PDRPDRPerformance Development ReviewPerformance Development Review

Common languageCommon language:• for the whole Group throughout the world• for all functions

Common principles between managers and teamsCommon principles between managers and teams:• to set individual, collective and development

objectives• for an objective assessment of performance and

competencies

At the heart of the HR policyAt the heart of the HR policy:• helping employees’ professional development • Helping employability of all employees

Common toolCommon tool: HIRIS (to be deployed end 2008)

Why a PDR?Why a PDR?

4 concrete goals4 concrete goals

2 – APPRAISE MANAGERIAL AND FUNCTIONNAL COMPETENCIES AND

IDENTIFY AREAS TO DEVELOP

1 – DEFINE/EVALUATE BUSINESS AND DEVELOPMENT

OBJECTIVES

3 – BUILD INDIVIDUAL DEVELOPEMENT PLAN

4 - IMPLEMENT AND

MONITOR PROGRESS

Role of PDRRole of PDR

– attracting – retaining – developing talent –

3. Resource Committee

2. People review 1. PDR

1. Setting objectives

3. Assessment

2. Coaching

3. Salary review

Global Global remuneration remuneration

PDRPDR

Resource developmentResource development

2. Budget compensation, planning

1. Market research / Internal equity

Process & TimingProcess & Timing

Oct Nov Dec Jan Feb Mar Apr May Jun July Aug SeptSept

Budget

Budget

Salary review Bonus

PeopleReview

ResourcesCommittee

PDR CoachingFeedBack

PDR key component:PDR key component:

• Performance review (objectives/goals assessment)

• Competencies assessment (Managerial & Functional)

• Development review (IDP & Mobility)

• Comments & Signature (Employee, N+1, Functional & N+2)

Performance review summary:

PDR RatingsPDR Ratings

1. Far beyond objectives2. Exceeded some objectives3. Achieved objectives4. Achieved some objectives5. Not achieved objectives

Part 1 - PerformancePart 1 - Performance

• Individual goal/objective weightage (%)weightage (%)

• Individual goal/objective achievement level (%)achievement level (%)

• Individual goal/objective evaluation:

PDR Rating Numico Alignment ???

A. Exceeded L5B. Met L4 (150%)C. Partially attained L3 D. Not metE. Not applicable

Part 2 – Goals & EvaluationPart 2 – Goals & Evaluation

1. Develop business2. Achieve results effectively3. Anticipates / Is proactive4. Brings a strategic contribution5. Develops cross-functional effectiveness6. Leads & drives for change7. Builds high performing teams. Fosters team

spirit8. Identifies & develops people’s talents: provides

feedback, coaches and provides a learning environment

9. Communicates with hierarchy10. Is able to take measured risks and to innovate11. Has passion for excellence12. Displays resilience, determination and flexibility

Part 3 – 12 Managerial CompetenciesPart 3 – 12 Managerial Competencies

• Managerial competencies Managerial competencies Management Management Development MapDevelopment Map

• Functional competencies

Part 3 – CompetenciesPart 3 – Competencies

Part 3 – MDP goalPart 3 – MDP goal

Keep it simple

Bringing greater precision & objectivity into assessment and expectations setting

Improve the quality of discussion between manager & boss around managerial competencies

Focus on development Providing a road map to build

IDP & facilitate individual development

Management Development Map Management Development Map (MDP)(MDP)

Create at CBU/department level an environment conducive to development

Coach and challenge othersSupport a learning environment within the team

Give feedbackDevelops people with talent

Cultivate & recognize cross-function effectiveness

Build and lead cross-function & non-hierarchical teams

Perform in a cross-function & non-hierarchical structure

Cooperate with other functions to accomplish own tasks requiring joint actions

Develop cross functionaleffectiveness

Cultivate & recognize resilience & determination within the organisation

Perform in uncertain & changing environment

Lead teams & projects with determination & perseverance

Demonstrate self-control & self-confidence

Displays resilience, determination and flexibility

Strive toward constant improvement of the organisation

Set the bar higherMeasure & support excellence

Self challenge excellence level

Has passion for excellence

Develop a competitive advantage with breakthrough innovations

Investigate & seize opportunities to innovate

Support innovationBe open to new ideasIs able to take measured risks & to innovate

Drive changeLead change with peopleSupport changeWelcome change positively

Leads and drives for change

Lead and challenge strategyShape and animate strategyImplement strategyUnderstand deeply strategic issues

Brings a strategic contribution

Challenge and drive ambitions

Develop transversal/team effectiveness

Build and support team effectiveness

Cooperate effectively Builds high performing teams

Influence indirectlyConvince othersDefend ideasInteract constructively with others

Communicates well with senior mgt

Think & act up to 3-5 years ahead

Think & act up to 2-3 years ahead

Think & act up to 12-18 months ahead

Think & act up to 9-12 months ahead

Anticipates / is proactive

Act to prepare long term strategic goals

Achieve significant results improvements

Lead the team/project members to achieve the objectives

Make concrete efforts to achieve own objectives

Achieve results effectively

Anticipate major business evolutions

Optimize business & create significant value at department level

Monitor his/her business effectively

Show basic understanding of financial issues

Develop business

STEP 4STEP 4STEP 3STEP 3STEP 2STEP 2STEP 1STEP 1

MDP – How it was buildMDP – How it was build

Build Vision & Drive ChangeBuild Vision & Drive Change

Develop TalentDevelop Talent Develop Develop PerformancePerformance

Danone values

SelfSelf

Capitalizing on Danone best Capitalizing on Danone best practicespractices

short-term/on-the-job results

effective interaction

on-the-job operational

improvements

operational impact on team or as «overlay»

some line or transversal

mgt

conducting progress in

area or responsibility

mid-term impact in

department or as

« overlay »

leading teams - direct or

transversal

driving change in

department or as

« overlay »

strategic long term impact

empowering teams

impulsing step changes

at CBU/ cross-CBUs

level

Build Vision & Drive Change Level of decisions

Develop Talent

Level of people responsibility

Develop Performanc

e Level of impact

Step 1Basic

Step 2Qualified

Step 3Experienced

Step 4Master

Deliver… Ensure… Drive… Lead…

4 steps as guide consistent with 4 steps as guide consistent with manager classificationmanager classification

E.g. Engineers, business analysts, junior brand manager, sales rep….

E.g. senior product manager, KAM, plant HR manager…

E.g. plant director, head of IT, small BU management committee members…

E.g. Mgt committee members in medium/large size positions; large BU category marketing dir.…

• Steps are used as « targets » for each manager level :

Eg. A manager may have some competencies below target even if he/she’s experienced

Eg. A manager may of course be above target

• Flexibility to set locally (or for a function) specific expectations for some competencies

9.9 managersObjective is to grow to step 1Can be promoted as 9 if : step 1 on some competencies + potential to grow to step 1

For executives:

managerial comp. level 4 are relevant

in addition of specific GM competencies

Overall EvaluationOverall Evaluation

• Overall evaluation is the result of the comparison between competencies assessment and expectations (targets)

+

Overall assessment

Comp. 1

Comp. 2

Comp. 3

(…)

Comp. 12

Step 1 Step 2 Step 3 Step 4

N/A

Objective assessment

For a manager in an entry level 7 position For a manager with experience as level 7For a manager with strong level 7 experience

Expectations

expectations can be at the lower end of the target

expectations can be at the targetexpectations can be at the higher end of the target

A. Exceptional person

B. Higher than expected

C. In line with requirement

D. Lower than expected

• Master (master know-how and able to lead innovation)

• Experienced (ability to perform in various environments and able to coach)

• Qualified (ability to perform in a stable environment, with limited coaching)

• Junior (basic knowledge)• Not applicable (either because the competency

cannot be implemented or because the assessor was not able to observe it)

Part 3 –Functional Competencies Part 3 –Functional Competencies SummarySummary

Part 4 – DevelopmentPart 4 – Development

1.1. Strengths / Development areasStrengths / Development areas• Strengths } linked to

competencies• Development areas } assessment

2.2. Individual development planIndividual development plan• Development focus• Action plan (training, coaching, projects)• Dateline (for each plan)

3.3. Future job opportunitiesFuture job opportunities• Employee’s proposal (personal aspiration &

timing)• Recommendations of the supervisor for

development (normally discussed and validated during resources committee)

Preferably

not more

than 2 skills

to develop

Linking Competencies assessment to Linking Competencies assessment to IDPIDP

Step 1 Step 2 Step 3

Step 4

1. Develops business.

2. Achieves results effectively.

3. Anticipates / is proactive.

4. Brings a strategic contribution.

5. Develops cross-functional effectiveness.

6. Leads and drives for change.

7. Builds high performing teams

8. Develops people with talent

9. Communicates well with senior management

10. Is able to take measured risks and to innovate.

11. Has passion for excellence.

12. Displays resilience, determination and flexibility.

Made in Danone

Danone Leading

Edge

360°

Part 4 – DevelopmentPart 4 – Development

4.4. Employee’s geographical mobilityEmployee’s geographical mobility• Mobile (International or National)

Zone preference Country preference Obstacle General comments

• Not mobile

Part 5 – Comments & SignaturesPart 5 – Comments & Signatures

• Supervisor (N+2)

• Functional Manager

• Supervisor (N+1)

• Employee