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IF OUR PEOPLE ARE MOTIVATED AND ENGAGED... WE ALL WIN PEOPLE EXCELLENCE PROGRAM

The People Excellence Program applies to EMEA Aftermarket and Global Braking

RECRUITMENT Competency-Based Interviews Job Roles Description Attracting Talent DEVELOPMENT

PEOPLE EXCELLENCE PROGRAM GIVES STRUCTURE TO THREE KEY AREAS OF MANAGING PEOPLE:

THE

Coaching Skills Mentoring Skills Effective Feedback PERFORMANCE

Performance Goals = WHAT, Competency Behaviors = HOW

BUSINESS FIT

COMPANY STRATEGY

COMPANY VISION & MISSION

COMPANY CORE VALUES

BEHAVIOURAL COMPETENCIES

TECHNICAL COMPETENCY

CONCRETE BEHAVIOURS

HR PROCESSES

FEEDBACK

COMMUNICATION

VISION / MISSION / VALUES

UN I T E D BY DR I V E

TO CONTINUOUSLY RAISE THE BAR FOR THE MOTORPARTS INDUSTRY

VISION

MISSION

WE DISCOVER, DESIGN AND DELIVER THE SAFEST PRODUCTS AND SMARTEST SOLUTIONS THAT HELP OUR CUSTOMER WIN TODAY AND TOMORROW

OUR VISION TO CONTINUOUSLY RAISE THE BAR FOR THE MOTORPARTS INDUSTRY

OUR MISSION We push beyond the industry table stakes of safe, quality and reliable to earn the complete confidence of our customers. We solve for today with tomorrow in mind. For us, it’s about connecting the dots to help our customers stay on the cutting edge. Deeply integrated into our customers’ businesses, we apply our unique understanding of their needs, unparalleled technical expertise, global experience and local insight to give them competitive advantage. WE DISCOVER, DESIGN AND DELIVER THE SAFEST PRODUCTS AND SMARTEST SOLUTIONS THAT HELP OUR CUSTOMERS WIN TODAY AND TOMORROW We do it all, end-to-end, and take pride in being more comprehensive than anyone in the business.

OUR VALUES

We own our actions and keep our commitments, thus building trust and confidence with each other and our customers. We earn the trust others put in us and constantly seek opportunities to reinforce it by creating real value. We seek more than the easy or expected answer to constantly push boundaries, challenging each other and stretching our creativity. Our entrepreneurial spirit drives us to dream bigger and identify opportunities that resolve, and go well beyond current challenges.

We take pride in our accomplishments and have fun celebrating our progress, big and small, every day. We invest the time to get to know one another which further motivates us to succeed together. We do our best work together, sharing global best practices, building on each others’ ideas and learning and growing together. We are flexible and responsive, partnering to arrive at better, faster and smarter solutions.

We dedicate ourselves to our work, the safety of our practice, and the quality and reliability of our products and services. We strive to do the right thing, and are honest and transparent when we can do better.

We listen and align our approach to the specific business priorities and needs of our partners and customers. We value and are receptive to others’ ideas and contributions.

COMPETENCY MODEL INDIVIDUAL CONTRIBUTOR / LEADING OTHERS / LEADING BUSINESS

Perspective Dealing with ambiguity

Ethics and values Integrity and trust

ACCOUNTABILI TY Process management Action oriented

INNOVAT ION PASSION

INTEGRI TY

RESPECT

TEAMWORK

Customer focus Work/life balance

Problem solving Building effective teams

Developing others Interpersonal savvy

EXTRA Functional or Technical skills

ACCOUNTABILITY We own our actions and keep our commitments, thus building trust and confidence with each other and our customers. We earn the trust others put in us and constantly seek opportunities to reinforce it by creating real value.

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

Good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can’t; can simplify complex processes; gets more out of fewer resources.

• Seizes

• Simplifies complex processes • Uses

• Has a keen

opportunities for synergy

sense for how processes work

• Expertly

• Accurately

maximizes resource use

measurements to manage results

visualizes work processes • Creates efficient work flows

D

• Immediately tackles problems • Drives hard,

• Takes risks,

• Takes

Enjoys working hard; is action oriented and full of energy for the things he/she sees as challenging; not fearful of acting with a minimum of planning; seizes more opportunities than others.

moves with little planning

independent action

• Sets an action standard for others

• Seizes

shows initiative

opportunities

INNOVATION We seek more than the easy or expected answer to constantly push boundaries, challenging each other and stretching our creativity. Our entrepreneurial spirit drives us to dream bigger and identify opportunities that resolve, and go well beyond current challenges.

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

• Has broad- ranging interests • Is broadly

• Is future oriented, visionary • Understands global issues

• Always

Looks toward the broadest possible view of an issue/challenge; has broad-ranging personal and business interests and pursuits; can easily pose future scenarios; can think globally; can discuss multiple aspects and impacts of issues and project them into the future.

considers multiple viewpoints • Constructs

experienced and informed

many possible scenarios

• Comfortably shifts gears • Is energized by new challenges

• Is comfortable when things are unsettled • Takes action despite uncertainty

• Has exceptional ability to adapt to change • Leads in unpredictable conditions

Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn’t upset when things are up in the air; doesn’t have to finish things before moving on; can comfortably handle risk and uncertainty.

INTEGRITY We dedicate ourselves to our work, the safety of our practice, and the quality and reliability of our products and services. We strive to do the right thing, and are honest and transparent when we can do better.

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

E

• Stands up for beliefs • Helps others

• Is a strong role model for others • Rewards the right values

• Knows how and when to apply values • Actively

Adheres to an appropriate (for the setting) and effective set of core values and beliefs during both good and bad times; acts in line with those values; rewards the right values and disapproves of others; practices what he/she preaches.

work out ethical dilemmas

promotes the organization’s core values

• Is appropriately truthful • Is honorable • Admits responsibility

• Is widely trusted • Keeps confidences secure

• Doesn’t have

Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent him/herself for personal gain.

hidden agendas

• Puts the

organization first

RESPECT We listen and align our approach to the specific business priorities and needs of our partners and customers. We value and are receptive to others ideas and contributions.

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect.

• Acts with

• Is dedicated to exceeding customer expectations • Actively seeks customer input

• Focuses on improving

customers in mind • Gains customer trust and respect

customer service

• Anticipates

future needs of customers

• Is as effective off work as at work

• Is a multi-

• Maintains a

dimensional person on and off work

conscious work/ personal life balance

Maintains a conscious balance between work and personal life so that one doesn’t dominate the other; is not one-dimensional; knows how to attend to both; gets what he/she wants from both.

• Is organized, manages time efficiently

PASSION We take pride in our accomplishments and have fun celebrating our progress, big and small, every day. We invest the time to get to know one another which further motivates us to succeed together.

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

• Has excellent problem analysis skills • Effectively solves difficult problems

• Sees all the

• Defines the total problem • Comes up with alternative solutions • Keeps personal views out of analysis

potential pitfalls

Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn’t stop at the first answers.

• Finds best solution for problem

M

• Is a champion of team success • Fosters open dialogue

• Creates

• Builds

Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team.

cohesive and effective teams

exceptional morale and spirit • Empowers others to

• Celebrates others’ successes

complete work

TEAMWORK We do our best work together, sharing global best practices, building on each others’ ideas and learning and growing together. We are flexible and responsive, partnering to arrive at better, faster and smarter solutions.

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each person’s career goals; constructs compelling development plans and executes them; pushes people to accept developmental moves; will take on those who need help and further development; cooperates with the developmental system in the organization; is a people builder.

• Pushes people

• Is intimately

• Works with those most in need of

to stretch career goals

aware of goals, dreams

development • Uses multiple developmental tools

• Is a long-

• Doesn’t play favorites

term people developer

Relates well to all kinds of people—up, down, and sideways, inside and outside the organization; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can defuse even high- tension situations comfortably.

• Relates well to people • Is great on first contact

• Is tactful and diplomatic • Balances work

• Defuses

high-tension situations • Builds long-term relationships

and people issues well

FUNCTIONAL / TECHNICAL SKILLS We do our best work together, sharing global best practices, building on each others’ ideas and learning and growing together. We are flexible and responsive, partnering to arrive at better, faster and smarter solutions.

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

• Performs highly accurate, quality technical work • Has a deep knowledge of his/her functional area

Has the functional and technical knowledge and skills to do the job at a high level of accomplishment.

FUNCTIONAL / TECHNICAL SKILLS

• Keeps knowledge up-to-date • Is seen as a technical expert • Is accessed for technical expertise

PERFORMANCE MANAGEMENT PROCESS

GOAL SETTING • Cascade from Leadership Objectives • Validation Performance Goals (SMART) • Discuss Behavior (Competency Profile) • Validation PDP/PIP • Agreement Training Needs

PERFORMANCE REVIEW • Employee Performance & Competency Self Assessment • Manager Performance & Competency Assessment • Discuss key accomplishments (WHAT & HOW) • Discuss Career aspirations & development progress • Performance Review Calibration

N

PERSONAL DEVELOPMENT PLAN • Action Plan for Competency development

PERFORMANCE MANAGEMENT

MID-YEAR TALENT REVIEW • Review on Talent and Succession Action Plan

TALENT REVIEW • Review on Succession and Potential • Review on Risk of loss and Impact of loss • Talent Review Calibration

U

MID-YEAR REVIEW • Review Goals Status • Discuss Behavior Status (Competency Profile) • Update PDP/PIP • Discuss Training Effectiveness

SMART PRINCIPLE

S M

SPECIFIC AND MEASURABLE •You should be able to look at progress on a goal and tell how close you are to achieving it.

MOTIVATIONAL •The person who has the goal has to want to do it. The best way to ensure this is to have employees set their own goals. In cases where managers need to set goals they must explain the importance of the goal to both the company and the individual.

A R T

ATTAINABLE •The goal can be met and the employee believes the goal can be met.

RELEVANT •The goal supports the company’s overall objectives. This is why Motorparts is using Policy Deployment for Goal-Setting.

TRACKABLE AND TIME-BOUND •We can monitor progress on the goal throughout the year. TMS allows you to track progress on tasks and targets within your goal throughout the year.

EXAMPLE LIST OF

ACTION VERBS TO WRITE SMART GOALS KNOWLEDGE UNDERSTAND APPLY ANALYZE

EVALUATE

CREATE

design compose create plan combine formulate invent hypothesize substitute write compile construct develop generalize integrate modify organize prepare produce rearrange rewrite role-play adapt anticipate arrange assemble choose collaborate

reframe criticize evaluate order appraise judge support compare decide

compare classify contrast distinguish infer separate explain select categorize connect differentiate discriminate point out prioritize subdivide survey advertise appraise break down divide order

solve apply illustrate modify use calculate

explain describe interpret

define identify describe label list name state match recognize select examine locate memorize quote recall reproduce tabulate tell copy discover duplicate enumerate listen observe

paraphrase summarize classify compare differentiate discuss distinguish extend predict associate contrast convert demonstrate estimate

change choose demonstrate discover experiment relate show sketch complete construct dramatize interpret manipulate paint prepare produce report teach act administer articulate chart collect compute determine

discriminate recommend summarize assess choose convince defend estimate find errors grade measure predict rank

express identify indicate infer relate restate select translate

calculate conclude correlate criticize deduce devise diagram dissect

score select test argue

omit read recite

ask cite discover generalize give examples group illustrate judge observe order report

conclude consider critique debate

record repeat retell visualize

collect devise express facilitate imagine infer intervene justify make manage

estimate evaluate experiment focus illustrate organize outline plan

distinguish editorialize justify persuade rate weigh

develop employ establish examine explain interview judge

represent research

FEEDBACK CHARACTERISTICS OF EFFECTIVE FEEDBACK . . . TIMELY • Timely POSITIVE feedback strongly reinforces positive actions and results. • Timely DEVELOPMENTAL feedback provides suggestions soon enough for people to adjust and enhance their performance. . . . BALANCED • Feedback that focuses ONLY on what a person needs to do BETTER or MORE OF but fails to acknowledge what’s been done well damages self-esteem. • Feedback from leaders who comment ONLY on STRONG PERFORMANCE is equally ineffective. They’re missing opportunities to help people become even more successful. . . . SPECIFIC • Tell people WHAT they accomplished – or didn’t accomplish – in precise, measurable terms. Comparing specific >Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22

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