business relationship issue advocacy campaigners … · exper ts issue mana gers campaigners...

BUSINESSENABLERS

RELATIONSHIPEXPERTS

ISSUEMANAGERS

CAMPAIGNERS ADVOCACYDRIVERS

C O R P O R AT E R E L AT I O N S

Competencies

2

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

Contents Message from Sean O’Neill 3

How to use this book 4

Our Competencies support our strategy 5

The CR Competencies :

Business Enablers 6 – 7

Relationship Experts 8 – 9

Issue Managers 10 –11

Campaigners 12 –13

Advocacy Drivers 14 –15

Example Job Profiles 16

The Competency Review & Development Cycle 17

Self assessment 18

End-year review 19 – 20

Personal development planning 21 – 22

Application and monitoring 23

Mid-year review 23

3

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

Message from Sean O’Neill

Dear Colleagues,

A world-class CR function needs world-class people. But world-class people don’t just ‘happen’. They develop. Over time, through experience and with support and coaching. So building a truly world class Corporate Relations function at HEINEKEN requires us to prioritise and commit to personal development.

This booklet represents an important step in this regard. The competencies it contains define the behaviours, skills, and knowledge that all of us, regardless of level or geography, need to have to become world class. But these are only words on paper. It is only when we are living these competencies in our daily work that we will deliver our core purpose: To build, promote & leverage REPUTATION in order to create positive conditions for growth.

And in order to get to this point, as individuals, we need the answers to some key questions: What does excellence in my job really look like? Do I know where my real strengths lie? What capability gaps do I need to work on to improve and progress? Most important, do I have a development plan that helps me to on this journey? The answers to these questions are at the heart of this CR Competencies framework.

Compared with our last model, this version is simpler and more focused, going from 46 to 5 core competencies! In line with the way we have developed our strategy and ways of working, the competencies are integrated across all the CR disciplines. From now, the development of everyone in our function will be defined using the same 5 competencies.

The success of this new model will not depend on how well the capabilities are rolled out and written. The real success will depend on how much all of us use the competencies to guide our personal development and – ultimately – how much we bring them to life in our daily work. I therefore urge you to take full advantage of the opportunities that this model offers by agreeing your development priorities with your manager and securing her or his commitment to your personal development plan.

And as always, I welcome your thoughts and feedback on the work we have done and the direction we are taking with this exciting, different approach.

Sean O’Neill Chief Corporate Relations Officer

<< Contents

4

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

How to use this booklet

For whom is this booklet relevant?This booklet is for all CR colleagues within HEINEKEN globally. It is also helpful for HR and Managers outside the CR function who make career decisions for our people.

How to use the bookletThere are 5 CR competencies. Each one provides demonstrated behaviours at three different levels which build on each other, as well as suggestions on the skills and knowledge required to support these. Following each competency page, is a set of suggested resources available to support you in your development and to progress through the levels. They follow HEINEKEN’s approach to development: 70% on the job, 20% relationships and feedback, 10% formal training.

Identify the ideal competency profile Using the five competencies and their associated levels, line managers should map each role in their structure to arrive at a competency profile. This should be on the basis of consultation with the current post holder, and will be signed off within your business area. To assist this process, we have provided some profile examples. As an individual, you can also use these to:

a. consider which areas are most important for your job

b. at which level you currently perform

c. identify and address development gaps

d. judge your own suitability for future roles

Follow the steps in the processThe last section in the booklet takes you through what you need to do at each stage of the competency review and development cycle, as an employee or as a line manager.

<< Contents

BUSINESSENABLERS

RELATIONSHIPEXPERTS

ISSUEMANAGERS

CAMPAIGNERS ADVOCACYDRIVERS

AMPLIFY THE HEINEKENCAM

PAIG

N FOR THE

OF OUR EMPLOYEES RESPONSIB

ILIT

Y AN

D

HARN

ESS THE POTENTIAL DRIVE WORLD

CLAS

S

SUSTAIN

ABILIT

Y

STORY

H

GB

THE P WORLD

STORY

CATE

GORY

Our Competencies support our strategy 5

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

<< Contents

BUSINESSENABLERS

AC RO S S 3 L E V E L S T H I S I S D E MO N S T R AT E D A SThis is our ability to be forward-thinking and shape our business to secure positive conditions for growth.

• Understands the company performance and direction, as well as the market and industry context.

• Engages confidently with internal stakeholders from a range of functions on the market & competitive environment.

• Executes agreed plans and activities which support and enable the business.

1• Connects the local business/market

conditions with the global HEINEKEN business.

• Identifies evolving trends, spotting the opportunities/challenges for the business.

• As a ‘trusted advisor’ confidently informs internal and external stakeholders of our business plans and priorities. Is confident to challenge where necessary.

• Develops the plans and activities which support and enable the business and its reputation.

2• Shapes the business strategy or

direction by providing independent and informed oversight on CR-related topics and external trends.

• Advises business leaders on difficult strategic choices, testing and challenging assumptions.

• Leads programmes to build and/or defend reputation within the Company.

• Coaches others and develops the CR function to improve collective business understanding.

3

S U G G E S T E D K N OW L E D G E & S K I L L S

K N OW L E D G E – Can understand and explain…

• The HEINEKEN Company: ambition, heritage, values, strategy, performance, route to market, brands, innovation, sustainability etc.

• Beer & cider categories: the product, production process, packaging, etc.

• Market and Industry context: competitor landscape, market trends, regulatory environment etc.

S K I L L S – is able to…

• Identify impactful trends and use them to inform business activities and plans.

• Develop and lead CR strategies and activities that benefit the business.

• Influence stakeholders at multiple levels (internally and externally).

• Collaborate with others in the business to shape plans.

• Take a variety of perspectives in to consideration.

6

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

<< Contents

BUSINESSENABLERS

7

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

Development suggestions

• Take courses on ONE2Learn including ‘Understanding Financial Reports’ & ‘Magic of Brewing’.

• Use some of the key words in the competencies to do a search on ONE2Learn.

• Look for locally relevant trainings and/or conferences.

F O R M A L T R A I N I N G

• Read the company’s reports, company website and HeiPORT.

• Arrange a meeting with a colleague in Finance to understand our company performance better.

• Choose a trade publication (e.g. Just Drinks) to track how we are performing against peer companies.

• Set up meetings with a member of every function and every brand to understand what they do.

• Invite and challenge your agencies to give presentations on new trends in their areas.

• Go on a ‘day-in-the-field’ visit to see different channels to understand better route-to-market and in-market challenges.

O N - T H E - J O B E X P E R I E N C E S

• Network with CR colleagues to understand other OpCo models.

• Pair up with someone from Head Office to understand the global context.

• Find yourself (or with the help of your Manager) a mentor outside the CR function, and have debates on how best CR can enable the business.

• Network with industry peers outside of HEINEKEN to gain an insight on best practices.

R E L AT I O N S H I P S & F E E D BAC K

10%

20% 70%

<< Contents

RELATIONSHIPEXPERTS

AC RO S S 3 L E V E L S T H I S I S D E MO N S T R AT E D A SThis is our ability to create positive relationships and networks that deliver mutually beneficial outcomes.

• Understands who our key stakeholders are and what their needs are.

• Builds and maintains positive one-to-one relationships in a professional manner.

• Seeks guidance on how to engage with challenging stakeholders.

1• Adapts engagement style to each

stakeholder to ensure collaboration and mutually positive results.

• Proactively handles ‘challenger’ stakeholders, and supports others to do so where necessary.

• Identifies and plans for the ‘next’ influencers.

2• Acts as a trusted opinion former to

a wide network of high-level internal and external stakeholders.

• Actively engages with strategic partners that have mutual interests on a global or category level.

• Tackles influential hostile relationships which negatively impact our reputation and transforms them in to mutually respectful relationships.

• Coaches and develops the CR function to become relationship experts.

3



• Stakeholders’ profile, incl. their needs, motives, interests, preferred ways of working as well as their impact/relevance to our business.

• HEINEKEN, Market & Industry: Company key data, business plans & strategies; product, brewing process, global/local industry context, larger economic/political landscape, etc.


• Establish partnerships and build networks.

• Demonstrate excellent interpersonal skills.

• Demonstrate active listening.

• Apply influencing techniques based on knowledge of stakeholders’ needs, motives and interests.

• Inspire and motivate others.

8

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

<< Contents

RELATIONSHIPEXPERTS

9

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES





• Complete and regularly update a stakeholder map especially in case of major change in the market (i.e. elections, government reshuffling, etc.).

• Meet one relevant external stakeholder quarterly to widen your network, especially stakeholders who can help you mitigate potential risks.

• Participate in professional networks (e.g. industry/FMCG/peer networks, etc.).

• Invite stakeholders (even challenging ones) to speak at meetings.


• Set up informal meetings with a member of every function and every brand to understand what they do to facilitate cross-functional relations.

• Identify and cultivate a group of trusted stakeholders internally to get feedback.

• Participate in at least one non-industry event per year and expand your network beyond the sector.


10%

20% 70%

<< Contents

ISSUEMANAGERS

AC RO S S 3 L E V E L S T H I S I S D E MO N S T R AT E D A SThis is our ability to foresee and mitigate issues to secure positive outcomes for our business.

• Understands what constitutes a risk or threat to our business.

• Establishes and analyses the key facts linked to an issue.

• Executes the agreed approach to resolve or mitigate an issue.

• Contributes positively to a crisis team, when assigned.

1• Identifies and communicates potential

risks and threats to the business along with a range of mitigating solutions.

• Challenges activities which could be detrimental to our business.

• Shows resilience when being an active member of a crisis team.

2• Anticipates emerging risks and

threats to the business. Flags threats at a senior level.

• Evaluates the issue quantitatively & qualitatively, applying intuition and past experience.

• Decides the appropriate response to an issue and drives the actions required.

• Leads a senior crisis team and ensures that specific crisis policies & processes are future-proof.

• Coaches and develops the CR function to become agile issue managers.

3



• HEINEKEN’s crisis management policy & process.

• When, how & who to escalate an issue.

• Regulatory/sustainability/academic/scientific issues related to alcohol that impact the business.


• Stay connected with & analyse changing trends/issues in the market to predict possible public policy outcomes or crises escalation areas.

• Quickly assess the scale & potential impact of issue.

10

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

<< Contents

ISSUEMANAGERS

11

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES


• Participate in a Crisis Simulation once per two years.




• Attend an event each year where relevant future policy on an issue is being debated.

• Act as the coordinator for your CR annual plan for next year so you can see all the issues being handled by the team.

• Get involved with your local reputation survey to understand what matters to stakeholders.

• Read the HEINEKEN crisis manual and understand your local crisis procedure and contact persons; ensure rotation of crisis coordinator to allow each train to play the role.


• Establish a formal link/system with key business functions to routinely review a ‘heat map’ of issues and risks.

• Have a session with a peer industry (e.g. food) to understand how they are tackling challenges in their industry.


10%

20% 70%

<< Contents

CAMPAIGNERS

AC RO S S 3 L E V E L S T H I S I S D E MO N S T R AT E D A SThis is our ability to be brilliant campaigners, achieving our business aims and protecting our licence to operate.

• Understands and uses the HEINEKEN campaign tools & assets.

• Executes agreed activities as a member of a campaign project team.

• Confidently articulates HEINEKEN’s position and the campaign objectives.

• Is alert to developments in our categories and can share new ideas/directions.

1• Delivers a campaign from ‘end to end’.

• Develops concise briefings and messaging to be used in campaigns.

• Tracks progress and external influences, and adjusts campaign accordingly.

• Draws on all the available skills, best practice and assets in order to achieve campaign aims.

• Makes best use of the ‘new’ and ‘next’ media landscape to further drive campaigns.

2• Leads multi-stakeholder internal

& external campaigns.

• Within the campaign plan, directly influences the position of the industry, or position/policies of a government.

• Connects campaigns to macro-commercial objectives and quantifies impact.

• Coaches and develops the CR function to become brilliant campaigners.

3



• The campaign model: all its various assets, and the different risk levels – and which one they are on locally.

• How stakeholder groups operate & their motivations.

• Our position (either as a Company or Industry) on external, business critical topics, such as tax & commercial freedoms, and sustainability topics.


• Project manage a campaign: planning, budgeting, development, execution, objectives setting, progress & outcome assessments.

• Develop & deliver messages that drive awareness, understanding & motivation amongst internal/external stakeholders to deliver on action.

• Develop strong stakeholder network.

• Manage the execution of production (e.g. workshop, forum, event producing collateral & videos) in a timely & resourceful manner.

• Judge when an industry or company approach is best.

• Analyse data, drawing quantitative and qualitative conclusions.

12

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

<< Contents

CAMPAIGNERS





• Review best practice case studies from other OpCos and identify relevant opportunities to share with your team.

• Hold a position in a trade association committee and participate in their campaign project teams.

• Review the campaigns of competitors once a year and identify where they are succeeding and failing, share this with your team.

• Read the Campaign Guidelines to understand: assessing risk; campaign assets; requirements for a low risk/medium risk/high risk campaign.

• Manage a campaign project (with support from your Manager or team) using the Campaign Model, from idea creation, to developing the campaign brief, management of agencies or trade association, communication, stakeholder management, etc.


• Invite stakeholders (even challenging ones) to speak at management gatherings.

• Organize lunch and learn sessions with agencies or trade associations where they can share campaign best practices.


13

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

10%

20% 70%

<< Contents

ADVOCACYDRIVERS

AC RO S S 3 L E V E L S T H I S I S D E MO N S T R AT E D A SThis is our ability to build advocacy by inspiring everyone to tell the HEINEKEN story.

• Acts as an ambassador for HEINEKEN, demonstrating a passion and commitment to our brands, values and the beer and cider categories.

• Takes opportunities to recruit new advocates at a social/informal level.

• Understands the basics of storytelling, communication channels and how to target audiences.

1• Develops & leads advocacy programmes.

• Identifies creative best practice on storytelling and advocacy.

• Ensures consistency in messaging, but flexibility in delivery across all communication touch points.

• Develops internal and external communication channels to build the engagement and participation of targeted advocates.

• Measures effectiveness of advocacy campaigns against predefined objectives.

• Recruits advocates in the ‘new’ and ‘next’ media landscape.

2• Sets vision and targets for mass

advocacy programmes, linking advocacy to macro-commercial objectives.

• Interprets communication trends, challenging our own thinking, pushing-forward our creativity.

• Cultivates the most influential advocates both inside and outside our business.

• Coaches and develops the CR function to drive innovative and creative storytelling and advocacy.

3



• What advocacy is and how it can build our positive stories and drive commercial ambitions.

• What motivates colleagues and stakeholders to become advocates.

• The basic product, business and category knowledge necessary to support advocacy.

• The basics of storytelling and communication channel segmentation.


• Deliver messages that effectively persuade and inspire others to carry the messages forward in their own way.

• Adjust communications styles to shape conversations with different stakeholders and at different levels.

• Judge what can & cannot be disclosed outside the business.

• Devise programmes that support advocacy objectives & build positive reputation.

14

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

<< Contents

ADVOCACYDRIVERS

15

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES


• Watch the GCU Lunch & Learn on ‘Brand Advocacy’.

• Complete module on message development, ‘agency selection and agency evaluation best practice’ at www.financeacademy.heineken.com




• Represent our company externally: speak at an industry/sustainability forum annually.

• Lead the development of selection criteria for a new agency hire.

• Take part in an internal ambassador or advocacy programme.

• Get in the habit of sharing externally information about HEINEKEN.

• Read our internal ‘Tone of Voice’ and storytelling approach.

• Be an ‘employee reporter’ in a Green Room report.


• Identify role models and practice using their techniques in your communications.

• Ask someone to videotape/record your next presentation. Review what went well and what you would do differently next time.

• Challenge agencies and PR firms to present emerging trends in media.


10%

20% 70%

<< Contents

Here are some example job profiles to encourage you to think about how to profile your own role, or the roles within your team, using the competencies. In every role, the five competencies should be included, but the levels will vary.

Please note, these are examples – roles vary across our global business and our influenced by many factors including team size, market dynamics etc.

Example JobProfiles

J O B P RO F I L E : Manager Internal CommunicationC O M P E T E N C Y L E V E L 1 L E V E L 2 L E V E L 3

Business Enabling

Relationship Management

Issue Management

Campaigning

Driving Advocacy

J O B P RO F I L E : Manager Public AffairsC O M P E T E N C Y L E V E L 1 L E V E L 2 L E V E L 3

Business Enabling


Issue Management

Campaigning

Driving Advocacy

J O B P RO F I L E : Media SpecialistC O M P E T E N C Y L E V E L 1 L E V E L 2 L E V E L 3

Business Enabling


Issue Management

Campaigning

Driving Advocacy

J O B P RO F I L E : Manager External CommunicationC O M P E T E N C Y L E V E L 1 L E V E L 2 L E V E L 3

Business Enabling


Issue Management

Campaigning

Driving Advocacy

J O B P RO F I L E : CSR ManagerC O M P E T E N C Y L E V E L 1 L E V E L 2 L E V E L 3

Business Enabling


Issue Management

Campaigning

Driving Advocacy

16

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

J O B P RO F I L E : Sustainability CoordinatorC O M P E T E N C Y L E V E L 1 L E V E L 2 L E V E L 3

Business Enabling


Issue Management

Campaigning

Driving Advocacy

<< Contents

17

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

The Competency Review & Development CycleHow it worksThe 12-month cycle enables you and your manager to review your compe tencies and to create and execute a tailor-made Personal Development Plan (PDP) to address your needs and help you meet your aspirations. The cycle is integrated into the existing performance management process.

The first step is an evidence-based self-assessment; a prerequisite of the review session between you and your manager.

During the review session, you and your manager agree on your competency level and personal development priorities. This is the basis of your PDP.

You and your manager develop and agree on a PDP. The PDP contains clear responsibilities and expected results. It is a contract between you and your manager with shared responsibility and accountability. The ideal PDP contains a mixture of development solutions, such as on-the-job training, coaching, literature and training programmes.

Selfassessment

Applicationand

monitoring

Personaldevelopment

planning

Mid-yearreview

End-yearreview

Applicationand

monitoring

You and your manager apply and monitor the PDP, holding a mid-year review to formally evaluate and record progress and make any necessary adjustments.

The remainder of this section explains each stage from both employee’s and manager’s perspective. It outlines the role of each party and lists the do’s and don’ts where applicable.

Introducing the processAs a manager, you may find it useful to hold a meeting with your team at the beginning of the process, in order to:

• Explain the background, objectives and deliverables.• Present and agree timings for the review and

development sessions.• Address any issues or doubts amongst the people

in your team.

<< Contents

18

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

Carrying out a self-assessment helps you reflect on your knowledge, skills and behaviour and prepares you for the review.

How to conduct a self-assessment• Familiarise yourself with all the competencies for

your discipline.• Reflect on evidence for the behaviour statements

of each competency for your discipline.• Based on this evidence make an initial judgment on

your competency level. Use the self-assessment tool to document clear examples of successful projects, daily work activities, and other demonstrated behaviour as evidence to support each statement of that competency level.

• Make sure you have recorded strong evidence to support all or almost all of the behaviours within the relevant level.

Ideally, each listed behaviour should be supported by unique examples of evidence, although sometimes the same evidence will be used for different listed behaviours. An example of this is a very large project that required many different competencies.If there is no evidence of behaviour, mark ‘no evidence’.If you have assessed yourself as Level 2 or Level 3 be prepared to show evidence to support the behaviours of the lower level(s) of competency as well (it is not necessary to note these down).

Good evidence:• Is factual, leaving little room for discussion.

It describes when, what, why, how. And it highlights the results. (See STAR below)

• Is tangible. It can be seen or heard. It does not use words such as ‘can, understands, thinks, knows’. It uses words like ‘achieved, wrote, approved, conducted, performed, led’ and includes the outcome or result.

• Is representative of your personal standard; not an incidental behaviour.

When you describe evidence, consider the STAR format: Situation: What was the challenge you faced?Task: What did you set out to achieve?Action: What did you do?Results: What was the outcome of your actions?

• Evidence from past jobs may be used as well if it relates to competencies that are not part of your current job.

• You may find it useful to collect feedback from third parties such as colleagues, managers and project members.

• Send the self-assessment to your manager at least a week in advance of your planned review session.

Self assessmentSelf

assessment

Applicationand

monitoring

Personaldevelopment

planning

Mid-yearreview

End-yearreview

Applicationand

monitoring

<< Contents

19

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

At the end-year review, employee and manager discuss and agree performance against objectives, competency levels, progress on personal development and decide future development priorities. The competency review takes place at the same time as the current end-year review.

The outcomes of the review meeting will form the basis of the PDP: • Agreement on your current competency levels for

your discipline• Agreement on personal development priorities.

How to agree on the correct level of competency• A competency consists of three key elements – skills,

knowledge, and behaviour. Start by considering skills and knowledge, then review behaviour.

• The listed knowledge and skills are required at Level 2 and Level 3. An employee without these is likely to be at Level 1.

• Look for evidence of the listed behaviours in recent work activities. This will help you make an impartial assessment.

• Competence level is determined by frequently observed behaviour that matches the majority of the behaviour statements for that level. For example, if there are five behaviour statements for Level 2, an employee must repeatedly display a minimum of four of the behaviours to be evaluated at that level; and the employee must also have demonstrated the behaviours of Level 1.

• Where a competency is not related to the employee’s present or past jobs, and there is no evidence of behaviour for assessing that competency, an employee receives the rating N/E (no evidence).

Keep in mind the following general differentiators:

Level 1• The impact is on the employee’s ‘own’ area of

responsibility and ‘own’ team• People here are ‘contributors’ and the focus is mostly

about ‘self’, • Verbs used: understands, prepares, contributes, analyses

Level 2• The impact is on employee’s ‘own’ team /function and

the employee has effect on ‘other’ departments• People here are generally ‘experienced’ and the focus

is more on the ‘team’• Verbs used: explains, evaluates, communicates,

managed • People at Level 2 also have all of the knowledge and

skills required for that competency

Level 3• The impact is on the employee’s ‘OpCo’ • People here are ‘leaders’ and the focus is on the whole

‘organisation or business’• Verbs used: Leads, Shapes, Drives

End-year reviewSelf

assessment

Applicationand

monitoring

Personaldevelopment

planning

Mid-yearreview

End-yearreview

Applicationand

monitoring

<< Contents

20

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

How to hold the review with your manager• Bring a copy of your self-assessment to the review meeting with your manager. • Go to the review session with an open mind, invite feedback from your manager

and remain objective by focusing on the evidence that supports the behaviour statements for your self-assessed competence level.

• Where a discrepancy arises between your own and your manager’s assessment, remain open to feedback, keep the conversation fact based and focus on concrete examples of behaviour to support the correct level of competence as defined in the competencies.

• You and your manager must agree on your level of competence, as it will be the basis for creating your PDP.

How to hold the review with your employee• Think carefully about the date/time/location for the review session. • Make sure you get the self-assessment a week in advance to give you time to consider

the evidence presented.• If you foresee areas for discussion, prepare your feedback in advance of the meeting.• Encourage discussion of any difficult areas so that important topics are covered and

your employee has a clear understanding of your expectations.

The phrases below will help you deliver feedback constructively. Remember that your intention is to add value; therefore, focus on the behaviour, not the person, and base your feedback on fact, not on opinion. Adhering to these simple rules will increase objectivity and facilitate discussion.

State What I liked was …What you did well was …

and What I didn’t like was …What you didn’t do so well was …

and What I’d like you to do differently in the future is …What could have made it even better …

Wait until you are in the review session to determine the ideal competency level.

Squeeze the review session between other meetings (which may overrun).

Take over leadership and run it your way.

Rush the conclusions because you have ‘other priorities’.

Have the correct ideal profiles for each employee, highlighting the priority competencies.

Allow the employee to lead the discussion – provide coaching as needed to help the individual achieve a quality discussion.

Allow the employee to lead the discussion – provide coaching as needed to help the individual achieve a quality discussion.

End the discussion with mutual agreement that everything has been fully covered.

DO DON’T

Send a draft copy of the self-assessment a week in advance to your manager.

Lead the discussion – guide your manager through your self-assessment, checking for understanding and agreement. This is your meeting.

Encourage discussion of any difficult areas raised. Do ensure points that are important to you are discussed.

End the discussion with mutual agreement that everything has been fully covered.

DO DON’T

The review session results become a part of the Personal Development Plan and can be found in the PDP template.

Leave it to the last minute so your manager does not have time to prepare.

Leave it to your manager to take over.

Shy away from sensitive areas, or ‘leave that discussion for another time’.

Rush the conclusions because you have ‘other priorities’.

End-yearreview

<< Contents

21

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

Creating the PDP in a separate session works best. This allows you to take time after the review meeting to reflect on the discussion. You can then digest your manager’s feedback and think through the development solutions that make the most sense.

You will get the most out of the session by focusing on no more than three key areas of improvement. That way you can dedicate enough time to increasing your levels of skill and knowledge and to developing your behaviour. Moving from Level 1 to Level 2 and from Level 2 to Level 3 takes time and requires an intense commitment to continuous improvement. It is best to build a PDP that allows development of competence through a mixture of development solutions, with the majority taking place on-the-job.

A good PDP:• is SMART and clearly linked to the agreed

development areas identified during the review • covers a twelve month period • details the support you need from your manager

and other people in the organisation, and highlights the agreed actions of each party

• includes different types of development solutions • has a firm commitment to action from both the

employee and manager• focuses on no more than three competencies Good PDP planning starts with a clear understanding of your personal development needs and of the development solutions that are available locally. You may also find it helpful to take a look at the personal development guide in this manual. There you will find practical methods for increasing competency levels. The development ideas are not comprehensive and are intended to stimulate thinking and further brainstorming between you and your manager.

Personal development planningSelf

assessment

Applicationand

monitoring

Personaldevelopment

planning

Mid-yearreview

End-yearreview

Applicationand

monitoring

<< Contents

22

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

The ideal development plan contains a mixture of development solutions that can take many forms. Here are some of them:

DEVELOPMENT DESCRIPTION

SUGGESTIONSDEVELOPMENT

DESCRIPTIONSUGGESTIONS

Perform special assignments

Perform cross-functional assignments

Study subject theory

Attend an external training course

Attend an internal training course

Performing a task or running a project that is not yet part of your remit is a very effective tool for directly practicing the competency that needs addressing. Special assignments often require close coaching, as they involve practicing a skill in real time.

Working ‘on the ground’ with another team for a set time period will enable you to truly to fully understand other functional processes, timelines, stakeholders and issues.

Using the wealth of internal and external resources is an invaluable way of gaining sound theoretical understanding and insight into practical business cases. This approach can be a great way to absorb information and incorporate it into your own daily work. Personal development plans often include this more reflective way of learning.

These work well when the competency is not company specific and requires an in-depth understanding of complex matters. Due to the costs and time requirements, external courses should be used only when the intervention needed is urgent and crucial to job performance. Courses need to be selected carefully.

Internal training courses can potentially incorporate all the above development tools. The right course will transform performance over a short period of time. Make sure you evaluate whether the training content/content level addresses the need.

Coaching plays an important part in all development solutions. It can take many forms; for instance, ongoing guidance on specific projects (business projects or special assignments), evaluating meetings, input on written documents.

Find out about and follow proven methods with deliverables, strategies, plans, implementation and project processes. Best practices provide a standard by which to set expectations. The more specific the best practice to the subject matter, the better.

Use other people’s practical experience to find out what strategies, plans, ways of implementing and project processes have been successful (and unsuccessful) in the past. Case studies are a great source of fresh ideas and approaches. They can be closely or remotely related to the subject matter, depending on the learning objective.

Interviewing a senior manager or functional expert will help you understand the specific details about a strategy, a process, an organisation, or an approach.

Observing the behaviour of a senior manager or functional expert is a widely used tool for people wanting to develop leadership competencies. If you are working on a functional competency, involving a third party works most effectively. For example, observing behaviour in meetings with cross-functional teams, or when working on project implementation plans.

Receive coaching

Study best practices

Study case studies

Interview a role model

Shadow a role model

22

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

Personaldevelopment

planning

<< Contents

23

CO

RPO

RA

TE R

ELAT

ION

S C

OM

PETEN

CIES

Application and monitoring Once the PDP is agreed, employee and manager need to apply the actions and monitor the process.In bilateral meetings, both can refer to the agreed PDP actions. The employee asks for, and manager provides, regular feedback and support.

Mid-year review The purpose of the mid-year review is to ensure that the development plan is on track. The mid-year review is also the moment to ask for support if the employee has difficulty realising some of the agreed actions.

How to hold the mid-year review• The manager plans the meeting to monitor progress against

the PDP, learning objectives, action steps and measurements.• The basis for the functional conversation is the PDP.

No additional preparation or paperwork is needed.• The objective of the mid-year review is to ensure you are on track

in achieving your KPIs and progressing with your PDP.

Selfassessment

Applicationand

monitoring

Personaldevelopment

planning

Mid-yearreview

End-yearreview

Applicationand

monitoring

Selfassessment

Applicationand

monitoring

Personaldevelopment

planning

Mid-yearreview

End-yearreview

Applicationand

monitoring

<< Contents

business relationship issue advocacy campaigners … · exper ts issue mana gers campaigners...

Documents