DEVELOPMENT OF PEOPLE
IS AT THE HEART OF OUR HUMAN STRATEGY
1. LEARN BY YOURSELF & CHALLENGE YOUR WAY OF DOING
Everyone's employability is a priority. In our management way, each teammates is responsible and actor of its own development. She/He learns to evaluate her/himself. She/He is co-player in the development of his colleagues. Moreover each Leader is responsible for developing the skills of its teammates. Regular Individuals interview & annual appraisal give pace to the management system. Investing in teammates development enables individual achievement and contributes to group performance.
INDIVIDUAL INTERVIEW MEETING
WHY
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To listen regularly teammates needs, decide related actions together to ensure performance and happiness. teammates development allows to give stability in the organization, than performance.
HOW
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Define debrief format and content
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Define annual planning to respect with an appropriate frequency (ideally monthly)
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Debrief has to be done in an isolated place focusing on the quality of the exchange. Both teammates and leader can talk freely. It takes from 30 to 60 minutes max.
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Debrief must be prepared both sides
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Debrief part 1: Exchange on the teammate satisfaction
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Debrief part 2: Debrief 3 past priorities by the teammate
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Debrief part 3: Identify main difficulties (based on indicators status) and related action plan by the teammate
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Debrief part 4; identify the 3 next priorities by the teammate with the leader
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Then lead the actions decided during the debrief
WHAT
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Regular (high frequency routine) individual meeting between collaborator and leader. They review success and difficulties. Debrief missions's advance & indicators. The leader is at the service of the collaborator to help him to grow by improving its know-how making a mirror of his behavior. The meeting should help to redefine the coming priorities. This meeting is for the teammates. The leader is at his service. Go further here (Human Resources Website).
BENEFITS
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Permit to make sure the teammates knows what he has to do and how to do it.
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Develops confidence: a key opportunity to discuss with your leader. Possibility to build on successes and gain in confidence in your strengths.
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Allows teammates to progress, to develop autonomy.
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It allows to recognize the importance of the job of his teammates, to be interested in his work, recognize their achievements and to accompany him to find ways to not reproduce failures
ANNUAL PERFORMANCE & DEVELOPMENT APPRAISAL
(LOW FREQUENCY ROUTINE)
WHY
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Make a photo of motivations, skills, performances, wages & professional project of the teammates. The aim is to get energy, to go on with the teammates development & prepare the future.
HOW
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Define EAP/EAD format & content
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Define annual planning to respect with an appropriate frequency (ideally annually)
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EAP/EAD have to be done in an isolated place focusing on the quality of the exchange. Both teammates & leader can talk freely. It takes from 60 to 120 minutes max
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EAP/EAD must be prepared both sides
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Then lead the actions decided during the EAP/EAD
WHAT
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The Annual Performance Appraisal (EAP) lets the leader and teammates assess whether performance objectives, with clear targets set at the beginning of the year, have been met. The EAP ideally takes place in January.
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During the Annual Development Appraisal (EAD), the leader and teammates look at the team member's roles skills and behavior. Together, they determine the strengths that will boost confidence and the actions to be implemented to further develop areas for improvement. The EAD is an excellent opportunity to look to the future and help your professional project take shape. It generally takes place in November/December.
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Go further here (Human Resources Website)
ANNUAL REMUNERATION APPRAISAL (LOW FREQUENCY ROUTINE)
WHY
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To present the remuneration decision and the reasons for this decision.
HOW
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Once a year, after salary approval.
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Isolated place. Both Teammates & leader can talk freely.
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Leader has to prepare the meeting with appropriated documents.
WHAT
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The Annual Remuneration Appraisal is a meeting between a teammates and his leader. The aim of this meeting is to:
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Summarize the EAP/EAD (acquisition of the level of professionalism required for the job, behavior, career plans, etc.)
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Reformulate expectations (targets to be achieved, skills to be developed, etc.) for the year ahead.
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Present the remuneration and give a reminder of the remuneration policy (if necessary)
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Explain the monthly bonus system for the coming year and the new scale.
2. COPY & IMPROVE ASSOCIATED BEST PRACTICES
Practice from: AML factory
Contact: Arnaud Bertrand
What: Individuals meetings
Gains: Standardize frame for IDM
Assessment level: Opex E12, from C to B
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Practice from: TEC factory
Contact: Jenny Yang
What: IDM meetings
Gains: Standardize frame for IDM
Assessment level: Opex E12, from C to B
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Practice from:
Contact:
What:
Gains: Standardize frame for IDM
Assessment level: Opex E12, from C to B
​
Practice from: retail
Contact: none
What: individual meeting basic
Gains:
Assessment level:
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Practice from: retail
Contact: none
What: briefing & debriefing
Gains:
Assessment level:
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Practice from: human resources
Contact: none
What: frame for annual developement interview
Gains:
Assessment level:
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3. GO FURTHER WITH OUR COACHING OFFER
Please contact: TEC factory
4. VALIDATE YOUR SKILLS
Competency = to coach on Kaizen Workshop - satisfaction survey - monthly debrief [CIEK]
5. EVALUATE YOUR ORGANIZATION
Assessment = OPEX
Chapter = E12= OPEX
6. SHARE WITH US YOUR PRACTICE
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