Personnel Development

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									This Personnel Development form is used by employers to evaluate an employee's
performance and to devise a development plan to maximize the employee's potential.
The form is provided to an employee to assess his or her performance and potential.
The employee's supervisors also review the form and provide feedback regarding the
employee's performance and potential. Completed forms are kept by the human
resources department of the company and used for personnel development purposes.
This document is a useful tool for any company or employer.
                                                                          Development Program

                                                        Confidential (To be sent in closed envelope)
Employee Name                                                       Personnel No.    Date of Birth        Date Hired

Position                                                            Date Appointed   Department           Location

Supervisor                                 Supervisor’s Superior                     Reviewed Year        Date

1.         Employee’s responsibilities

2.         Main tasks and results achieved (during the past year)

3.         Training

3a.        Completed Training
                                                                                      Did not meet       Met          Exceeded
                                                                                      expectations   expectations    expectations


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3b.      Future Training & Development Measures (also task assignments for development)

         Questions 4-9: ET Web section
         To be filled out directly in ET Web for 1-3 positions.
         To be filled out in paper version for all staff employees who are not in ET Web.

4.       Performance & Potential

4a.       Overall performance rating & outstanding contribution
         Comments on extra contribution, self-development and above-average initiative taken to
         improve business performance. Explanation is mandatory for EP, UP, NR Ratings!

                EP                  VGP                  GP                RP              UP                 NR

        EP = Excellent Performance. VGP = Very Good Performance. GP = Good Performance. RP = Reasonable
        Performance. UP = Unacceptable Performance. NR = (not rated) = insufficient knowledge to make a judgment.

4b.      Performance & Potential (Supervisor’s view)

4c.      Performance & Potential (Supervisor’s superior’s view)

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4d.    Performance & Potential (Employee’s view)

5.     Position requirements
       Update position requirements in respective documents to fit actual and future job contents:
       - Job description updated?                             Yes / No
       - Qualification Matrix updated? (See 3. Training) Yes / No
       - ET Web position requirements updated?                Yes / No
       (only for tier 1-3 positions)

6.     Competency Rating          Rating to scale 1=basic, 2=advanced, 3=expert, 4=trainer (as in Qualification Matrix)

Choose and evaluate the respective set of competencies as differentiated below:
Either for positions tier 1-3 or for other staff positions:

Competencies Management (for positions tier 1-3: CO. Competency Framework)

       Results orientation                         Grade         Functional Expertise                           Grade
       Entrepreneurial business practice                         Professional expertise
       Quality & Continuous improvement                          Methods
       Customer orientation                                      Up-to-date knowledge
       Decision making                                           Experience in related fields
       Perseverance                                              Job related IT skills
       Performance Enhancement

       Analytical Approach                         Grade         Communication                                  Grade
       Analysis & Judgment                                       Information flow
       Complex task planning                                     Team spirit
       Creativity                                                Feedback
       Strategic focus                                           Empowerment & Motivation
       Ability to learn                                          Intercultural sensitivity
       Flexibility & Change Management                           Networking in the organization

       Personality                                 Grade         Leadership                                     Grade
       Self-Confidence                                           Target-setting
       Reliability                                               Delegation
       Self-evaluation                                           Responsibility
       Initiative                                                Assertiveness
       Persuasiveness                                            Values & Business ethics
       Resilience                                                Vision
     Additionally, evaluate area specific skills (QM-Skills, HR-Skills, LG-Skills) as stated in ET Web.
     If done on paper, please use the back of this page or type the skills and rating here below.
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Competencies Staff (for staff positions other than tier 1-3)
                                         Grade                                                                             Grade
          Quality & Continuous improvement                                Analysis & Judgment
          Cost control                                                    Initiative & Motivation
          Efficiency & Results                                            Creativity
          Customer orientation                                            Ability to learn
          Decision making                                                 Information flow
          Team spirit                                                     Time-/Self management
          Resilience                                                      Presentation skills
          Job specific:                                                   Foreign Languages
         If there is need for improvement please return to "3. Training.”
7.        Language Skills
          Language                                       Level    1= basic, 2= advanced, 3= fluent, 4= native/bilingual

8.        Mobility

9.        Succession planning
          Next planned position(s) for employee                           Readiness code              Readiness date

          Successor(s) planned for employee’s position                    Readiness code              Readiness date

        NR: Not ready               RI: Ready immediately             RM: Ready mid-term              RL: Ready long-term
      Not ready to move in       Ready now or within the next        Ready in 6 - 18 months          Ready after 18 months
       foreseeable time                  6 months

10.       Feedback from the employee to the supervisor
          Employee feedback regarding the supervisor in relation to, for example, motivation,
          leadership, communication or other?

11.       Conclusions & next steps

12.       Does the employee give a separate statement to these records?                                        Yes / No

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This document is highly confidential and may only be stored and copied by the HR
Department! Employees can obtain a copy from the HR department upon request.

13.       Signatures

         Employee ................................................     Date .............................

         Appraiser ................................................    Date .............................

                                                                       Date .............................
         Superior ..................................................

Guidelines for a successful Staff Dialogue:
How to use the staff dialogue form:
     The staff dialogue form serves for the documentation of the dialogue results. It contains highly
      confidential and personal information and must therefore be handled accordingly.
     For staff dialogue preparation purposes, the staff dialogue form is at disposition with guidelines on its
      use on the intranet, in the CES.
     During the staff dialogue, the supervisor fills in the form and has the responsibility to assure a fair an
      open staff dialogue. The sections 4-9 can be filled out in ET Web directly for the respective positions.
     In case of differing opinions, the employee has the opportunity to attach his or her opinion or
      comments on a separate paper.

How to answer the Staff Dialogue questions:

Field 1):       Employee’s scope of responsibility: List type and scope of responsibility during the
                period subject to this dialogue. “1. Responsibility” focuses generally on responsibility for
                technical, managerial or personnel issues, instead of single tasks and projects. Responsibility
                should be defined in the most clear and plain way, even if this is the first dialogue. “1.
                Responsibility” should connect daily business responsibility with the job description. In case
                of significant changes of responsibility compared to the last staff dialogue, an amendment of
                the job description can be necessary and shall be conducted at the same point of time.

Field 2):       Main tasks and results: Employee’s performance in completing tasks and obtaining
                results for his/her objectives, also in dealing with changes. The main tasks the employee
                worked on during the reviewed period, should be mentioned here and put down as bullet
                points. For each point comment on level of results and reasons for those results.
                Furthermore, it shall be discussed and documented, to which extent the requirements stated
                before were fulfilled, exceeded or, maybe, not fulfilled.

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Please note: It is not intended to just refer to the incentive agreement. The incentive agreement
                encompasses particular aspects of what the employee is expected to accomplish during a 6
                months period. The staff dialogue, however, wants to discuss the development of tasks and
                responsibility during the timeframe of a whole year and in a more general view.

                Possible questions: What were the specific objectives and tasks/projects the employee
                worked on during the period subject to this dialogue? Were all described jobs done, or, were
                the objectives reached, exceeded or possibly not reached (e.g. quality, cost, results,
                deadlines etc.)? Are there any tasks left? Which factors did particularly influence on the
                results (employee’s capabilities, market conditions, organizational environment etc.)?

Field 3a): Completed Training: By a short review, discuss the competed training measures of the last
                year and the benefit obtained for current and future tasks. Also check if any training has been
                planned and not realized or has been planned and cancelled. What were the reasons and the
                cost involved? Does it need to be re-scheduled?

Field 3b): Future Training & Development Measures: List training measures planned for the coming
                year and consider not only training courses but also internal training (by colleagues),
                development assignments or job rotation. Set priorities as in which timeframe the training
                shall be completed.

Field 4a): Overall performance rating: This section should include comment on extra contribution,
                self-development, initiatives undertaken, etc. Furthermore, give a picture of the overall
                individual performance and where appropriate, team contribution. Comment is mandatory
                for EP, UP and NR assessments, in order to explain, which reasons led to this rating.

Field 4b): Performance & Potential: Supervisor’s assessment of the employee’s professional
                development and potential. Specific functions in the company, which could possibly be
                reached by the employee, should be named here (if possible, with functional grade). This
                assessment is based on the statements given so far concerning the performance and the
                competencies of the employee. The assessment found is a statement from today’s point of
                view, which may change depending on performance. The employee can be nominated as a
                successor for possible future positions in section “9. Candidacies”.

                Nomination as Business or Group Potential: See Standard S7B 111-0 on Management
                Development for detailed explanation on purpose and criteria of Business or Group Potential
                nominations. Nominations have to be confirmed by Corporate Management.

Field 4c): Performance & Potential: Supervisor’s superior’s assessment of the employee’s
                professional development and potential.

                Nomination as Business or Group Potential: See Standard S7B 111-0 on Management
                Development for detailed explanation on purpose and criteria of Business or Group Potential
                nominations. Nominations have to be confirmed by Corporate Management.

Field 4d): Employee’s ideas concerning his professional development, in particular willingness
                to change into a new function/responsibility or a transfer to a different location or
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                project. Furthermore, the employee can present his ideas on income questions. The
                appraiser makes sure that the topics mentioned here by the employee will be contributed to a
                discussion with the next higher Management level and the HR organization at a later point of

Field 5):       Position Requirements: Compare actual position requirements with those stated in the
                job description, the Qualification matrix (P7B101-0 0F119) and in ET Web (if applicable)
                and update those accordingly. Refer also to the responsibilities as stated in “1.
                Responsibilities” and to “3. Training” as a change in position requirements may implicate
                additional training. The position requirements stated in ET Web will serve as reference for the
                individual competency rating of each employee thus indicating strengths and development
                needs in the personal profile.

                Rating Scale (as in Qualification Matrix): 1=basic, 2=advanced, 3=expert, 4=trainer, mentor

                Questions: What is the focus of the current function? Will there be new tasks in the coming
                year? Are the position requirements balanced in terms of local and regional responsibility?
                Does the employee have the expertise to exercise all tasks as stated in the substitution
                regulation? Has the level of required expertise possibly decreased because of organizational

Field 6):       Competency Rating: Rate the employee’s competencies with regard to the current
                function. The level of expertise can exceed the current position requirements which
                suggests a functional development of the employee. The competency rating in ET Web can
                be used to test qualification for a possible future position (Gap report).

                See “CO. Competency Framework” (S7B102-0) for detailed description of each competency.

Field 7):       Language skills: List language skills with the respective level of expertise. Indicate your
                mother tongue with 4 (native/bilingual).
                Levels     1= basic, 2= advanced, 3= fluent, 4= native/bilingual

Field 8):       Mobility: Explain if, and under which conditions the employee is open to work abroad. State
                also restrictions on mobility, e.g. time or a certain geographic area.

Field 9):       Succession planning: Succession planning is mandatory for tier 1-3 positions. It
                encompasses the possible future position(s) for the employee and looks also at possible
                successors for the employee’s position. Each of these nominations is to be validated by a
                readiness date and code. The readiness code and the readiness date indicate when the
                employee might be ready to take over the new function. This judgment can change in the
                course of time and shall be kept updated as training measures or development measures
                come into effect and may thus change the original planning.

                Succession candidacies have to be confirmed in the Management Development Review. For
                detailed information on this procedure see: Management Development S-7B111-0.

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Field 10): Feedback from the employee to the supervisor: Here the supervisor is given the
                opportunity to receive feedback on how their relation is seen by the employee. This
                feedback must be fair and constructive relating to recent examples. It can also involve topics
                that were part of the Employee Survey which is conducted anonymously.

                After all, this is the summary of this Staff Dialogue concerning the tasks, objectives
                and improvement for the future. A detailed working and objective planning is not the
                subject of these records, but the content of separate objective discussions and agreements (if
                necessary, refer to existing objective or project agreements). Please see also section 7
                where reference is made to individual Training & Development Measures.

Field 11): Conclusions & next steps: Measures planned in order to follow-up or improve the
                statements made before. Employee and supervisor recognizes for which measures and
                their realization they will take over responsibility and are thus enabled to adapt his personal
                planning. The measures stated must be transparent and clearly defined. They can include a
                possible consecutive step (change of tasks/transfer), in particular the point of time when that
                change can come into effect. In case of a change in income, it can be agreed upon and
                documented here. Training for the creation of new competencies should be stated under “3.
                Training”. The statements made under “4. Performance & Potential” and “9. Succession
                Planning” reflect an expected development from today’s point of view and may change in the
                course of time.

                Possible questions: Which objective setting and accentuation do the future tasks have?
                How shall priorities be set in future? Are teamwork improvements or communication
                improvements between employee and his/her superior, or within the team, possible? Are
                internal or external customers demanding improvements?

Field 12): Separate statement: In case the employee does have a different view on statements and
                assessments made by the appraiser or the appraiser’s superior, section “11. Separate
                statement” offers the opportunity to express any contrary view. If necessary, an additional
                sheet can be attached.

Field 13): Signatures: By signing this staff dialogue sheet the employee and the appraiser and
                the appraiser’s superior confirm that the entire staff dialogue has been conducted in a
                fair and open way. In case the employee does have a different view on statements and
                assessments made by the appraiser or the appraiser’s superior, section “11. Separate
                statement” offers the opportunity to express any contrary view. In any case it is required to
                have the staff dialogue form signed by all parties.

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