PGV Product Supply

Title: PERFORMANCE EVALUATION CRITERIA

Purpose: To provide criteria for employee performance
evaluation
Document No.
S-02-07-03-05.0
Process Owner: Rewards/
Recognition System Owner

Prepared by: Rewards/ Recognition
System Owner
Copy No. Process Customer: All employees Concurred by : HRIT

Issue Date:
20/12/1997
Next Review:
20/1/1998

Issue No. 1 Approved by: Plant Systems Owner "WHAT COUNTS" FACTORSFACTORS OF EFFECTIVE PERFORMANCE
The primary outcome expected from everyone has two key components.

relationships, even in difficult situations.
- Works with the end result in mind, despite
obstacles.
- Works across organizations to develop the best
approaches and get the best results. THINKING/PROBLEM - SOLVING

COMMUNICATION
- Sorts through complex data: gathers other relevant
viewpoints; identifies important issues; thinks
through alternatives.
-

Seeks first to understand, then to be understood.

-
Integrates intuition and data from a variety of
sources; makes well-reasoned conclusions and
develops a solid plan of action.
- Organizes and expresses thoughts clearly and
concisely, both in speaking and writing, so that
others understand.
- Learn from successes and mistakes to solve
problems better.
- Expresses ideas in ways that build commitment to
them, even when unfamiliar or unpopular, involves
and fully informs others in a timely way.
- Recognizes developing problems and handles

get the desires result.
- Achieves technical mastery and develops it in
others.
- Champions ideas and people to get breakthrough
results.
- Converts technical skill into practical applications to
better meet consumer needs.
- Users a variety of resources effectively - Integrates linkages with the business process of
suppliers and customers. FACTORS OF EFFECTIVE PERFORMANCE - KEY COMPONENTS

1. BUILD THE BUSINESSELEMENTS

EXCEPTIONAL

STRONG

FUNDAMENTAL

IMPROVEMENT AREA
•
Consistently delivers high-
quality results, both short
and long-term
- Defines measures &

positive relationships with
customers or suppliers.
Occasionally has a negative
impact on customers or
suppliers
- Pulls together plans that
address mutual needs of
suppliers and customers
- Understands the impact
on the financial health
area for Company
- Meets commitments on
time
- Sometimes makes
improvements that improves
area’s or teams results
- Influences the
Vision/Mission/Objective
s of the area/Dept. or
plant
- Personally produces
and causes others to
produce cost effective
results which meet
business need thru area
- Produces quality and cost
effective results that meet
targets
- Has difficulty completing
plans on time

EXCEPTIONAL

STRONG

FUNDAMENTAL

IMPROVEMENT AREA
•
Develops own capabilities - Continues self development
throughout entire career
- Role models effectively - Seeks and uses feedback - Has difficulty in helping
others to learn. Does not
normally take initiative to
help others.
-

Uses and changes
organizational culture to
deliver improved results
- Uses own strengths
and weakness to
improve results
- Learns from mistakes -

Normally is told how to
improve self
- Operates effectively in
a variety of teams
- Develops self (including
career plan)

do work
- Builds a winning organization
(right people in right place)
- Coaches/ counsels
different (diverse)
people
- Actively listens - Occasionally works with
suppliers or customers
- Seeks “right” assignment for
individual/self
- Coaches/counsels &
deals with poor
performers
- Sets priorities - Limited examples of having
positive impacts on
customers/suppliers
- Counsels low-contributors - Uses involvement and
team participation to
get results
- Handles
confrontation/feedback
well
- Limited participation in
training/teaching of others
- Coaches leaders in managing
individuals and teams
-

Recruits effective
people

EXCEPTIONAL

STRONG

FUNDAMENTAL

IMPROVEMENT AREA
•
Improves business
processes - how the
organization accomplishes
its objectives
- Utilizes vision/
objectives/ measures to
focus organization and
teams
- Utilizes Total Quality
principles to improve
results (QIP)
- Utilizes Total Quality
principles to accomplish
work
- Does not follow established
system and CBA, procedure
of others
- Achieves high
improvement
levels(>10% =
breakthrough)
- Builds & renews high

FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 1. INITIATIVE & FOLLOW THROUGH
ELEMENTS

EXCEPTIONAL

STRONG

FUNDAMENTAL

IMPROVEMENT AREA
•
Gets going on important
priorities; overcomes
obstacles and takes
appropriate risks; keeps
moving toward objectives
- Balances short and long-
terms issues to get
optimum solutions
--
Gets results in

- Meets commitments in a
timely manner
narrow field. Normally is
assigned work from others.
Rarely starts something
new. Often depends on
others to set goals.
•
Sets specific, stretching
objectives, and meets or
exceeds them
- Delivers breakthrough
business improvements
-
-
Finds and acts on
opportunities that will
produce improved
business results
Able to influence other
goals and targets
-
-
-

Delivers high-quality work
Meets customer needs
-
Produces creative/
innovative work
Initiatives ideas which
impact a business,
sector or function
Seeks and analyzes
input on work results,
people and work
systems from sources
throughout the business
or operation area

-

---
Applies Total Quality
principles and techniques
Uses data-based decision-
making processes

Initiates ideas which impact
-

-

-
Approaches work from a
broad, multi-discipline
systems perspective
Analyzes data on
complex or major issues
Sets business focus to
solve problem areas
Effectively leads teams
or others to problem
solving
--Approaches work from
broad, multi-discipline
perspective
Able to diagnose and
solve problems in area
Work effectively (with
others) on teams to

Could perform some of our
work, but would have
problems that weren’t really
•
Integrates intuition and data
from a variety of sources;
makes well-reasoned
conclusions and develops a
solid plan of action
-
-
Leads or personally
provides the critical
thinking for business
(breakthrough > 10%)
Ensures the proper
strategies are being used
in the organization
--
Leads or personally
provides the critical
thinking for initiatives
Provides proper
strategies for area of

learnings/ technology
-

-
Updates and retains past
learning for self and others
Uses one point lessons well

•
Recognizes developing
problems and handles them
well
- -
Works across
organizational
boundaries to ensure
barriers are identified
and resources are in
place to overcome them
Combines judgment with
facts to anticipate
problems and overcome
them.
-

problems and opportunities
where individual or
functional expertise can
make an important
difference
Works to prevent problems
from arising.
Quickly solves the ones
that do FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 3. COMMUNICATIONS
ELEMENTS

EXCEPTIONAL

STRONG

FUNDAMENTAL

IMPROVEMENT AREA
•
Seeks first to understand,
then to be understood


-

-
Actively listens

Invites feedback

Communications effectively
one-on-one
Has good ideas, but
expresses them in ways that
are not fully effective in
winning people over. Tends
to “sell” own point of view
without considering needs of
listener.
Does not communicate
•
Organizes and expresses
thoughts clearly and
concisely, both in speaking
and writing, so that others
understand
- Communicates
proposals and
recommendations

them, even when unfamiliar
or unpopular; involves and
fully informs others in a
timely way
-

- -
Gets hierarchical support
for the organization
Integrates own and
others’ iideas to get
desired results
Creates an environment
where freedom exists to
pursue differences
--

--

way that leverages their
differences in delivering
business results
- Has effective
communications with
diverse individuals
- Recognizes that individuals
have different ways of
thinking and
communicating based on
their culture FACTORS OF EFFECTIVE PERFORMANCE - KEY FACTORS 4. WORKING EFFECTIVELY WITH OTHERS
ELEMENTS

EXCEPTIONAL

STRONG

FUNDAMENTAL

IMPROVEMENT AREA
•

organizational impact
Safeguards proprietary
information
Sets standards
according to PVP for
area
Uses Company
principles in doing work
Use Company values in
doing work
-

-

---Works with other groups in
own organization
Contributes functional
expertise
Knows how to get things
done within own
organization

where all people strive to
develop and deliver their
full potential
Builds an organization
with a track record of
success and individual
satisfaction
-

--
Decides when teams
are appropriate
Uses external resources
for the organization’s
benefit
Seeks out differences to
improve results
-

-
-

Works across
functional/level interface
Is a team player
Works with diverse
resources and ideas

relationships to benefit
the Company
--

-

-
Establishes one-on-one
relationships based on
mutual trust and respect
Knows requirements of
suppliers and customers
Uses resources effectively

Keeps others informed and
involved