mostly about “self”, • Verbs used: understand, demonstrate, support, contribute, analyse

Level 2• The impact is on the employee’s “team /function” and effect on “other” departments• People here are generally “experienced” and the focus is mostly on the “team”• Verbs used: manage, ensure, develop, create, analyze, measure, evaluate, improve

Level 3• The impact is on the employee’s “OpCo”, “department” or “organization” • People here are “leaders” and the focus is on the whole “organisation” or “business”• Verbs used: lead, own, drive, challenge, maximize, champion, develop, innovate

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GBP&T Competencies

The GBP&T competencies are designed to simply and clearly explain the core areas within our function. They are interrelated and have been created to ensure that we have the right capability to deliver our goals. Our GBP&T competencies are:

1 Technology Watching The ability to identify and assess new, emerging and evolving technological trends and

solutions in order to raise awareness and understanding within Heineken about the relevance and potential value for the company.

2 Business Strategy Contribution The ability to contribute to the development of Heineken’s business strategy by

proactively communicating opportunities from the business process and technology perspective so that these can be taken into account.

3 BP&T Strategy Definition The ability to create and embed a BP&T strategy that is aligned with the business

strategy and that provides a clear and consistent direction to yearly BP&T plans to enable effective and efficient processes and information flows.

4 Governance & Policy Definition The ability to create and maintain a governance framework and policies that define

the accountabilities, decision making authority and rules, standards and good practices which enable the GBP&T function to operate in an effective and coordinated way.

5 Information Security & Information Risk Management The ability to protect confidentiality, integrity and availability of Heineken’s information

assets by ensuring that appropriate risk management, IT security policies, practices and controls are in place to balance protection levels with costs, ease of use and other business interests and to ensure compliance with legal and regulatory requirements.

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6 Quality Management The ability to define and implement a framework that ensures predefined quality

standards are met for all GBP&T activities and that drives continuous improvement. 7 Business Process Design The ability to methodically analyse Heineken business processes and benchmark these

against internal and external best practices in order to engineer new or improved business processes.

8 Enterprise Architecture Design The ability to design, plan, communicate and govern the Enterprise Architecture (EA)

covering process, data, applications, information and infrastructure resulting in a blueprint and transition roadmap for a consistent, scalable, cost effective and secure architecture aligned with current and future business and IT objectives.

9 Requirements Definition The ability to identify, challenge and document the business, functional and technical

requirements together with the acceptance criteria of an information system that is fit for purpose in supporting Heineken business processes.

10 Functional Solution Design The ability to translate requirements into a functional system design of an existing

or new business solution, covering logical application components, data elements, process flows and their integration. .

11 Technical Solution Design The ability to create a technical design for a business solution that defines detailed

configuration as well as software, hardware and network components.

12 Project and Programme Management The ability to manage a project and/or programme in its full lifecycle by creating,

monitoring and acting on planning, budget, scope, benefits and quality standards and by managing resources, stakeholders, suppliers, risks, issues and (inter) dependencies, resulting in, on-time-in-full-in budget delivery whilst meeting objectives.

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13 Solution Build The ability to build a solution which meets functional and technical requirements by

developing and documenting, resulting in a solution meeting the agreed criteria and quality standards.

14 Solution Deployment The ability to deploy a solution while safeguarding business continuity by ensuring all

relevant organisational and technical changes are put in place, including the handover of the solution to support, resulting in meeting objectives.

15 Organisational Change Management The ability to assess, communicate and manage implications of solutions by defining

and evaluating the change requirements and taking any required remedial action and refining approach, resulting in meeting objectives.

16 Risk Management The ability to identify, assess and manage risks by timely escalation, documenting and

using plans and resources resulting in effective mitigation in safeguarding the delivery and the meeting of objectives.

17 Solution Testing The ability to test a solution by creating, executing, documenting and managing tests,

resulting in solutions meeting the agreed criteria and quality standards.

18 Client Management The ability to build relationships with internal clients to interpret the requirements and

manage the expectations, driving jointly committed plans.

19 Service Operations The ability to run (in-sourced) infrastructure, systems and applications by using

defined processes in order to deliver services as agreed.

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20 Service Improvement The ability to analyse, control and drive continuous improvement in order to optimize

end to end services.

21 Supplier Service Management The ability to manage and monitor the execution of the contracts with external

suppliers to guarantee the required level of service and cost.

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The GBP&T competencies

1 Technology Watching2 Business Strategy Contribution3 BP&T Strategy Definition4 Quality Management5 Security & Information Risk Management6 Governance & Policies7 Business Process Design8 Enterprise Architecture Design9 Requirements Definition10 Functional Solution Design11 Technical Solution Design12 Project & Program Management13 Solution Build14 Solution Testing15 Solution Deployment16 Organisational Change Management17 Risk Management18 Client Management19 Service Operations20 Service Improvement21 Supplier Service Management

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Technology Watching

The ability to identify and assess new, emerging and evolving technological trends and solutions in order to raise awareness and understanding within Heineken about the relevance and potential value for the company.

Key knowledge requirements Can understand and explain ...

• Heineken’s business vision, mission and strategy• Technology trends and standards including their

potential application• Market and industry research methodologies• Technology evaluation methodologies

Key skill requirements Is able to ...

• Methodically research global information technology trends and developments (publications, conferences, networks)

• Evaluate the relevance of new, emerging and evolving technological solutions for Heineken

• Communicate technological trends in under standable, meaningful language in order to raise awareness

• Explore with the business functions the potential value of a technology

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Demonstrated behaviour Level 1

• Demonstrates understanding of specific technological solutions

• Monitors specific technological trends and solutions

• Evaluates the relevance of new, emerging and evolving technological solutions for own functional area

Level 2

• Demonstrates a deep under-standing of technological solutions

• Systematically researches technological trends and solutions

• Evaluates the relevance of new, emerging and evolving technological solutions

• Conducts feasibility studies with the business functions to assess the value of technological solutions for Heineken

• Raises awareness about technological trends by communicating them in meaningful language to relevant stakeholders

Level 3

• Shows recognised thought leadership on relevant technology areas

• Shapes the vision on the long term impact of combined technological trends on Heineken

• Searches proactively for new, emerging and evolving technological solutions to enhance Heineken’s competitive position

• Identifies changes in the technology landscape via a broad network and adjusts research focus accordingly

• Challenges Heineken business leaders to apply new technologies

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Business Strategy Contribution

The ability to contribute to the development of Heineken’s business strategy by proactively communicating opportunities from the business process and technology perspective so that these can be taken into account


• Heineken’s business vision, mission and strategy• Opportunities and threats for specific business

functions and/or OpCos• Heineken business processes and technological

architecture • Industry trends in business processes and

technological architecture• The potential value of new or changed business

processes and/or technologies


• Think strategically, anticipate business challenges and envision the desirable long-term business evolution

• Identify the new or changed business processes and/or technologies that address these challenges

• Build a partnership with the business leaders in order to contribute to the development of Heineken’s business strategy

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• Contributes to the development of Heineken’s strategy at OpCo functional level

• Creates understanding and acceptance for new or changed business processes and/or technologies at OpCo functional level

• Demonstrates a helicopter view on the OpCo function

Level 2

• Contributes to the development of Heineken’s strategy at global functional level

• Creates understanding and acceptance for new or changed business processes and/or technologies at global functional level

• Demonstrates a helicopter view on the global function

Level 3

• Contributes to the development of Heineken’s strategy at Company level

• Creates understanding and acceptance for new or changed business processes and/or technologies at Company level

• Demonstrates a clear vision on the road ahead

• Ensures the alignment of the contributions at OpCo/functional level with the global contribution

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BP&T Strategy Definition

The ability to create and embed a BP&T strategy that is aligned with the business strategy and that provides a clear and consistent direction to yearly BP&T plans to enable effective and efficient processes and information flows.


• Heineken’s business vision, mission and strategy• Heineken business processes and technological

architecture • Technology trends and standards • IT sourcing possibilities and their advantages, risks &

costs• Project interdependencies and resource restrictions


• Think strategically, anticipate business challenges and envision the desirable long-term business evolution

• Define innovative & conceptual ideas and combine them with practical & analytical thinking

• Distinguish external opportunities and threats and define their impact on BP&T’s strengths and challenges

• Define priorities in objectives• Toggle strategic priorities, sourcing possibilities and

resource restrictions into a coherent roadmap

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• Contributes actively to the strategy within the own department

• Can set personal work objectives that are coherent with the department strategy and that contribute to the organisation’s targets

• Addresses issues with a chosen solution that is in not line with the GBP&T strategy

Level 2

• Can develop a medium-term planning in line with the strategic priorities that clarifies the what, when, who, why of the actions to be taken

• Has a clear view on the department’s contribution to the group’s targets

• Sets the correct priorities in problem solving and chooses solutions that are in line with the BP&T strategy

Level 3

• Leads the creation of the BP&T strategy at own organisational level and ensures it is in line with the business strategy

• Combines needs and challenges into an actionable road-map and sourcing strategy that sets the organisation’s medium and long-term direction

• Anticipates & addresses external factors that impact the strategic planning

• Demonstrates a groupwide vision

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Governance & Policy Definition

The ability to create and maintain a governance framework and policies that define the accountabilities, decision making authority and rules, standards and good practices which enable the GBP&T function to operate in an effective and coordinated way.


• Heineken Company Rules and corporate governance• Heineken’s business vision, mission and strategy• Relevant industry standards on governance and

control• GBP&T Strategy, operating model and enterprise

architecture• Relevant legal compliance standards


• Translating company strategy into Define, communicate and update relevant GBP&T governance to create clarity about accountabilities and decision making authority

• Define and implement GBP&T policies to operate in an effective and coordinated way

• Create and execute assessments providing insight on governance and policy compliance

• Identify and report policy compliance issues and monitor actions to close

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• Understands the GBP&T governance framework & policies and communicates this in the local or functional context

• Understands relevant local or functional regulatory requirements and ensures inclusion

• Supports in executing compliance assessment for own functional area or OpCo

• Supports in documenting and communicating GBP&T policies

Level 2

• Defines, communicates and updates GBP&T governance

• Defines and implements GBP&T policies

• Creates and executes compliance assessments

• Assesses and prioritises policy compliance issues based on risk

• Identifies areas for which policies need to be defined

• Organises the derogation process and advises on policy derogations

Level 3

• Champions the GBP&T governance framework & policies

• Revisits the effectiveness of GBP&T governance structure and policies and drives improvement

• Pro-actively identifies areas for which policies need to be defined

• Ensures alignment with Heineken corporate governance & policies

• Decides on derogations

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Information Security & Information Risk Management

The ability to protect confidentiality, integrity and availability of Heineken’s information assets by ensuring that appropriate risk management, IT security policies, practices and controls are in place to balance protection levels with costs, ease of use and other business interests and to ensure compliance with legal and regulatory requirements.


• Information Security & control industry standards• Information Risk Management• Threat Management• Incident Management (standard & forensic) • Heineken application/infrastructure portfolio• Legal and regulatory requirements


• Develop security policies, practices and controls in line with industry standards and legal & regulatory requirements

• Develop IT security compliance framework• Execute compliancy assessments• Communicate impact of choices regarding

Information security• Participate in design and operation of IT systems to

ensure security policy compliance• Advise on risk management• Investigate and report on security incidents

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• Applies global policies, practices and controls in own functional area

• Understands the IT security compliance framework

• Contributes to local IT security assessments

• Understands the impact of IT security practices on the local business

Level 2

• Provides input on the impact of information security choices to global policies, practices and controls

• Translates global policies, practices and controls for local implementation

• Performs local security assessments

• Explains security policy and its context

• Participates in design and operation of local IT systems to ensure security policy compliance

• Identifies potential security threats& risks and proposes mitigations

• Investigates and reports on local security incidents

Level 3

• Leads development of the global security policy and the compliance

• Pro-actively brings external knowledge (industry & best practice) into the Heineken security discussions

• Is the principal advocate of IT security at senior levels in the organisation

• Leads risk management development and drives implementation

• Advises on policy derogations

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Quality Management

The ability to define and implement a framework that ensures predefined quality standards are met for all GBP&T activities and that drives continuous improvement.


• Heineken Company Rules and Code of Business Conduct

• GBP&T operating model & processes• Domain specific methodologies• Business process improvement methodologies • Relevant industry standards on quality assurance


• Develop frameworks for process performance measurement and quality assurance

• Define quality assurance programs and manage the execution, including reporting & deficiency follow-up

• Executes quality assurance assessments on projects and processes and advices for improvements

• Coach teams in quality assurance standards and policies, methodologies, process improvement concepts.

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• Integrates quality management in own functional area

• Adheres to standards, procedures and processes

• Uses quality standards as benchmark to improve within own functional area

• Signals deficiencies

Level 2

• Develops frameworks for process performance measurement and quality assurance

• Defines quality assurance programs and manages the execution

• Executes quality assurance assessments on projects and processes

• Promotes the use of selected quality assurance methodology concepts

• Demonstrates a pro-active attitude in signaling deficiencies and advises on improvements

Level 3

• Champions the quality management in all GBP&T activities

• Shows ownership of the standards and the quality management methodologies

• Initiates and leads improvement programs

• Shapes quality assurance programs and manages the execution

• Initiates risk management activities

• Organises quality audits

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Business Process Design

The ability to methodically analyse Heineken business processes and benchmark these against internal and external best practices in order to engineer new or improved business processes.


• Internal and external domain specific process best practices & process performance drivers

• Business process modelling techniques and tooling• Business process improvement methodologies • Business Process Architecture modelling &

management• Interaction between business processes and

technology


• Analyse and benchmark business processes to identify improvement potential

• Lead process design sessions• Create clarity about impact & consequences of design

choices• Engineer and model improved business processes

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• Supports analysis and benchmark of business processes

• Contributes to design of simple business processes

• Applies company standards • Explains design choices and their

impact• Uses best practices

Level 2

• Analyses and benchmarks business processes

• Identifies improvement potential and represent this in a business case

• Influences design decisions at a local level

• Identifies best practices within Heineken

• Designs complex business processes

• Drives application of company standards

Level 3

• Initiates and drives business process analysis and benchmarking

• Leads the design of business processes taking into account interprocess relations and the business process architecture

• Defines company standards for• Influences design choices at a

global level• Champions value driven process

design• Identifies industry best practices

and determines their value for Heineken

• Actively manages trade-offs to be made within the Business Process Architecture

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Enterprise Architecture Design

The ability to design, plan, communicate and govern the Enterprise Architecture (EA) covering processes, data, applications, information and infrastructure resulting in a blueprint and transition roadmap for a consistent, scalable, cost effective and secure architecture aligned with current and future business and IT objectives.


• Heineken’s business vision, mission and strategy• Enterprise Architecture methodologies (TOGAF)• Heineken Company Rules and Code of Business

Conduct and Information Security Policy• Beverage(Beer) industry/retail processes• Heineken application/infrastructure portfolio• Technology trends & standards


• Create goal architecture and transition roadmap• Indicate the impact of change and transition• Identify and manage stakeholders• Indicate planning, time and budget implications• Govern the EA and manage integration and

dependencies• Take indisputable ownership and accountability of the

EA

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• Sets a clear and integrated design and transition roadmap within a single domain or OpCo for a solution architecture based on business needs with compliance to GBP&T standards and policies

• Communicates with stakeholders to understand and identify strategic business objectives

• Ensures that architecture is fit for purpose (budget, KPI’s, …)

• Indicates the transition impact from current to future state

• Ensures EA is respected• Explains complex technical

issues in a manner that non-technical people can understand

Level 2

• Sets a clear and integrated design and transition roadmap across multiple domains for a solution architecture based on business needs with compliance to GBP&T standards and policies

• Proactively communicates with stakeholders to understand and identify strategic business objectives

• Advises business on new technology trends that support the achievement of business objectives

• Deploys technology trends in scalable architecture with a transition roadmap for implementation

• Influences the development of Heineken GBP&T policies and standards to increase the flexibility and adaptability of the architecture design to meet current and future needs

• Promotes the value of solutions and influence the necessary investment levels

• Reduces solutions complexity in order to increase the cost effectiveness

Level 3

• Sets a clear and integrated design and transition roadmap for a Heineken EA based on business needs with compliance to GBP&T standards and policies

• Takes the lead in a partnership with stakeholders to explore opportunities within the market (business & technology) that improve the way of doing business supported by IT solutions

• Leads the business in using innovative solutions that reduce EA complexity and/or increase business effectiveness

• Challenges the business on effective use of existing solutions

• Encourages/educates colleagues on effective use of design principles

• Challenges and create GBP&T information and architecture policies & standards

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Requirements Definition

The ability to identify, challenge and document the business, functional and technical requirements together with the acceptance criteria of an information system that is fit for purpose in supporting Heineken business processes.


• Domain specific business processes and best practices (Heineken and/or generic)

• Understanding of system capabilities • Functional domain specific policies, standards and

legal requirements • Requirements documentation methodologies


• Analyse problems• Conduct interviews and lead workshops• Judge, challenge and validate • Apply requirements documentation skills• Act with organisational sensitivity• Identify and manage stakeholders• Define acceptance criteria• Negotiate requirements among stakeholders

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• Gathers information for a solution component and translates that into logical business requirements using interview and consulting techniques

• Identifies and solves unclear, incomplete, ambiguous or contradictory issues in the requirements

• Documents the requirements in sufficient detail by applying the appropriate documentation methodologies

• Closes the loop by validating and confirming the requirements and agreed acceptance criteria

Level 2

• Executes requirements definition for an end-to-end solution

• Challenges and potentially adapts the requirements against generic and Heineken best practices and systems

• Negotiates (potentially conflicting) requirements interactively with the different stakeholders

• Identifies integration issues in the requirements

• Understands requirements within their business context and differentiates between wants and needs

Level 3

• Executes requirements definition for cross OpCo and cross functional processes

• Challenges the underlying business needs of the defined requirements

• Identifies possible new best practices

• Has a cross-OpCo view on the requirements and leverages common opportunities

• Addresses and actions others to work on multidisciplinary (integration) aspects

• Encourages/educates colleagues on effective requirements definition

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Functional Solution Design

The ability to translate requirements into a functional system design of an existing or new business solution, covering logical application components, data elements, process flows and their integration.


• Capability of applications environment/landscape • Functional domain specific business processes and

data models• Heineken Company Rules, Code of Business Conduct

and Information Security Policy• Architecture methodology• Functional design and modelling techniques and

tooling• Technology trends and standards


• Translate business requirements into a functional solution

• Design solutions (system components, data elements, process flows and integration)

• Describe functional specifications including test scenarios

• Analyse problems• Judge, challenge and validate • Apply functional solution design documentation skills

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• Understands and translates business requirements into a design for a part of an end-to-end (common) solution

• Describes test scenarios to validate the solution against business requirements

• Uses tools to describe solution components, data elements, process flows and their integration

Level 2

• Takes responsibility for complete end-to-end functional solution design and align with stakeholders where needed

• Describes integration/regression test scenarios to meet systems acceptance criteria

• Recommends alternatives to resolve conflicts/constraints between business requirements and solutions functionality

Level 3

• Leads cross functional end-to-end solution design and interact with stakeholders

• Proposes business process changes to ensure an effective solution that meets the business requirements

• Establishes and promotes standards and best practices for effective functional design and documentation

• Encourages/educates colleagues on creating an effective functional design

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Technical Solution Design

The ability to create a technical design for a business solution that defines detailed configuration as well as software, hardware and network components.


• Heineken technical platform configuration• Technical standards for software (JAVA, ABAP etc.),

hardware, protocols and best practices• Heineken Company Rules and Information Security

Policy • Technical design and modelling techniques and

tooling• Technology trends and standards


• Translate functional requirements into technical requirements

• Design technical solutions (configuration, software, hardware, network components)

• Describe technical specifications including test scenarios

• Analyse problems• Apply technical solution design documentation skills

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• Understands the functional requirement for a solution component and chooses and defines the technical solution

• Creates a reliable, maintainable and secure technical design reflecting the requirements

• Respects and applies technical design standards and principles including those for data- and security

Level 2

• Creates technical solution design that is cross functional

• Challenges functional designs on performance, costs, reliability and robustness

• Ensures and improves the maintainability and reusability of the technical solution

• Builds and maintains a best practice repository

Level 3

• Creates technical design that integrates multiple landscape components and functions

• Considers scalability, costs and product life cycles of technical solutions

• Understands and ensures the performance and interoperability of a multi component solution landscape

• Establishes and promotes standards and best practices for effective technical design, configuration and documentation

• Encourages and educates colleagues in creating effective technical designs

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Project and Programme Management

The ability to manage a project and/or programme in its full lifecycle by creating, monitoring and acting on planning, budget, scope, benefits and quality standards and by managing resources, stakeholders, suppliers, risks, issues and (inter) dependencies, resulting in on-time-in-full-in-budget delivery whilst meeting objectives.


• Project/programme management methodologies (Incl. documentation management)

• Project planning tools (milestones, critical path, dependencies, baseline management)

• Financial Management (budgeting, actuals, EAC, ETC)• Resource management, planning, organising and

deployment • Business case principles• Domain specific business processes • Risk & Issue Management principles• Heineken application/infrastructure portfolio• Project plan, standards, acceptance and success criteria,

Heineken Company Rules, Code of Business Conduct and Information Security Policy.


• Apply project management framework using relevant standards and project planning tools effectively

• Develop, maintain and manage according to agreed project plan and detailed stage plan(s)

• Deliver project(s) on time, in scope, according quality criteria and within budget

• Manage project against critical path activities and milestones

• Produce accurate estimates of project costs, effort and resources in plans and reporting

• Track, manage and control costs; report on status and future state

• Build effective teams and manage, motivate and engage team members (matrix) to ensure project and/or programme success

• Build strong working relationships with project resources ensuring clear objectives are set, are achievable and are measured

• Ensure effective meetings (project-group, steering groups) and timely and good decision making

• Identify and manage stakeholders• Identify and manage dependencies and assess and

evaluate forces which potentially impact the project• Focus on business case relevance throughout the full life

cycle of the project and manage scope effectively• Manage acceptance by support parties of project

deliverables

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• Implements small to medium sized projects on time, to scope and within budget

• Uses PM methodology, tools and techniques

• Has a strong focus on delivery• Listens effectively with

stakeholders• Manages interdependencies well• Creates successful project teams

Level 2

• Implements complex and/or multiple projects on time, to scope and within budget

• Actively steers projects to success• Uses PM methodologies and

indicates issues related• Builds effective project

organisations• Safeguards the business case• Gets the best result from suppliers• Communicates on an equal level

with stakeholders • Manages internal/external

dependencies well• Applies lessons learned from other

projects• Ensures effective Steering

Committee decision making/meetings

Level 3

• Implements complex and/or multiple projects in a multi cultural/discipline environment on time, to scope and within budget

• Actively steers a programme of projects to success

• Challenges and improves applied PM methodologies

• Influences stakeholders effectively• Focuses on business case relevance

and the context of the solution• Is sensitive to external forces

which potentially impact project success

• Manages project/programme governance

• Creates and applies lessons learned from projects

• Coaches project managers to success

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Solution Build

The ability to build a solution which meets functional and technical requirements by developing and documenting, resulting in a solution meeting the agreed criteria and quality standards.


• Application development tools, methodology and application architecture

• Middleware and database tools/concepts• Database and application security/authorisation• Performance and optimisation techniques, user

interface design• Testing methodology (plan, create, document,

reinforce)• Troubleshooting and root-cause analysis• The relevance of masterdata• Heineken Company Rules and Information Security

Policy


• Deliver applications which meet requirements on time, to plan and in budget against the required quality criteria

• Provide accurate estimates• Deliver documented, structured and maintainable

applications • Assure good performing applications which are easy

to use• Implement application authorisation and database

security consistent with business controls and requirements

• Execute and document unit tests• Maintain and support production, applications and

databases for user access, table changes, performance and troubleshooting

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• Applies knowledge of application development (performance, maintainability, robustness, security) in line with design and usability

• Identifies and fixes errors and deviations, demonstrates debugging skills

• Effectively uses system development tools and standards and applies principles of good code development

• Recognises the impact on an application or solution and how it integrates with other development activities and the overall system and how it contributes to the project through collaboration

• Cooperates effectively with other team members

Level 2

• Builds complex applications which work effectively with other applications of the overall system as part of the team

• Solves complex errors and deviations by effective root-cause-analysis

• Increases system development effectiveness and efficiency by improving methodology and optimizing tool usage

• Increases quality of delivered solution by challenging the technical design and advising on testing and deploying.

• Identifies potential development discrepancies, recommends modifications, staying in scope

• Identifies and applies the most appropriate tools for the task

• Cooperates effectively with other team members, transfers skills/knowledge and coaches others

Level 3

• Builds complex applications which work effectively with other applications of the over-all system as part of the team

• Builds good third party relationships assuring the seamless integration delivery of their applications into the overall solution

• Cooperates effectively with other team members, transfers skills/knowledge and coaches and manages others (viewed as the ‘go to’ for advice and guidance)

• Solves complex errors and deviations by effective root-cause-analysis; escalates to 3rd parties effectively

• Increases system develop ment effectiveness and efficiency by introducing new development methodologies (standards, codes of conduct, governance) and introducing/improving tools

• Evaluates program modules for performance and scalability

• Ability to effectively liaise with the user population

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Solution Deployment

The ability to deploy a solution while safeguarding business continuity by ensuring all relevant organisational and technical changes are put in place, including the handover of the solution to support, resulting in meeting objectives.


• Training capability (create, plan, execute)• ITSM framework & ITIL processes; handover to

support criteria• Post Go-Live support schedule• Heineken Company Rules and Information Security

Policy • The impact of change on business continuity (internal/

external influences)• Cut over/transition steps including fall back scenarios

which link to the overall business plan• Cultural/environmental aspects & their impact on

deployment• The relevance of masterdata, the use of related tools,

methodologies and data integrity principles


• Move and format data from one system to another (conversion)

• Execute design, develop & deploy training for users relating to business benefits

• Plan and implement a solution with user agreement to minimise business disruption; plan to fit in the overall business plan

• Execute Knowledge Transfer and handover to support according to Heineken quality standards and document codes of conduct

• Document & execute cut-over activities for Business, IT & masterdata

• Troubleshoot unforeseen circumstances in deployment activities

• Ensure business continuity is properly addressed

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• Implements/removes individual components/modules under guidance and according to Heineken data, quality & documentation standards

• Contributes to cut-over/ transition planning & execution for solution and business operations and their interdependencies, including fallback scenarios

• Performs knowledge transfer and handover to Support

• Trains users in an interactive way using existing training materials, learning objectives are met

• Trains in one or multiple components/ modules

• Explains data format instructions from one system to another

Level 2

• Implements/removes components or modules in a complex environment according to Heineken data, quality & documentation standards

• Identifies (potential) non-performing components and takes appropriate action

• Supports and guides less experienced colleagues

• Gives advice on aligning business operations

• Identifies/reinforces Post Go-Live support

• Trains users in an interactive way by creating new or using existing training materials, learning objectives are met

• Trains in one or multiple components/modules

• Manages data format instructions from one system to another

• Plans and communicates Cut-over/ transition steps for solution and Business Operations and their interdependency, incl. fallback scenarios

Level 3

• Accounts for own and others actions within solution implementation activities related to multiple or all solution components/modules according to Heineken data, quality & documentation standards

• Plans and communicates Cut-over/ transition steps for solution and Business Operations and their interdependencies incl. fallback scenarios

• Trains users in an interactive way by creating new or improving existing training materials, learning objectives are met

• Trains in one or multiple components/modules and end-to-end processes

• Embeds sustainable solutions• Shares and deploys lessons

learned and ensures they are embedded in best practice

• Manages and improves Data Migration tools, methodologies and data integrity principles

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Organisational Change Management

The ability to assess, communicate and manage implications of solutions by defining and evaluating the change requirements and taking any required remedial action and refining approach, resulting in meeting objectives.


• Change management principles, creation of conditions and understand human behaviours during lifecycle of change

• Conflict Management and mediation techniques• Business and organisational issues, how they are

handled and the impact of decisions/actions• How people go through the lifecycle of change and

process• How to structure and approach change, deployment

methodologies and which accelerators of change to use

• Heineken organisation and culture


• Plan, manage, facilitate change and motivate and mobilise resources

• Identify and explain the business benefits associated to change and engage stakeholders for buy in

• Assess change impact on process, organisation and structure

• Define change governance, roles & responsibilities• Create and execute internal and external

communications plans• Adjust communication style to suit hierarchical levels

of the organisation• Identify and manage stakeholders, taking sensitivity

aspects into account

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• Contributes to the planning of organisational change

• Identifies, assesses and explains change impact on process, organisation and structure

• Communicates and explains the need for small changes to key change stakeholders

• Creates an open and receptive environment for stakeholder dialogue through active listening and an empathetic approach

• Identifies, assesses and explains the (cultural) dynamics of the organisation

• Demonstrates to be empathic and supportive to different stakeholders of change

Level 2

• Plans, manages and facilitates organisational change

• Identifies and sells the business benefits associated to change and engages stakeholders

• Identifies, assesses and explains change impact on process, organisation and structure

• Creates a change governance structure to build ownership and commitment

• Creates and implements change effectiveness to track/monitor progress and the impact

• Creates and ensures execution of communication plans

• Demonstrates empathy and support to different stakeholders of change

Level 3

• Leads complex organisational change within a multi cultural/discipline environment

• Identifies and sells the business benefits associated with complex change and engages stakeholders

• Monitors and improves the change governance structure and measurement approach and builds ownership and commitment

• Selling the change and the bigger picture in light of the corporate vision

• Coaches and prepares individual change ambassadors to lead and manage change

• Relentless (never gives up) in ensuring the change is embedded in the organisation

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Risk Management

The ability to identify, assess and manage risks by timely escalation, documenting and using plans and resources resulting in effective mitigation in safeguarding the delivery and the meeting of objectives.


• Risk management principles and methodologies• Risk identification and documentation techniques• Organisational risks and issues (internal and external)• Heineken’s risk policy and procedures• Applicable business control framework• External forces to business success• Threats to business continuity and approach• Risk impact analysis


• Apply risk management principles (identification, assessment, ownership, mitigation, tracking and reporting)

• Create and manage Risk Management workshops• Anticipate and assess weaknesses and threats to

ensure business continuity and is able to implement measures and contingencies to reduce those threats/weaknesses

• Create, implement and monitor the risk management plan for mitigating the effect of risks

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• Anticipates potential risks• Mobilises, plans and establishes

ownership and gains buy-in• Participates in and contributes

to workshops for potential risk identification, impact, probability and mitigation activities

Level 2

• Organises and delivers workshops for potential risk identification, impact, probability and mitigation activities

• Mobilises, plans and establishes ownership and gains buy-in

• Consistently reviewing the impact of the risks and raising their awareness

Level 3

• Identification and set up of appropriate governance in risks mitigation

• Contribution to overall business continuity

• Coaches others in risk management best practice

• Establishes and leads a Risk Management Practice

• Organises, improves and delivers workshops for potential risk identification, impact, probability and mitigation activities

• Mobilises, plans and establishes ownership and gains buy-in

• Consistently reviewing the impact of the risks and raising their awareness

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Solution Testing

The ability to test a solution by creating, executing, documenting and managing tests, resulting in solutions meeting the agreed criteria and quality standards.


• Testing tools, plans, methodologies, test cycles and standards in relation with business requirements and desired user experience

• Technical and business processes to conduct & report on tests

• Business processes and their criticality related to effective testing

• Solution Build activities, functional and technical requirements

• Authorisation concept and applicable segregation of duties

• Knows which tests need to be done and how they can be measured against performance KPIs in the business case

• KPI measurements for testing


• Identify & implement required testing tools and environment

• Create test sets and scenario’s reflecting business processes and requirements against critical success criteria

• Reflect SLA’s criteria in the test plan• Create tests scripts which simulate the live

environment• Determine required level of regression testing• Identify and communicate discrepancies; tracks to

resolution• Determine application areas for performance testing• Establish a framework to communicate testing results

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• Understands testing processes, test cycles and test tools

• Applies technical and business knowledge to conduct tests and reporting of results

• Applies business knowledge and designs to create tests scripts which accurately reflect the production environment

• Ensures all stages of system test are comprehensive, accurate and complete

• Displays understanding of inspection process methodology

• Demonstrates understanding of system/application functionality

Level 2

• Creates and develops effective test plans/strategy

• Plans and coordinates testing cycles

• Coordinates application regression testing

• Works with users to define test cases which will require the use of critical system components

• Reviews testing deliverables and identifies gaps, issues and potential solutions

• Verifies that test results meet requirements

• Identifies discrepancies between actual and expected results and recommends solutions

• Analyses potential system performance problems and makes recommendations

Level 3

• Creates, develops and implements a testing approach and work plan

• Monitors total/integral system performance throughout performance testing

• Recommends existing or new testing methods

• Establishes testing tool sets• Ensures appropriate level of

testing• Reviews system test plans

according to needs and project standards

• Reinforces testing standards and methodology

• Communicates project testing metrics

• Decides on production readiness for a project/release

• Establishes test strategy and guidelines

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Client Management

The ability to build relationships with internal clients to interpret the requirements and manage the expectations, driving jointly committed plans.


• Heineken (client specific) business context• Technology trends and standards• ITSM framework & ITIL processes• Client decision making and costs structures• Client interaction, motivations and internal

organisation• Service level agreements, OLA and underpinning

contracts


• Build relationships and trust• Set objectives & priorities• Understand the client needs• Identify and manage stakeholders• Measure client satisfaction• Commit and deliver with reliability

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• Ensures rapid and relevant reactions to client questions or issues

• Takes actions that deliver value to clients

• Verifies client satisfaction and further needs upon delivery of the service and ensures corrective actions are taken when expectations were not met

• Escalates complex or unresolved issues to senior colleagues or management

• Prioritizes business needs and aligns this with capacity of the organisation

• Spots mismatches with agreed IT/business contracts and takes relevant actions to align

Level 2

• Builds relationships with clients based on mutual trust and understanding

• Systematically communicates with clients about short & long term needs or concerns and ensures these are addressed according to GBPT service delivery policies and processes

• Documents current and future client IT activities in a client IT account plan

• Makes proposals to clients in line with their current and future needs

• Challenges client requests and makes suggestions to balance the costs and needs

• Translates customer requirements in to contracts (SLA/OLA/service catalogue)

Level 3

• Ensures client relationships are maintained and focused on creating win-win opportunities

• Systematically uses client satisfaction indicators to assess and improve performance

• Designs a procedure for maintaining long-term client relationships

• Encourages employees to fully map out clients’ needs before making proposals

• Encourages people to exceed client expectations

• Facilitates business/IT contract structures and enable the implementation

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Service Operations

The ability to run (in-sourced) infrastructure, systems and applications by using defined processes in order to deliver services as agreed.


• ITSM framework & ITIL processes• Heineken Company Rules and Information Security

Policy • Heineken application/infrastructure portfolio• Delivered services and the impact on the Business

Operational activities• Key Business units and relevant stakeholders


• Implement and run operational processes according to company rules, guidelines and best practices

• Understand interdependencies between infrastructure, systems, applications and business processes (big picture)

• Identify crucial business processes and minimize risks by taking business impact into account

• Manage and communicate exceptions and escalations

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• Analyses client requests and resolves incidents or routes issues towards defined resolution groups

• Monitors services and takes action to re-establish operation in case of exceptions

• Executes Installations, Moves, Adds and Changes (IMAC’s) by using defined processes and tools

• Continuously maintains Configuration Management Databases (CMDB) and related documentation

• Executes according to given priorities

Level 2

• Runs projects to implement or phase out services

• Manages problems, performs root cause analysis and triggers service improvement

• Implements changes within defined and agreed maintenance windows

• Maintains and periodically performs corresponding service recovery simulations

• Manages conflicts of interests in priority settings

Level 3

• Defines processes, policies, standards and tools in order to run services effectively

• Leverages assignment of re-sources in order to meet agreed budget, quality and availability objectives

• Continuously monitors utilization of resources and derives appropriate demand plans (capacity management)

• Defines and implements CMDB• Develops disaster recovery plans• Designs new services considering

business priorities

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IT Service Improvement

The ability to analyse, control and drive continuous improvement in order to optimize end to end services.


• Heineken application/infrastructure portfolio• ITSM framework & ITIL processes• SLA & KPI definitions and targets• Service Management tooling and reporting• Business process improvement methodologies


• Establish metrics (Define what can and should be measured)

• Analyse existing services & processes and identify areas for improvement

• Interpret and evaluate results; communicate reports/presentations

• Plan and implement improvements & change initiatives.

• Facilitate (improvement) teams • Identify and manage stakeholders

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• Measures and reports service and/or process performance

• Recognises and signals system and/or process improvements

• Uses standards improvement methodologies for small improvements

Level 2

• Executes and manages service & process improvements

• Mobilises and leads improvement teams until improvements are ensured

• Creates and implements metrics framework

• Analyses existing services & processes and identifies areas for improvement

• Introduces new, retires non-relevant and implements adjusted services & processes

• Identifies the (business) benefits and confirms these to the affected stakeholders

Level 3

• Leads and champions service & process improvement programs and integrates it into service roadmaps

• Selects and implements improvement methodology & metrics framework

• Inspires and facilitates improvement teams

• Leverages (internal & external) best practice improvements

• Promotes a continuous improvement attitude

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Supplier Service Management

The ability to manage and monitor the execution of the contracts with external suppliers to guarantee the required level of service and cost.


• Relevant content and context of the contract• Legal and financial processes• Procurement/purchasing processes• Heineken Security policies related to the third parties• Confidentiality closures• Heineken Company Rules, Code of Business Conduct

and Information Security Policy • IT supplier market• Supplier organisation and culture


• Identify and categorize supplier services• Identify and mitigate supplier risk• Monitor and measure supplier performance• Compare performance (benchmark)• Achieve good value from supplier relationships• Negotiate in order to protect Heineken interests• Manage and set expectations of Heineken towards

supplier

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• Monitors, reports and escalates on SLA fulfilment

• Contributes in Service Reviews• Maintains alignment of the

contracted and delivered services• Understands the content of the

services and is able to explain both content and context

• Manages relation on operational level

Level 2

• Manages the execution of contract according to the agreed performance levels

• Agrees with supplier on improvement plans

• Organises regular Service Reviews

• Translates new business requirements into new services

• Applies changes to the contract given the procedures

• Builds and maintains a successful supplier relationship

• Benchmarks supplier performance in order to guarantee market conformity (price, quality, service levels)

• Identifies and mitigates risks relating to suppliers’ service delivery

• Manages relation on tactical level

Level 3

• Establishes the principles of managing supplier agreements

• Shapes contract and reviews governance structures

• Renegotiates contract• Determines and broadens the

scope of strategic supplier partnerships

• Establishes long term supplier relationships

• Contributes to sourcing strategy• Manages relation on strategic

level

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The Competency Review and Development Cycle

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How it works

The 12-month cycle enables you and your manager to review your competencies and to create and execute a tailor-made Personal Development Plan (PDP) to address your needs and help you meet your aspirations. The cycle is integrated into the existing performance management process.

The first step is an evidence-based self-assessment; a prerequisite of the review session between you and your manager.

During the review session, you and your manager agree on your competency level and personal development priorities. This is the basis of your PDP.

You and your manager develop and agree on a PDP. The PDP contains clear responsibilities and expected results. It is a contract between you and your manager with shared responsibility and accountability. The ideal PDP contains a mixture of development solutions, such as on-the-job training, coaching, literature and training programmes.

You and your manager apply and monitor the PDP, holding a mid-year review to formally evaluate and record progress and make any necessary adjustments.

The remainder of this section explains each stage from both employee’s and manager’s perspective. It outlines the role of each party and lists the do’s and don’ts where applicable.

Introducing the process

As a manager, you may find it useful to hold a meeting with your teamat the beginning of the process, in order to:• Explain the background, objectives and deliverables.• Present and agree timings for the review and development sessions.• Address any issues or doubts amongst the people in your team.

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Self assessment

Carrying out a self-assessment helps you reflect on your knowledge, skills and behaviour and prepares you for the review.

How to conduct a self-assessment

• Familiarise yourself with all the competencies for your discipline.• Reflect on evidence for the behaviour statements of each competency for your discipline.• Based on this evidence make an initial judgment on your competency level. Use the self-

assessment tool to document clear examples of successful projects, daily work activities, and other demonstrated behaviour as evidence to support each statement of that competency level.

• Make sure you have recorded strong evidence to support all or almost all of the behaviours within the relevant level.

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Ideally, each listed behaviour should be supported by unique examples of evidence, although sometimes the same evidence will be used for different listed behaviours. An example of this is a very large project that required many different competencies.If there is no evidence of behaviour, mark “no evidence”.If you have assessed yourself as Level 2 or Level 3 be prepared to show evidence to support the behaviours of the lower level(s) of competency as well (it is not necessary to note these down).

Good evidence:• Is factual, leaving little room for discussion. It describes when, what, why, how. And it

highlights the results. (See STAR below)• Is tangible. It can be seen or heard. It does not use words such as “can, understands,

thinks, knows”. It uses words like “achieved, wrote, approved, conducted, performed, led” and includes the outcome or result.

• Is representative of your personal standard; not an incidental behaviour.

When you describe evidence, consider the STAR format: Situation: What was the challenge you faced? Task: What did you set out to achieve? Action: What did you do? Results: What was the outcome of your actions?

• Evidence from past jobs may be used as well if it relates to competencies that are not part of your current job.

• You may find it useful to collect feedback from third parties such as colleagues, managers and project members.

• Send the self-assessment to your manager at least a week in advance of your planned review session.

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Do Don’tCheck understanding of the competencies. If unclear, ask your manager.

Assume you will have the same interpretation of each competency.

Allow yourself ample time to do a thorough self-assessment. It’s important.

Wait until the last minute to follow up.

Think hard about evidence of demonstrated behaviour and document each briefly but well. Build your case.

Assume your manager will remember everything you’ve done or automatically relate it to certain competencies.

Ask third parties for feedback. It will help you in your assessment, especially in areas where you are unsure about demonstrated behaviour.

Shy away from asking others for feedback.

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End-year review

At the end-year review, employee and manager discuss and agree performance against objectives, competency levels, progress on personal development and decide future development priorities. The competency review takes place at the same time as the current end-year review.

The outcomes of the review meeting will form the basis of the PDP: •Agreement on your current competency levels for your discipline•Agreement on personal development priorities.

How to agree on the correct level of competency

•A competency consists of three key elements - skills, knowledge, and behaviour. Start by considering skills and knowledge, then review behaviour.

•The listed knowledge and skills are required at Level 2 and Level 3. An employee without these is likely to be at Level 1.

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•Look for evidence of the listed behaviours in recent work activities. This will help you make an impartial assessment.

•Competence level is determined by frequently observed behaviour that matches the majority of the behaviour statements for that level. For example, if there are five behaviour statements for Level 2, an employee must repeatedly display a minimum of four of the behaviours to be evaluated at that level; and the employee must also have demonstrated the behaviours of Level 1.

•Where a competency is not related to the employee’s present or past jobs, and there is no evidence of behaviour for assessing that competency, an employee receives the rating N/E (no evidence).

Keep in mind the following general differentiators:

Level 1• The impact is on the employee’s “own” area of responsibility and “own” team• People here are “contributors” and the focus is mostly about “self”, • Verbs used: understands, prepares, contributes, analyses

Level 2• The impact is on employee’s “own” team /function and the employee has effect on “other”

departments• People here are generally “experienced” and the focus is more on the “team”• Verbs used: explains, evaluates, communicates, managed • People at Level 2 also have all of the knowledge and skills required for that competency

Level 3• The impact is on the employee’s “OpCo” • People here are “leaders” and the focus is on the whole “organisation or business”• Verbs used: Leads, Shapes, Drives

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How to hold the review with your manager

•Bring a copy of your self-assessment to the review meeting with your manager. •Go to the review session with an open mind, invite feedback from your manager and

remain objective by focusing on the evidence that supports the behaviour statements for your self-assessed competence level.

•Where a discrepancy arises between your own and your manager’s assessment, remain open to feedback, keep the conversation fact based and focus on concrete examples of behaviour to support the correct level of competence as defined in the competencies.

•You and your manager must agree on your level of competence, as it will be the basis for creating your PDP.

Do Don’tSend a draft copy of the self- assessment a week in advance to your manager.

Leave it to the last minute so your manager does not have time to prepare.

Lead the discussion – guide your manager through your self-assess-ment, checking for understanding and agreement. This is your meeting.

Leave it to your manager to take over.

Encourage discussion of any difficult areas raised. Do ensure points that are impor-tant to you are discussed.

Shy away from sensitive areas, or ‘’leave that discussion for another time’’.

End the discussion with mutual agreement that everything has been fully covered.

Rush the conclusions because you have “other priorities”.

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How to hold the review with your employee Think carefully about the date/time/location for the review session. Make sure you get the self-assessment a week in advance to give you time to consider the evidence presented.If you foresee areas for discussion, prepare your feedback in advance of the meeting.Encourage discussion of any difficult areas so that important topics are covered and your employee has a clear understanding of your expectations.

The phrases below will help you deliver feedback constructively. Remember that your intention is to add value; therefore, focus on the behaviour, not the person, and base your feedback on fact, not on opinion. Adhering to these simple rules will increase objectivity and facilitate discussion.

State What I liked was ... What you did well was ...and What I didn’t like was ... What you didn’t do so well was ...and What I’d like you to do differently in the future is ... What could have made it even better ...

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Do Don’t

Have the correct ideal profiles for each employee, highlighting the priority competencies.

Wait until you are in the review session to determine the ideal competency level.

Allow sufficient time for the discussion – it’s important! An effective discussion should take two to three hours.

Squeeze the review session between other meetings (which may overrun).

Allow the employee to lead the discussion – provide coaching as needed to help the individual achieve a quality discussion.

Take over leadership and run it your way.

End the discussion with mutual agreement that everything has been fully covered.

Rush the conclusions because you have “other priorities”.

The review session results become a part of the Personal Development Plan and can be found in the PDP template.

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Personal development planning

Creating the PDP in a separate session works best. This allows you to taketime after the review meeting to reflect on the discussion. You can thendigest your manager’s feedback and think through the developmentsolutions that make the most sense.

You will get the most out of the session by focusing on no more than three key areas of improvement. That way you can dedicate enough time to increasing your levels of skill and knowledge and to developing your behaviour. Moving from Level 1 to Level 2 and from Level 2 to Level 3 takes time and requires an intense commitment to continuous improvement. It is best to build a PDP that allows developmentof competence through a mixture of development solutions, with the majority taking place on-the-job.

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A good PDP:• is SMART and clearly linked to the agreed development areas identified during the review • covers a twelve month period • details the support you need from your manager and other people in the organisation,

and highlights the agreed actions of each party • includes different types of development solutions • has a firm commitment to action from both the employee and manager• focuses on no more than three competencies Good PDP planning starts with a clear understanding of your personal development needs and of the development solutions that are available locally. You may also find it helpful to take a look at the personal development guide in this manual. There you will find practical methods for increasing competency levels. The development ideas are not comprehensive and are intended to stimulate thinking and further brainstorming between you and your manager.

The ideal development plan contains a mixture of development solutionsthat can take many forms. Here are some of them:

Development Suggestions Description

Receive coaching Coaching plays an important part in all development solutions. It can take many forms; for instance, ongoing guidance on specific projects (business projects or special assignments), evaluating meetings, input on written documents.

Study best practices Find out about and follow proven methods with deliverables, strategies, plans, implementation and project processes. Best practices provide a standard by which to set expectations. The more specific the best prac-tice to the subject matter, the better.

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Study case studies Use other people’s practical experience to find out what strategies, plans, ways of implementing and project processes have been successful (and unsuccessful) in the past. Case studies are a great source of fresh ideas and approaches. They can be closely or remotely related to the subject matter, depending on the learning objective.

Interview a role model Interviewing a senior manager or functional expert will help you under-stand the specific details about a strategy, a process, an organisation, or an approach.

Shadow a role model Observing the behaviour of a senior manager or functional expert is a widely used tool for people wanting to develop leadership competencies. If you are working on a functional competency, involving a third party works most effectively. For example, observing behaviour in meetings with cross-functional teams, or when working on project implementa-tion plans.

Perform special assignments

Performing a task or running a project that is not yet part of your remit is a very effective tool for directly practicing the competency that needs addressing. Special assignments often require close coaching, as they involve practicing a skill in real time.

Perform cross-functional assign-ments

Working “on the ground” with another team for a set time period will enable you to truly to fully understand other functional pro-cesses, timelines, stakeholders and issues.

Study subject theory Using the wealth of internal and external resources is an invaluable way of gaining sound theoretical understanding and insight into practical business cases. This approach can be a great way to absorb information and incorporate it into your own daily work. Personal development plans often include this more reflective way of learning.

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Attend an external training course

These work well when the competency is not company specific and re-quires an in-depth understanding of complex matters. Due to the costs and time requirements, external courses should be used only when the intervention needed is urgent and crucial to job performance. Courses need to be selected carefully.

Attend an internal training course

Internal training courses can potentially incorporate all the above devel-opment tools. The right course will transform performance over a short period of time. Make sure you evaluate whether the training content/content level addresses the need.

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Example of a Personal Development Plan

Below and on the next page is a good example of a PDP

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Application and Monitoring

Once the PDP is agreed, employee and manager need to apply the actions and monitor the process.In bilateral meetings, both can refer to the agreed PDP actions. The employee asks for, and manager provides, regular feedback and support.

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Mid-year review

The purpose of the mid-year review is to ensure that the development plan is on track. The mid-year review is also the moment to ask for support if the employee has difficulty realising some of the agreed actions.

How to hold the mid-year review

• The manager plans the meeting to monitor progress against the PDP, learning objectives, action steps and measurements.

• The basis for the functional conversation is the PDP. No additional preparation or paperwork is needed.

• The objective of the mid-year review is to ensure you are on track in achieving your KPIs and progressing with your PDP.

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Review and PDP templates

Competency Review

With your manager and with reference to the HR profiles, please identify the ideal competency levels for your role. Mark the priority competencies as agreed and the summary of your review discussion. The strengths and development areas identified here will form the basis of your personal development plan.

Competencies Level 1 Level 2 Level 3

1 Technology Watching

2 Business Strategy Contribution

3 GBPT Strategy Definition

4 Quality Management

5 Security & Information Risk Management

6 Governance & Policies

7 Business Process Design

8 Enterprise Architecture Design

9 Requirements Definition

10 Functional Solution Design

11 Technical Solution Design

12 Project & Program Management

13 Solution Build

14 Solution Testing

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Competencies Level 1 Level 2 Level 3

15 Solution Deployment

16 Organisational Change Management

17 Risk Management

18 Client Management

19 Service Operations

20 Service Improvement

21 Supplier Service Management

Ideal for position Priority competency

X Actual level

Summary of Strengths

Competencies Ideal level Demonstrated level

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Summary of Development Areas

Competencies Ideal level Demonstrated level

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Questions & Answers

Questions that relate to all Functional Competencies

1 Why is it important to identify and review Functional Competencies?Improved performance requires improved competencies. In high-performing companies, the critical competencies are clearly identified so that resources are focused on developing them. At Heineken, we too need to identify what functional knowledge, skills and behaviours (competencies) will bring success and build the capability across our organisation. The Executive Board has therefore endorsed the initiative that we are now kicking off: to identify those functional competencies needed for high performance and to embed them in personal development plans, recruitment and career development.

2 How are they connected to the Leadership Competencies?Functional Competencies are knowledge, skills, abilities and behaviours critical to success that are specific to each of the functional disciplines (such as Marketing, Sales, HR, Logistics, etc). Leadership Competencies are applicable to everyone, and make no specific mention to functional knowledge and skills. The relevance and importance of leadership competencies versus functional competencies depends on your role.

3 How can we ensure that Functional Competencies will not become obsolete and irrelevant in the (near) future?

The competencies will be embedded into our people processes such as personal development plans and recruitment. In addition, we will create a Development Guide that provides development solutions for individuals to build their capability.

4 Some of the terms/definitions are new or not usual to my OpCo or region, I will use different words or change the concept for the local implementation. Is it ok?

The ambition of the functional competencies is to establish a common language across the global functions. Therefore, it is mandatory to maintain the language and terminology used in the competencies to ensure consistency across the organisation and bring clarity to the function.

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5 The required Functional Competencies look a lot and too many for me to focus on. Do we have the flexibility to choose and focus only on a few at any one time?

When creating development plans it is important to identify the priority competencies for your role within the OpCo and in this respect focus on only those competencies for your development.

6 How often should this review and PDP process happen between managers and their direct reports? Do OpCos have the flexibility to decide the frequency in view of its organisation needs?

Reviewing the competencies should coincide with the Personal Development Planning process: once a year the PDP is created and its progress is monitored throughout the year. Progress on development plans are best reviewed on a monthly basis through 1:1s.

7 What solutions/competency development programs are available to address the gaps?

The development of Functional Competencies occurs through many different means, including coaching, on-the-job experience, reading books, job rotation, exposure to best practice behaviour, and training. The GBP&T Development Guide is presented based on the 70/20/10 philosophy, where 70% of development is through on-the-job learning, 20% via relationship-based interventions and 10% in a more formal training environment. Please refer to the Development Guide for more information.

Questions directed to GBP&T

8 Where did the GBPT Competencies come from and who was involved?Based on the GBP&T Operating Model, GBP&T colleagues from the Centre, Region and OpCos prepared and defined a list of competencies that are critical for the success of our company. This group, recognised as experts in their functions: 1 refined that list with approval of the GBP&T Leadership Team, 2 detailed the Knowledge and Skills descriptions of the competencies, and3 identified the behaviours that are clear evidence of the level of expertise for each

competency.

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9 How will the competencies be rolled out for each function?The rollout planning and approach of these functional competencies is based on input from the Regional Teams. The competencies are locally implemented and therefore the IT Manager and HR Manager in each OpCo will be heavily involved.

10 How does the OpCo use the management review data to support functional capability?

Through the Management Review Process the OpCos gather information which includes a functional overview of the level of skills and behaviours. This information helps the OpCos to determine what types of development interventions are needed at a company functional level and then we use this to create Regional and Group overviews. In this way, we are able to ensure that the programmes developed at Group are tailored to the needs of our business.

11 How will competencies influence the recruitment and career development processes?

In terms of Career Development processes the focus of Functional Competencies is clear. In fact Functional Competencies began with discussions during the IRC; difficulties encountered with the growth of the organisation meant there was a need to have fair and transparent ways to assess and develop our talent. In addition, we have developed competency-based Interview Guides to support recruitment initiatives in the OpCo.

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GBP&T Competencies Manual