get ready for opr

Get ready for OPRA guide for colleagues

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How much do you know about OPR? ..................................................................................... 3

The ‘What, Why, Who,When and How’ of OPR ...................................................................... 4

OPR ratings explained ........................................................................................................... 10

What happens after the OPR meeting? ................................................................................ 15

Tips to help you prepare for OPR .......................................................................................... 17

Contents

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How much do you know about OPR?You’ll have heard of OPR, whether you’re just starting out at AB InBev or have been here a while.

But do you know why it’s important to you – or even what it stands for?

Even more importantly, are you aware just how big a role you can play in making your own OPR process work for you and your career?

Read on for guidance on how to make the most of OPR.

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The ‘What, Why, Who, When and How’ of OPR

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OPR stands for Organization & People Review. It’s a critical part of our People Cycle (see right).

The Organization and People Review process is how we support our people and define our future. It helps us to grow and develop our talent, match people with the positions they want and are right for, and succession plan for our future.

OPR is a company-wide process to help you maximize your potential, drive better results and realize our company’s Dream.

It’s about more than individual or company performance, though. OPR helps us work together in the best and most productive way possible.

What?

The OPR process is your opportunity to make your ambitions, achievements and goals known. OPR is one of the many ways you can drive your career at our company.

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Why?

Because you – our colleagues across the world – deserve the opportunity to be the best you can be.

It also reinforces our belief in career journeys, not structured career paths, as being best for our company and our people. Typically, these journeys can look something like the diagrams to the right.

There are so many possible career journeys you can take in our company, and such a range of strengths and development opportunities among our colleagues, that no set career path can be appropriate for everybody.

We use OPR to help plot the most suitable career journey for you, so you can get to where you want to be at the pace that is right for you, and with as much support as you need along the way.

OPR directly supports Principles 2 and 3 of our 10 Principles:

Our greatest strength is our people. Great people grow at the pace of their talent and are rewarded accordingly.

2 3We recruit, develop and retain people who can be better than ourselves. We will be judged by the quality of our teams.


MULTI-STAGE ZIG-ZAG

EARLY CAREER ZIG-ZAG

TECHNICAL SPECIALIST

MULTI-FUNCTIONAL ZIG ZAG

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Who?All salaried colleagues, at every level, take part in OPR – from bands 0-VII.

OPR meetings are attended by your line manager, their peers, their line managers and a facilitator from the People Team, who helps oversee the process and make it as objective as possible – so your OPR rating is reflective of a wide range of feedback and a calibrated discussion (find out more in the ‘How?’ section, page 8).

Remember, your line manager is your voice during OPR – so make sure they are prepared and know your strengths, areas for growth and career aspirations. This should be covered during your Competency Appraisal, but make sure your line manager has everything they need before going into OPR meetings (see section ‘Tips to get the most out of OPR’, page 17).

When?The OPR process kicks off in May and runs through October. The OPR meeting series begins with the regional levels of management all the way up to the Zone headquarters and up to Zone and Global leadership meetings. We look across all parts of our business to ensure we have the right talent and career development in place to achieve our Dream. Final ratings are given once this process is complete - it takes a while as we discuss each colleague and we want to ensure we are making objective and thoughtful decisions about all of our people.

OPR meetings start shortly after the delivery of 180/360 feedback from peers, line managers and other colleagues.


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Having a complete Navigate profile also helps your manager understand all of your accomplishments and career goals.

The OPR Attributes

During the OPR meeting, the OPR Attributes framework (the 4As) will be used to review each person. Using this framework brings consistency when describing each person, while also reducing any subjectivity or unconscious bias.

Line managers should present their direct reports by answering the following questions:

AchievementColleague acheives results, reaching performance goals, contributing to business results and taking on work that stretches her or his capabilities.

1

AlignmentColleague is a cultural fit at AB InBev, consistently demonstrating behaviors that are aligned with our 10 principles and core competencies.

2

AmbitionColleague demonstrates desire to take on increased responsibility, seeks out opportunities to build skills and competencies and expresses interest in other roles/functions and/or moving to other locations.

3

AbilityColleague demonstrates leadership and technical skills at current level or above, and exhibits effort and interest in learning new skills to prepare for future career growth.

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How?

Employee updates and completes all fields in

Navigate profile

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How OPR works

1:1 with each manager and employee:

Review 360/180 Discuss strengths and development areas Discuss career interests and mobility

Manager prepares for OPR meeting, inputs pre-OPR rating

Reviews all KPIs and conversation notes Inputs preliminary rating Prepares to speak at the meeting

During OPR meetingPre-OPR meeting

Review Function Overview (Pre-OPR rating shape, OPR

movement adherence)

Communicate OPR ratings and actions

Managers give individual feedback to employees once ratings are finalized Discuss final rating and actions Set up follow up development meetings

Each manager presents their team

Display Navigate profile Propose OPR rating Provide evidence of achievements, abilities, alignment, and ambition (4As) Discuss every employee

Finalize ratings for each employee

Discuss feedback from other managers Objective bias breaker in each meeting Align on OPR rating and action

Succession planning

Identify successors for key positions Identify talent gaps and action plan

Post-OPR meeting

OPR ratings explained

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OPR ratings vs.

NEW

COM

ER

UNDERPERFORMER

MO

VER

S

SOLID PERFORMERS

Potential for

future promotionPerformance at the

right level for now

New in company

Deve

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for p

rom

otion

in 1

-3 y

ears

promotion

Ready for

not goodCulture and results

to im

prov

e res

ults

Culture

good

, nee

d

OPR ratings

NEW

COM

ERS

UNDERPERFORMERS

STR

ON

G P

ERFORMERS

Test potential

for promotion Excel atcurrent level

New to the

Deve

lop

for p

rom

otion

in 1

-2 y

ears

within 1 year

Promote

companyExit the

with P

DP

Recove

r per

form

ance

company

Our ratings don’t follow a traditional scale where you want to be assigned the highest number year after year. Our scale has multiple dimensions, which include both performance, and readiness and potential for promotion. While the 4A sounds like the most positive, it is not equivalent to an ‘exceeding expectations’ type rating you might see at other companies.

Throughout your career at ABI, strong performance means you will receive ratings across the range between 3B and 4A, depending on factors such as time in role, type of challenge you are tackling, and so on.

Remember: OPR ratings reflect a moment in time in your career – they can and do change each year, based on how you’ve performed and behaved across the period in review.


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Summary table of OPR ratings and actions

Performance Potential for band up Characteristics and evidence that could support this rating Action

4A Strong Clear potential

A 4A rating represents a high-potential colleague whose feedback and data inputs support advancement and has proven ability to drive results.

• Exceeded performance goals at current level• Engaged with individual, team and company-wide initiatives• Proficient in all leadership competencies • Expressed clear career goals • Demonstrated alignment with 10 principles and core competencies

Promote within 1 year; line manager and People Team should work on next position

4B Strong Clear potential

A 4B rating represents a colleague who has proven him or herself in current role and has expressed desire to expand skills and responsibilities.

• Achieved performance goals at current level• Proficient in majority of leadership competencies• Expressed clear career goals • Demonstrated alignment with 10 principles and core competencies

Develop for promotion in 1-2 years; keep in role or lateral move

3A Strong Possible potential

A 3A rating represents a high-potential employee who has received consistently positive feedback and has demonstrated commitment to excelling at AB InBev.

• Achieved performance goals at current level• Proficient in majority of leadership competencies• Expressed clear career goals• Demonstrated alignment with 10 principles and core competencies• Shown lack of skills/abilities in certain areas that will be tested for

Test potential for promotion; keep in role or lateral move

3B Strong Performing at the right level

A 3B rating represents a high-potential employee who is excelling in role and is in the process of developing clear ambitions for his or her role at AB InBev.

• Performed as expected at current level by achieving good results, not ready to move up yet

• Exhibits a desire to continue performing in current role • Demonstrated cultural fit

Excel at current level; take on additional challenges in current role, make lateral/cross-functional move


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Summary table of OPR ratings and actions

Performance Potential for band up Characteristics and evidence that could support this rating Action

2 New New • New in the role for less than 6 months• There is not sufficient data in employee’s profile

New to the company; keep in role

1A Underperforming Lacking potential

A 1A rating represents a colleague who has demonstrated a “will” to succeed at AB InBev but requires skill development.

• Failed to achieve performance goals at current level• Exhibited no clear improvement based on prior feedback provided• Demonstrated “can do” attitude, culturally aligned

Recover performance with PDP; define and execute a recovery plan, and re-evaluate in6 months

1B Underperforming Lacking potential

A 1B rating represents a colleague who has not successfully developed and/or demonstrates a poor culture fit.

• Failed to achieve performance goals at current level• Demonstrated negative impact on others, not culturally aligned

Exit the company; often has been a 1A first


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Is the employee aligned with the

AB InBev culture?

Has the employee been with the company

at least 6 months?

Is the employee achieving results in the current function / role?

Did the employee receive clear and

honest feedback AND have a recovery plan?

OPR = 1B OPR = 2

N

Is the employee a solid performer or a

specialist?

Is the employee ready for a promotion (one band up) in the next

12 months?

Is the employee ready for a promotion (one band up) in the next

1-2 years?

Do we have evidence that the employee has potential to perform a higher-level position? (Use OPR Attributes)

N N

Y

OPR = 3A

N

N

Y

N

Y Y N

OPR = 3BY

OPR = 4AY

OPR = 4BY

OPR = 1A

OPR = 1B

N

Y

OPR ratings are arrived at using a universal decision tree that is followed in every OPR meeting:

The same ratings and rules apply to everyone (regardless of Zone, function or level). This way we can compare talent and potential fairly across the company.


What happens after the OPR meeting?

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What happens after the OPR meeting?

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After the OPR meeting, your manager will schedule a meeting to discuss your rating and give detailed feedback. You can also be proactive and schedule this meeting yourself.

• Clear actions are identified based on your rating (e.g. stay in role for another year, make lateral move, develop specific skills, etc.)

• Follow up on actions takes place throughout the year (you are responsible for ensuring these are adhered to)

The OPR process also feeds directly into our talent strategy:

• Succession plans are built for key positions in order to define successors, gaps, and actions

• The health of our talent pipeline is determined by analyzing the overall shape of OPR ratings across the entire company

Remember, meeting with your line manager should be about more than just discussing a rating. The value of this conversation lies in discussing the steps you will take throughout the next 12 months to keep advancing your career.

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Tips to help you prepare for OPR


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Before OPR meetings:

1) Make sure your Navigate profile is up to date. This is like your internal resume/LinkedIn profile and, if it’s missing information, you’re missing an opportunity to represent yourself. It may also look like you don’t care, so make sure you complete it thoughtfully.

2) Set up a meeting with your line manager about your achievements and your career aspirations. Make sure these are clearly understood, so your line manager can represent you and be your advocate during OPR meetings.

Tips to help you prepare:

1) Take ownership of your career path – take a similar approach to finding your next role inside the company as you would if job-hunting externally.

2) Your line manager and the People Team are there to support your career development, and are a great source of advice or guidance.

3) Talk to people, build your network, participate in projects, learn more about our business and the opportunities that may be out there for you.

4) Remember, ratings will just reflect a moment in time, and they are meant to help shape your development. Every rating offers a chance to help you grow and get the most out of your career.

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1) Picture: We want to see you! Please use a clear, appropriate picture.

2) Mobility: State your current mobility preferences, and be specific! You can list which specific locations you’d be open to within/outside of your zone (but keep it less to 120 characters!).

3) Career aspirations: List specific functions and/or roles you’d be interested in both the short & long-term (but keep these descriptions less than 120 characters).

4) Accomplishments: Share your most recent significant accomplishments at AB InBev. If you’re new to the company, you can add your most significant accomplishments at your prior employer/ in school. (Keep this section to about 700 characters)

5) Work and education history: Your AB InBev work history will automatically update but if applicable, add in jobs you’ve held previously.You should also list the degrees you hold.

6) About me: Be authentic and tell us something we wouldn’t know from looking at the rest of your profile. Discuss your interests, strengths, prior work experience, hidden talents, etc. Here are a few examples:

• A true beer geek. Enjoy cooking meals with beer as the ingredient. Brew my own beer. Great with data. I move with agility and adapt quickly to new situations.

• Passionate about design, creativity and technology. Enjoy cycling, golf, soccer, snowboarding and playing poker. Great at collaborating with different people.

Navigate profile best practices


Example of a good Navigate profile picture

Example of a bad Navigate profile picture

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