My Performance Booklet

My Performance

MY PERFORMANCE

Name:

Employee Number:

Job Title:

Location:

Employee Signature:

Manager:

Manager Signature:

Year:

This performance document is in place to:

• Record your SMART performance goals, required behaviours and to set out what success will look like for you.

• Record your Personal Development objectives including “how” these will be met.

• Record your Annual and Interim reviews and performance rating.

This document should be viewed as an ongoing, editable document. As the needs of the business change and adapt, your personal goals and targets may also need to move throughout the year, and this document will be used to update and reflect any of these changes.

You will use this document to record your development and performance achievements against agreed objectives and so we encourage you to reference this as part of your 121 discussions throughout the year.

For additional support and guidelines when using this document, please refer to “Managing My Performance Guide”

ROLES AND RESPONSIBILITIES

As an employee:

• Work with your manager to agree the SMART performance goals and development objectives that you will work towards throughout the year.

• Own your performance and personal development - using this document to record your achievements and plan your development activities.

• Gather evidence of your achievements against the desired behaviours (this may include feedback from colleagues, managers, or clients).

• Prepare and contribute to 121 and Performance review discussions.

• Welcome feedback and seek out development opportunities to be the best version of you.

As a manager:

• Clearly communicate your expectations, recognise successes and provide timely feedback to your team.

• When setting performance goals - think SMART and align them to the needs of the business.

• Be able to clearly explain the expected Miles & Barr behaviours and how these will contribute to success.

• Help to identify learning opportunities and provide appropriate support to your team to enable them to develop.

• Encourage on-going development activities and provide effective on the job coaching.

• Give open, honest and constructive feedback, ensure there are no “surprises” in formal performance reviews.

• Commit to holding regular informal 121s, encourage your team to prepare and selfreview.

• Use specific evidence to be able to fairly rate your team against performance measures and be able to clearly explain what “step-change” is needed to move the rating forward if required.

Miles & Barr will:

• Provide training and support to managers to ensure they can confidently manage performance with their teams.

• Monitor performance ratings at midyear and full-year to ensure fairness and consistency.

• Provide a performance management framework to support the business drive towards a high-performance culture.

• Provide guidance to ensure employees are clear what is expected of them and understand the performance management process.

Please review and complete the following sections:

Section A Plan and document the performance objectives or KPIs that you will need to deliver this year.

Section B Plan and document the different ways you will evidence the required behaviours for your role.

Section C Plan and document the Learning and Development activities that you will complete this year to enable you to meet your performance and behaviour objectives or move towards your career aspirations.

Section D Document the performance rating and summary comments for your mid-year and end of year Performance Review Discussion.

SECTION A: DELIVERING MY ANNUAL PERFORMANCE OBJECTIVES

Name: Manager:

Role: Team / Office: Performance Year:

Annual KPI’s/Performance Goals Q1 Q2 Q3 Q4

Input no more than 4-8 high level goals or objectives that you need to deliver in your role over the next 12 months

Input 3 or 4 strategic / detailed objectives you will achieve this qtr.

Input 3 or 4 strategic / detailed objectives you will achieve this qtr.

Input 3 or 4 strategic / detailed objectives you will achieve this qtr.

Input 3 or 4 strategic / detailed objectives you will achieve this qtr.

Results Summary: How have you performed against the goals you set this qtr?

Results Summary: How have you performed against the goals you set this qtr?

Results Summary: How have you performed against the goals you set this qtr?

Results Summary: How have you performed against the goals you set this qtr?

SECTION B: HOW I WILL DELIVER THE MILES & BARR BEHAVIOURS

Challenge to Grow Challenge Myself

Challenge Each Other Challenge to Improve Efficiency

Take the Courage to Lead Deliver results with pace Know the numbers Have the commercial edge

Opportunities I have to demonstrate these behaviours in my current role

Innovate and Inspire Be Agile

Demonstrate Tenacity See the Big Picture

Refer to the Behaviours document for examples of how these behaviours will be shown in Leadership roles, Sales roles, and Support Roles. Select 2 or 3 specific examples under each cluster that are relevant to your role and development plans. During your mid-year and end of year PDR meetings, use the bottom of this form to then capture “How” and “When” you have demonstrated these behaviours and the results this produced.

Specific Behaviour 1:

The opportunity I have to demonstrate this in my role:

Specific Behaviour 1:

The opportunity I have to demonstrate this in my role:

Specific Behaviour 1:

Specific Behaviour 2: Specific Behaviour 2:

The opportunity I have to demonstrate this in my role:

The opportunity I have to demonstrate this in my role:

The opportunity I have to demonstrate this in my role:

Examples or Evidence of “Challenge to Grow” behaviours

Examples or Evidence of “Take courage to lead” behaviours

Specific Behaviour 2:

Please continue on blank pages at the back of this document if you need additional space

The opportunity I have to demonstrate this in my role:

Examples or Evidence of “Innovate and Inspire” behaviours

MY PERSONAL DEVELOPMENT PLAN

Development Need Identified Planned Action or Activities The Measure of Success Date to be completed by:

• What is the development that you are looking to achieve?

• This would normally be a skill or ability which impacts an element of your performance i.e. questioning skills, closing the sale, building rapport, developing others, etc.

• You can include current performance here or in the Measures column.

• Break down the activities or learning that you plan to undertake to address the development need.

• Think SMART - i.e. be specific,

• Is it Measurable?

• Is it Achievable in the time that you have allowed?

• Is it Relevant to your role?

• What Timescale will you attach to the activity?

• Once the development is undertaken, what will the outcome be? What is the aim/target?

• When will you do this by?

• You can include the review points here - i.e. review every 2 weeks to track progress with the actual end date being further away and within a realistic timescale.

SECTION D:

MY MID-YEAR AND ANNUAL PERFORMANCE DEVELOPMENT REVIEW

Name: Job title: Employee Number:

Location / Office: Manager:

Please indicate the performance ratings, add your comments, then sign and date. You may use the Performance Grid overleaf to establish the overall rating You must use the following ratings: Outstanding (O), High, (HP) Expected (Ex) Improvement Required (I) Critical Issue ( C)

Mid-Year Performance Rating Performance: Behaviours: Overall:

Employee Comments:

Manager Comments:

Employee Signature: Manager Signature:

Date:

Please continue on blank pages at the back of this document if you need additional space

SECTION D:

MY MID-YEAR AND ANNUAL PERFORMANCE DEVELOPMENT REVIEW

Name: Job title: Employee Number:

Location / Office: Manager:

Please indicate the performance ratings, add your comments, then sign and date. You may use the Performance Grid on page 9 to establish the overall rating You must use the following ratings: Outstanding (O), High, (HP) Expected (Ex) Improvement Required (I) Critical Issue ( C)

Annual Performance Rating Performance: Behaviours:

Employee Comments:

Manager Comments:

Employee Signature: Manager Signature:

Date:

Overall:

Please continue on blank pages at the back of this document if you need additional space

MEASURING MY PERFORMANCE OBJECTIVES

To rate your performance objectives, you will need to review how well these have been achieved throughout the review period.

It is important that you remain aware of your performance against targets throughout the review period. Your 121s will give you the opportunity to keep updated on how you are doing against your KPI’s, but to really focus on your performance and make steps to achieve the goals set it is important that you take steps or have tools in place to monitor your performance on a regular basis throughout the year.

Your performance objectives would then fall into one of the following categories:

Superstar

You will have consistently performed way over and above the measures expected of you in your role. A truly exceptional performance.

Exceeded

You will have exceeded the measures set for your performance during the review period.

Achieved

You will have achieved all measures set for you in your role.

Mostly Achieved

The vast majority of your performance measures will have met the expectations set for the review period.

Underachieved

You will have missed all or most of the performance goals set for you during the review period.

MEASURING MYSELF AGAINST THE MILES & BARR BEHAVIOURS

We have set out the Miles & Barr behaviours under each of the 3 clusters; Innovate & Inspire, Challenge to Grow, and Take the Courage to Lead.

You will notice we have provided examples of the standards we expect for each of our Miles & Barr behaviours and have also given a brief description of what you would see, hear or do if you were displaying ineffective behaviours for each of these subsections.

The behaviours have been set out for Sales Roles, Support Roles and Leadership Roles.

To rate your performance against these required standards, you should document and capture evidence of how you have demonstrated these throughout the review period. This could be in the form of observations, feedback from colleagues or leaders within the business or it could be by feedback that you have received from your clients (internal and external).

When establishing your goals for the year within the “My Performance” document, we encourage you to choose 2 or 3 specific behaviours in each cluster that you aim to focus on for the review period, and document how you will be able to demonstrate or evidence these throughout the year.

Your behaviour objectives will then fall into one of the following categories:

Role Model

You consistently demonstrate role model behaviours and receive consistently excellent feedback from colleagues and clients. You may have also taken steps to demonstrate the behaviours required for roles above your current job level.

Advanced

You consistently meet the behavioural standards expected for your role, and on occasion have demonstrated behaviours above what is expected of you in your role.

Effective

You have met the behaviours expected of you in your role and have sufficient evidence to show how you have achieved these.

Partly Effective

You have met most of the behaviours required for your role, or on occasion have demonstrated ineffective behaviours.

Ineffective

You have little or no evidence of how you have delivered the required behaviours and/or on a number of occasions you have demonstrated ineffective behaviours against the standards required. Once you have rated how well you have met both the Performance expectations and the Behaviour standards you will be able to use the Performance review grid to understand your overall rating. The description of these ratings are set out clearly for you overleaf:

RATING DESCRIPTIONS

Outstanding Performance

This would only be achieved by the highest performing individuals who consistently display a level of mastery in their role and who role model our values and behaviours on a day to day basis.

• Delivered results that are far beyond expectations of their role and stretching performance goals. The level of performance is unique, sustained and created value to the business.

• They are a role model for our behaviours, regularly receiving excellent feedback from our clients and their colleagues.

• Demonstrates outstanding knowledge, skill, initiative and energy on the job while supporting others to do the same.

• Has made a marked contribution by working with others outside of their immediate team to deliver optimal results for the benefit of the client, team, or business as a whole.

High Performance

Achieved by those who have exceeded the performance expectations of their role and demonstrate our values and behaviours to a high level in comparison to others.

• Has consistently delivered high quality results against stretched targets expected in their role.

• Acts consistently to deliver our values and demonstrates our required behaviours to a high standard.

• Has the knowledge, skills, and enthusiasm to deliver their accountabilities with very little direction.

• Has taken the initiative to contribute outside of their immediate team on a regular basis and with positive outcomes.

Expected Performance

Achieved by those who have performed well, delivering the expectations of their role and demonstrated the desired values and behaviours.

• Has delivered a good level of performance, meeting the vast majority of goals set.

• Acts inline with our values and behaviours to a satisfactory level.

• Has good knowledge and skills to effectively achieve the quality and quantity of performance required with the level of support and guidance you would normally expect.

• Has taken the opportunity to volunteer to support the business outside of their immediate team or role on an adhoc basis.

Improvement Required

For individuals who need development because their performance has fallen short of the standards and expectations of their role with regard to either or both performance against goals and behaviours.

• Has not met expectations for their role requirements.

• Is inconsistent in demonstrating our values and has shortfalls in relation to the required behaviours.

• Knowledge, skills and behaviours are not at the level needed and they need significantly more support and guidance than would normally be expected.

• They focus solely on their own role and does not volunteer or contribute for activities outside of their immediate role or team.

• A Performance Improvement Plan (PIP) does not need to be in place to receive this rating, once it has been a warded a PIP must be in place to ensure the expectations for performance is clear and that the correct level of support is in place to address the performance concerns.

Critical Issue

For individuals whose performance continues to fall short of the expectations in regard to their delivery against business goals or/ and behaviours.

• Has previously demonstrated performance below expectation and been awarded an Improvement Required rating with a PIP in place which has not resulted in the desired uplift or improvement.

Or

• Has delivered a performance that shows a serious deterioration over the previous review period. This may be subject to a formal investigation as part of our Managing Underperformance process.

• In all circumstances, a PIP must be in place to address the shortfalls in performance if this rating is given. If the performance does not then improve the issue will be dealt with as part of our Managing Underperformance procedure and could result in formal action.

THE PERFORMANCE GRID

EXCELLENTSuperstar

Exceeded

PERFORMANCE

Achieved

Mostly Achieved

Under achieved

POOR

POOR

Ineffective Partly effective Effective Advanced

BEHAVIOURS

EXCELLENT

Role model

The overall rating is based on your performance relative to your peers, based upon a standard performance distribution curve. The diagram is a guide only and shows how performance against objectives and behaviours can combine to form an overall rating.

Outstanding performance

High performance

Expected performance

Improvement required

Critical issue

USE THIS ADDITIONAL SPACE TO COMPLETE YOUR FORMS IF REQUIRED STATE CLEARLY WHICH SECTION AND QUESTION YOUR ANSWERS REFER TO

USE THIS ADDITIONAL SPACE TO COMPLETE YOUR FORMS IF REQUIRED

STATE CLEARLY WHICH SECTION AND QUESTION YOUR ANSWERS REFER TO

USE THIS ADDITIONAL SPACE TO COMPLETE YOUR FORMS IF REQUIRED STATE CLEARLY WHICH SECTION AND QUESTION YOUR ANSWERS REFER TO

USE THIS ADDITIONAL SPACE TO COMPLETE YOUR FORMS IF REQUIRED

STATE CLEARLY WHICH SECTION AND QUESTION YOUR ANSWERS REFER TO

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