1. RECAP Associate Version
CMP…A One Sysco Approach
AGREE.ACHIEVE.RECAP
RECAP Associate Version
Facilitator:
Say: Welcome to phase three of CMP. RECAP our final phase in our series of CMP One Sysco approach. My name is insert name and I am glad you are here today.
If using co-facilitator(s): Joining me today is (are) [insert name(s)]. He/she (they) will be working with me to share some important information regarding CMP RECAP - One Sysco approach.
Do: INTRODUCTIONS: (if needed)
In table teams, introduce yourself: name, role, location. Share one attribute from a year end performance review that made a positive impact on you. (either one you experienced or one you provided)
Bridge: Let’s look at our ground rules together ……
Module 3: RECAP – Summary of Results and Behaviors 1

2. Mobile phones on silent or off “Parking lot”
Ground Rules
Engage
Participate
Mobile phones on silent or off
“Parking lot”
Facilitator:
Do: post blank Parking Lot flip chart and reference
Say: You have seen these before.
Do: Review ground rules.
Say: As I said, there is a lot of very important information to cover in this session. It is important that we all get engaged and stay engaged - the best way to do that is to participate.
Say:
Learning occurs when there is participation and opportunities to build capability through practice.
There will be opportunities to participate throughout the session.
Say: Although there will be opportunities for questions and conversation, feel free to stop me and ask questions.
Say: As we work our way through the session today, follow along in your participant workbook and take notes in the space provided. All of the slides you will see on the screen are in your participant guide. Therefore, I will not refer to the particular page for each.
Bridge: Let’s review our Outcomes for today ……………….
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3. RECAP Training Session Outcomes
Understand the process for documenting year end results
Learn tips for writing an effective RECAP summary
Understand how to assign an annual rating based on performance results of goals and competencies
Learn tips to have an effective RECAP conversation
Understand next steps
Facilitator:
Do: Review the RECAP Outcomes
Bridge: To make sure we achieve our Outcomes we have an agenda …………….
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4. Preparing for the RECAP Conversation
Agenda
Preparing for the RECAP Conversation
Propose a Performance Rating
Engaging in the RECAP Conversation
Facilitator:
Do: Review the agenda
Ask: Are there any questions at this time?
Do: Answer questions or indicate you will be addressing the question shortly. If question is not relevant to RECAP enter on the Parking Lot.
Bridge: Are we ok to start discussing RECAP? RECAP is the final phase of our One Sysco Coaching and Performance Management process …………….
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5. Overview of the CMP Process
CMP… A One Sysco Approach
AGREE.ACHIEVE.RECAP
Stay Connected:
Good Conversations
Conversations should be frequent and often informal.
AGREE: Goal Setting
ACHIEVE:
Q2 Check-In
Q3 Check-In
RECAP:
Results & Behaviors
Agree on goals and behaviors; define what success looks like.
Check in on performance to ensure achievement.
Review full-year performance on goals and competencies. Finalize performance ratings.
Facilitator:
Say: The AGREE phase is about setting our goals and agreeing on our competencies for the year. Next phase, ACHEIVE was about getting the work done – meeting goals while displaying the Leadership Framework competencies. We would then have informal and formal check-ins with our managers through out the year.
Last phase is RECAP – reviewing the full year summarizing our goals and competencies results.
Ask: What questions do you have about the CMP process ……………..
Bridge: let’s review the three main steps for RECAP …………..
The CMP Process is all about staying connected through conversations.
Three key steps:
AGREE :Goal Setting
ACHIEVE :Quarterly Check-ins
RECAP: Summary of Results & Behaviors
Review progress of goals and behaviors; adjust as needed.
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6. RECAP: Three Main Steps
Prepare
for the
RECAP
Conversation
Propose
the
Performance Rating
Engage
in the
RECAP and Pay for Performance
Conversation
Facilitator:
Say:
Steps:
Preparing for the RECAP Conversation - Documenting of year end results: gathering of feedback and concrete examples, year end RECAP
2) Propose the Performance Rating– Propose a rating for each goal and final rating - based on goal attainment , competency development and using the LF rating outline.
3) Engaging in the RECAP Conversation – Conversation with manager and associate of the associates full year’s performance. Comments and final rating are reviewed. Merit Award letter is presented.
Say: Here you see the high level timeline of these events during the performance management season.
This shows you that it is a thoughtful process. This process sets out enough time to allow you to prepare for a meaningful conversation, not preparing Sunday night for Monday.
There is a gap between June and August as your manager needs to prepare for the RECAP conversation.
Bridge: Next we will look at each of the three steps of RECAP in more detail.
June
June
August
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7. Step One: Prepare for the RECAP Conversation
Propose
the Performance Rating
Engaging in the RECAP and Pay for Performance
Conversation
Facilitator:
Say: We will start at the beginning with Preparing for the RECAP Conversation .
Bridge: RECAP starts with a Self Review ……………..
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8. RECAP Starts with a Self-Review
What is Self- Review?
Associate’s written documentation of his/her own performance against each of his/her goals.
Why do we ask associates to write a Self-Review?
Associate’s opportunity to reflect on his/her performance for the year
Provide new information to manager
Provide manager with associate’s point of view on his/her performance results
Provide manager with a proposed self-rating
Facilitator:
Say: The CMP RECAP process starts with a Self-Review. Let’s talk about the Self-Review and then look at what it takes to write one.
Ask: What is a Self-Review?
Get: Associate’ s written documentation of their own performance.
Say: Associate ’s written documentation of their own performance against each of their goals.
Ask: Why do we ask associates to write a Self-Review?
Get: So that the associate can reflect on the year; provide the manager with the associate’s thoughts in advance of the RECAP conversation
Do: Click enter text below will appear on screen.
Say: We ask associates to write a Self-Review for a few reasons: Review slide
Allow associates the opportunity to reflect on their performance for the year
Provide the manager additional information that may be used to write the CMP RECAP
Provide the manager the associate’s point of view on his/her performance for the year prior to the conversation
Provide the manager their proposed self – rating. The view of the self rating is the associates point of view of their overall performance for the year.
Bridge: We are all responsible for documenting our own self-review. Let’s take a look at what that includes.
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9. Associate: Documenting Year-End Results
Completed Self RECAP: Jorge Marketing Associate
Process:
Use the Achieve section of the CMP form
Each goal should have a year-end comment
Simply and briefly document your results
Focus on specific results (WHAT) and behaviors (HOW)
Associate Comments: brief highlights to summarize the year in this area
Propose an overall Self-Rating - self-rating is determined by assessing all goals and competencies
Send to Manager
Ensure meeting is scheduled
Goal Rating
Associate Goal Comments
Final Rating
Do: Hand out a copy of Jorge Caban Associate version for participants to follow.
Ask: What information should an associate use to write Self-Review?
Get: Own input and/or reports showing results or metrics;
Ask: Where can you obtain this information?
Get: Data Reports, your own input, manager
Say: If you are not sure where to obtain the information or how to read a report your manager can support you.
Say: The Self- Review is an opportunity for the associate to provide their own input on their performance vs. their goals. The associate gathers quantitative data to support results and competencies through reports or sources of metrics data.This data should be balanced both achievements and goals not obtained.
Say: Once data is gathered the associate will record the results under the Achieve column. Each goal should have a comment in this box that reflects the results or performance for the year. Simply and briefly document the year-end results in the Achieve field. Bullet points are fine; Self- Review is not intended to be a long narrative. It is not enough to say “Met goal” or “Did not meet goal”. Actual results and behaviors should be documented. To separate the RECAP data from prior Achieve documentation use a header “RECAP” for each comment. You the associate will now have a complete overview of your results for the year.
Say: Input into the Achieve section of the form should focus on specific behaviors and /or results.
Say: On the slide is an example of a completed CMP form. This is a completed CMP form for “Jorge Caban a Marketing Associate”.
Do: Show completed CMP form on slide. Indicate the information documented in the Achieve column. Link the RECAP information to the goals and competencies. Point out the RECAP header.
Ask: As an associate should you provide yourself a rating on your CMP goals? On your SBO goals (if applicable)?
Answer: Yes
Say: Yes for both. SBOs are a subset of CMP goals, therefore, they should not be treated separately during the year end-process.
Do: Indicate a proposed rating for each CMP and SBO goal (where applicable).
Say: As an associate you will enter your CMP and SBO Final Proposed Rating for the year in the Final Rating box. Both ratings are recorded in the rating box, place in parenthesis behind the rating what the applicable acronym is CMP or SBO.
Your rating is determined by analyzing the results against the goals using the Leadership Framework worksheet and goal
Say: As an associate you add brief highlights/summary of your performance for the year. Your brief summary will be documented in the comment section at the bottom of the form. It is suggested that you summarize your top three performance goals and your 2 – 3 performance areas not obtained.
Say: Once completed, the CMP Form should be given to your manager. Your manager will use your input when completing your CMP RECAP. Your manager will add their comments to your CMP form.
Say: It is the associates responsibility to ensure their RECAP meeting is scheduled.
Ask: Who can provide you with more direction on completing the form?
Get: Manager, TMBP, HRBP, peer
Say: You should reach out to your manager first, however your TMBP or your HRBP can provide direction as well.
Ask: What questions do you have pertaining to writing your self-review?
Bridge: Let’s look at some tips for writing an Effective Associate Year – End Review …………..
Associate Summary Comments
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10. Tips for Associates: Writing an Effective Associate RECAP
Gather fact based/data driven year end results
Gather feedback
Associate writes it him/herself
Build on quarterly feedback
Describe the results / outcomes (WHAT) and behaviors (HOW) demonstrated in the year-end results and comment sections
Use the comment section to provide an overall perspective on performance for the year
Facilitator:
Do: Reference Associate Job Aid
Do: Ask participant to read slide aloud.
Say: Associate gathers year end results for each goal.
Say: Associate gathers feedback received to support results. Feedback needs to be balanced, positive feedback and alternative feedback.
Printed feedback ( s) should be submitted with completed CMP form to manager.
Say: Associate comments on each goal. Some goals will have more detailed comments than others depending on the impact of the result. More details should be included for your top 2 – 3 achievements as well as the top 2 – 3 goals not obtained.
Say: The comments should flow from prior comments written.
Say: Describe the results - Focus on the specific examples of behavior that either helped or hindered performance results.
Say: Comment section should summarize your top achievements as well as summarizing goals not obtained.
Ask: What questions do you have in regards to completing your CMP form?
Bridge: Let’s review the process for your manager to complete your CMP form ………………..
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11. Manager: Documenting Year-End Results
Completed Manager RECAP: Jorge Marketing Associate
Process:
Use the Achieve section of the CMP form
Each goal should have a year-end comment
Review results and behaviors documented by Associate
Focus on specific results (WHAT) and behaviors (HOW)
Brief highlights to summarize the year in this area
Assign rating for full-year of performance; rating is determined by assessing overall behaviors (LF) and goals
Manager meets with leader to calibrate ratings
Schedule RECAP meeting with Associate
Goal Rating
Mgr. Goal Comments
Final Rating
Facilitator:
Say: Your manager will collect feedback and information, then the manager will:
Analyze the results (WHAT) and behaviors (HOW) used to achieve results
Populate the RECAP year-end results and summary comments into the Achieve section of the CMP form
Do: Show year-end Achieve section.
Say: Your manager will add specific details about each goal. They will be added in the Achieve column. To indicate their comments your manager will use their initials as a header. Each goal will have a comment in this box that reflects the results or performance for the year. It is not enough for the manager to say “Met goal” or “Did not meet goal” Actual results and behaviors should be documented. More details will be included for your top 3 achievements as well as the top 2 – 3 goals not obtained.
Do: Show summary section.
Say: Your manager will add brief highlights about your performance for the year. They will be added to the comment section at the bottom of the form.
Do: Show rating section.
Say: Your manager will rate each of your goals, CMP and SBO (where applicable) as well as provide you an annual rating for CMP and SBO (where applicable).
Bridge: Now that you have prepared our CMP form you need to rate each goal and propose a final annual rating…………………
Mgr. Summary Comments
omments
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12. Step Two: Propose the Performance Rating
Prepare
for the
RECAP
Conversation
Propose
the Performance Rating
Engaging in the RECAP and Pay for Performance
Conversation
Facilitator:
Say:
Step 2:
Propose the Performance Rating – Propose a rating for each goal (CMP and SBO where applicable) and a final rating - based on goal attainment , competency development and using the LF rating outline.
Bridge: Let’s look at Step 2: Propose the Performance Rating in more detail.
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13. Propose a preliminary rating using:
Performance Rating
Propose a preliminary rating using:
One Sysco CMP Rating Scale
CMP documentation
Leadership Framework Worksheet
Facilitator:
Do: Ask participant to read slide aloud.
As an associate if you have an SBO you will propose a preliminary rating for your SBO using the same guidelines ……
Bridge: Next we will look at our Sysco CMP Rating Scale ……..
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14. Performance Rating Scale
SAT Significantly Above Target Consistently exceeds job expectations.
AT Above Target Always meets job expectations and often exceeds job expectations.
OT On Target Regularly meets all job expectations
BT Below Target Meets some, but not all, job expectations.
SBT Significantly Below Target Consistently does not meet job expectations.
*Note: Leadership Framework worksheet is your guide.
Facilitator:
Do: Review our Performance Rating five point scale. We looked at this during AGREE training and it is part of our CMP form. You will use the same rating scale for your SBO.
Say: Be very aware of being “black and white” when assigning the ratings. Take into consideration the weight/ value the goal has as an overall impact.
Say: Ratings are also not a mathematical equation. We do not add them up and divide to give us an annual rating. We need to consider the actions demonstrated, external impact, weight and value of the goal.
Say: Remember, each year is a “stand alone” year for purposes of performance management.
Ask: What do we need to be aware of when proposing a rating as an associate?
Bridge: Let’s see if we covered what we need to be aware of when proposing a rating as an associate ……………
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15. Propose a Rating
Consider both results (WHAT) and behaviors (HOW) for each goal
Base ratings on the full year of performance
Rating is consistent with documented performance
Use “words”, not numerical rating
No plus or minus added to rating (i.e. no AT+, no OT-)
Compare and contrast definitions
Weigh each goal result for impact
Facilitator:
Do: Ask participant to read slide aloud (first 3 bullets come up with first click).
Say: The goal is to differentiate ratings based on actual performance.
Say: In order to differentiate ratings, we must 1) give the rating that is really deserved 2) for the full year of performance 3) considering both WHAT and HOW
Do: Click for the next four bullets to come up.
Say:
This is not an equation total ATs minus total OTs = final rating
Compare and contrast ratings using the Leadership definitions
Each goal rating needs to be weighed – what was the impact to the overall results
Say: We have five ratings. These ratings are to be used as they are. We do not give numerical ratings (1 – 5) and we do not give variations of the ratings (OT+, AT-, etc.).
Ask: What questions do you have about assigning each goal a rating?
Do: Reference Associate Job Aid
Bridge: Next we will review the LF five ratings …………..
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16. Leadership Framework Worksheet
Leadership Framework Behavioral Worksheet INDIVIDUAL CONTRIBUTOR
Version
Rating Scale
Significantly Below Target
Below Target
On Target
Above Target
Significantly Above Target
5 Point Rating Scale
Competency
Behaviors
Facilitator:
Do: Distribute a copy of the Individual contributor Leadership Framework Worksheet to all participants
Say: Looking at the Leadership Framework Competencies Worksheet, note that there are five columns to the right of each competency. The five columns represent the 5 point rating scale. This should look very familiar to you as it was introduced
in our Agree training.
Three of the columns contain examples of behaviors with headings for rating performance:
Significantly Below Target
On Target
Significantly Above Target
If a behavior seems to be between two descriptors, then choose one of the “between” columns. The other two ratings (without examples) are:
Below Target
Above Target   
Bridge: Next we will participate in a rating activity ……………
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17. Activity: Performance Rating
Reference Material:
Leadership Framework Worksheet
2) Performance Rating Activity Handout
Instructions:
Read each scenario as a table team
Rate each associate based on the data provided.
During the full group debrief, we will review each scenario. One person at your table will hold up the appropriate colored square to show how you rated the associate in each scenario.
Time: You will have 15 minutes for discussion and rating.
Facilitator:
Do: Print Performance Rating Cards laminated colored squares. You will need one set of 6 colored squares per table.
Print copies of the Leadership Framework Worksheet Individual Contributor
Print copies: Performance Rating Activity
Do: Handout Performance Rating cards – one set per table
Handout LF Worksheet Individual Contributor – one per person
Handout Performance Rating Activity – one per person
Note: The purpose of this activity is to take the scenarios as they are written and assign a Performance Rating.
Do: Start the activity.
Say: To support this activity you have a copy of the LF worksheet . The rating scale and instructions are included in Performance Rating Activity document.
Do: Explain the instructions as outlined on the slide and handout.
Ask: What questions do you have regarding the instructions for the activity?
Scenarios:
Scenario #1: Associate 1 has performed well in the past, works a lot of hours, is well-liked, but has missed some goals for the year. One of those missed goals had a significant negative impact to another department. What overall rating would you give to her?
Rating __BT
Say: The performance rating would be BT (below target) because he/she did not meet all of his/her goals. Most importantly one of the goals had a significant impact to another department.
Scenario #2: Associate 2 received a rating of “Below Target” in the past but really excelled in FY She met all of the objectives for the performance year and even exceeded three of them. Associate 2 consistently displayed the right leadership behaviors from the Leadership Framework. What overall rating would you give to her?
Rating _AT______
 Say: The performance rating would be AT (above target) because he/she met all and exceeded some goals AND consistently demonstrates our LF Core Competencies.
Scenario #3: Associate 3 performed well on all of the metric goals by hitting every number. Feedback from some internal stakeholders was concerning. Associate 3 showed a tendency to raise his voice at people, at times caused disruption with last minute requests, and took credit for work that the whole team accomplished. What overall rating would you give to him?
Rating BT__
Say: We are all responsible for demonstrating all the behaviors in the LF even though they are not on our CMP form.
 Scenario #4: Associate 4 had a rough start to the year – he had problems with communications that led to poor relationships on the team. After ongoing coaching in the quarterly Achieve meetings, Associate 4 showed strong and consistent improvement in communication and relationships in the second half of the year. Associate 4 achieved all of the metric goals for the year. What overall rating would you give to him?
Rating __OT_____
 Say: If the associate actions demonstrate a consistent effort in development of a competency the associate should receive a OT rating. The changes in competencies should also reflect goal results.
Scenario #5: Associate 5 is On Target for five of the seven CMP goals; the other two are Below Target. The two Below Target goals were impacted by external circumstances that the associate could not control. She demonstrated solid leadership behaviors throughout the year and proactively worked to try and keep all of the goals on track. What overall rating would you give to her?
Rating ___OT____
 Say: An associate should not be penalized for external circumstances that they could not control. There should be specific examples of what has taken place and any actions taken by the associate.
Scenario #6: Associate 6 accomplished all of his goals as written on the CMP – the metrics were hit and the leadership behaviors tied to each goal were displayed. However, there has been an ongoing problem all year that continues to escalate. The problem is related to a leadership behavior that is part of the Leadership Framework: Innovation, but that behavior is not specifically tied to one of the CMP goals. What overall rating would you give to him?
Rating ___BT____
Say: Remember, each year is a “stand alone” year for purposes of performance management.
Bridge: Next another activity where you will provide ratings for three Marketing Associates ……….
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18. Activity: Rating Marketing Associates
Instructions:
Part I:
Work Individually:
Assign a final overall annual rating for all three associates use the Leadership Framework Worksheet and the Performance Rating Scale.
You have 10 minutes to complete this activity.
Part II:
Work in your Table Team:
Come to a consensus on a proposed final rating for all three associates.
Use the Leadership Framework Worksheet and the Performance Rating Scale to support your rating.
Debrief using rating questions below.
Rating Discussion Questions;
What rating did you assign Joe? Jorge? Triniece?
Why did you assign that specific rating?
Give some examples to support very high or low ratings.
You have 15 minutes to complete this activity.
Facilitator: Total activity is 30 min.
Do: Put participants into groups of three.
Distribute Marketing Associate Rating Activity handout to each participant.
Say: We are next going to do an activity using three MA’s comments and final summary (Joe, Jorge and Triniece). The purpose of this activity is to have a good discussion around what rating should be awarded . This discussion will lead to the group coming to a consensus for an overall final rating for each associate.
Say: Part I:
Say: Individually generate a final overall annual rating for Joe, Jorge and Triniece using the LF worksheet and the performance rating scale. This should take about 10 min.
Do: Walk around the room answering questions and redirecting as needed. Keep track of time. Once everyone is done. Move to Part II.
Say: Part II:
Say: You are now meeting as a group of associates to discuss the associate ratings. As a group you will come to a consensus on the final rating for Joe, Jorge and Triniece.
Click to drop the following information;
Calibration Discussion Questions;
What rating did you assign Joe? Jorge? Triniece?
Why did you assign that specific rating?
Give some examples to support very high or low ratings.
Say: You will have 15 minutes to calibrate the ratings and then we will debrief as a large group.
Ask: What questions do you have?
Do: Walk around the room answering question and redirecting as needed. Ensure that the teams are calibrating the ratings by asking questions of one another and discussing the ratings across the group.
Do: Debrief Activity 5 min.
Ask:
What rating did you agree to for Joe?
What rating did you agree to for Jorge?
What rating did you agree to for Triniece?
Were you consistent in how you used the rating scale?
Do you have appropriate performance rating differentiation?
Based on the calibration discussion were any of the ratings be modified?
What would it have taken for Joe Black ( Marketing Associate) to be OT?
Say: I hope this activity lead to good discussion and more clarity in how to propose your rating.
Ask: What questions do you have around proposing a final rating?
Bridge : Now that we have the RECAP written and a rating assigned, it is time to send your CMP to your manager ……..
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19. Step Two: Propose the Performance Rating
Prepare
for the
RECAP
Conversation
Propose
the Performance Rating
Engaging in the RECAP and Pay for Performance
Conversation
Facilitator:
Say:
Once the associate has completed their CMP form. You will now send to your manager.
Your manager will add their comments and a final rating. Once the manager has completed their teams CMP forms they will forward to their manager for review to ensure consistency and fairness. Once this process is completed you will be invited sometime in August to participate in a RECAP conversation.
Bridge: Now that we have our CMP Review written and a rating assigned, it is time to have the RECAP conversation.
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20. Step Three: Engaging in the RECAP and Pay for Performance Conversation
Prepare
for the
RECAP
Conversation
Propose
the Performance Rating
Engaging in
the RECAP and Pay for Performance
Conversation
Facilitator:
Say:
We have completed Steps 1 & 2:
Preparing for the RECAP Conversation - documenting of year end results: gathering of feedback and concrete examples
2) Propose the Performance Rating – Propose a rating for each goal and final rating - based on goal attainment , competency development and using the LF rating outline.
Next is Step 3:
3) Engaging in the RECAP Conversation– Conversation with manager and associate of the associates full year’s performance – goals achieved and behaviors demonstrated. Comments and final rating are reviewed. Merit Award letter is presented.
Bridge: let’s discuss the purpose of the RECAP conversation …………….
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21. Purpose of the RECAP Conversation
Meet with your manager to review your past year’s performance:
WHAT – full year results based on goal attainment
HOW – behaviors that supported goal attainment
Review your Final Rating for performance for the year
This is a two-way conversation between manager and associate
Facilitator:
Do: ask a participant to read the slide
Bridge: Let’s look at the agenda for the RECAP conversation …………..
“You cannot teach a man anything; you can only help him discover it in himself.”
- Galileo Galilei
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22. RECAP Conversation Agenda
Time
Topic
Direction
5 min.
Review meeting purpose
Have two copies of the CMP form ready
Explain the purpose of the meeting
Establish rapport/ease
min.
Discuss Performance
Use written CMP form as a guide
Discuss each goal, spending more time on goals that were exceeded and goals not obtained: ensuring that associate has a clear understanding of what was or was not achieved
Discuss questions or concerns
Actively listen
15 min.
Review Rating
Link summary of achievement against goals . Do this for both results (WHAT) and LF behaviors (HOW).
Discuss concerns and questions
Summarize
Summarize the conversation
Associate to sign
Present Merit Award letter and SBO payout factor letter (where applicable)
Link summary of achievement against pay for performance
Check for understanding
Facilitator:
Do: Review slide.
Say: Your manager will want to spend more time goals that exceeded expectation and on goals not obtained.
Say: As an Associate if you have SBO’s they will be part of the RECAP Conversation Agenda; SBOs are a sub-set of CMP.
Say: You manager will close the meeting off linking your merit award to performance.
Bridge: Next we will look at some tips of having an effective RECAP conversation.
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23. Associate Tips: For an Effective RECAP Conversation
The meeting should be in a quiet area away from distractions
Review each goal – two-way dialogue
Outcome should not be a surprise for the associate
Be open to feedback
Ask for clarity
Provide additional information
Facilitator:
Do: Reference Associate Job Aid
Ask: Participant to read the slide
Bridge: Next we will review the RECAP timelines ………………..
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24. FY15 Recap & Pay for Performance Process
June
July
July
August
Prepare
for the Recap
Conversation
Calibrate and Assign CMP Performance Ratings
Determine Pay for Performance
Facilitate the RECAP Conversation
Associate completes his/her self review using CMP form
Leader gathers concrete examples of progress of goals & competencies
Leader schedules Recap conversation with Associates
Manager leads Recap conversation with Associate
Manager reviews the CMP final rating
Manager and Associate review comments and sign CMP form
Manager shares the merit award with the Associate and checks for understanding
Manager sends completed CMP
forms to HRBP
Leader drafts reviews and assigns ratings
Leader sends completed CMP form(s) to his/her
Leader
CMP ratings and merit award calibrated (may be done in one on one or group calibration
meetings)
Manager completes CMP rating and pay for performance worksheets
Manager submits form to his/her HRBP (payroll)
Manager prepares
key messages for Recap conversation with each team member
Facilitator:
Do: Review the slides
Say: As an Associate if you have SBO’s they will be part of this timeline ; SBOs are a sub-set of CMP.
Say: Here details the timeline of events during the Recap management season. It is very important that all action items are completed by designated due dates to ensure merit increases are paid on time. Your HRBP will provide you with the key dates and actions for this year.
Say: Follow-up Steps
Talent Management will be reaching out to all HRBP leads during July and August to verify status of RECAP facilitation and completion of CMP forms.
Talent Management will send a survey to all associates for feedback on the entire CMP process, Agree, Achieve and Recap in late August. Please support and encourage completion of the CMP survey.
Ask: Any Questions?
Bridge: let’s summarize what we have completed during this session…
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25. RECAP and Pay for Performance
RECAP: Four Main Steps
Prepare
for the
RECAP
Conversation
Propose
the
Performance Rating
Engage
in the
RECAP and Pay for Performance
Conversation
Facilitator:
Say:
Steps:
Preparing for the RECAP Conversation - Documenting of year end results: gathering of feedback and concrete examples, year end RECAP
2) Propose the Performance Rating– Propose a rating for each goal and final rating - based on goal attainment , competency development and using the LF rating outline.
3) Engaging in the RECAP and Pay for Performance Conversation – Conversation with manager and associate of the associates full year’s performance. Comments and final rating are reviewed.
Bridge: Next we will look at your next steps ……..
June
June
August
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26. Next Steps | 26 Complete your self-review on your CMP form
Submit to your manager
Meet with you manager for your CMP RECAP conversation
Meet with your manager to start to prepare for Agree
Complete a survey from Talent Management on the entire CMP process
Facilitator:
Do: Read slide.
Ask: What questions do you have about next steps?
Bridge: Let’s review the overall outcomes for today ………………..
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27. RECAP Training Session Outcomes
Understand the process for documenting year end results
Learn tips for writing an effective RECAP summary
Understand how to assign an annual rating based on performance results of goals and competencies
Learn tips to have an effective RECAP conversation
Understand next steps
Facilitator:
Do: Review the RECAP Outcomes
Say: This slide describes what will be covered at the end of the year, RECAP. The manager and associate should discuss what goals and competencies were achieved, challenges and opportunities. Each should come prepared with concrete examples to support ratings. A final rating will be given. Your leader will share with you your merit award based on pay for performance.
Bridge: we have covered a lot of information today. Let’s move onto to questions?
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28. Thank you! | 28 28 Say: Questions?
Close: Thank you for your time and participation. Enjoy the rest of your day.
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