Excerpt from performance management training flipbook

Document Background Information
CSL Plasma contracted me to develop a quick reference training manual for their new
performance management compensation system. Since this system is only used several times
throughout the year, rather than daily, it is important to quickly refresh their memory on the
operation of the system when they are ready to use it again. This Performance Management
Flipbook is designed to provide step-by-step navigation so that they can quickly get up to
speed.
The entire design of this project was conceived from scratch, including the physical design and
all graphic elements. The convenient easel design makes it easy to position and utilize at the
desktop as they work with the system. The tab graphic in the footer aligns with the actual
physical tabs and provides a quick reference organization. This project included both a regular
version as well as a Manager’s Version.

Performance Management System
HRIS—Stepstone
Manager’s VersionManager’s Version

Getting Started Setting Objectives Annual Performance DevelopmentMid-year Performance
Getting Started (continued)
Performance Management Cycle
CSL Guidelines:
The CSL performance management cycle
includes the following steps:
 Develop objectives- including manager and
second level manager approval.
 Ongoing consultation and feedback between
manager and employee.
 Mid-year assessment feedback and Learning
& Development planning.
 Annual performance assessment and
Values & Capabilities feedback (including
manager and second level manager approval).
 Second Level Review, Calibration and
Executive sign off.
 Rating transfers to compensation module
to determine salary increase and performance bonus. Once confirmed final discussion conducted with employee.

Roles and Responsibilities
While everyone has a different role in the IPM process, all participants—employees, managers, second-level managers and
HR staff—are responsible for making sure that communication is consistently open and frequent. Without communication, IPM
will not be successful.
As an employee, you need to:
 Work with your immediate manager to set and monitor your
objectives, create your development plan and assess your
performance
 Be accountable for achieving all your objectives as outlined in your
work plan
 Adjust your objectives during the year, if required, to respond to
business needs
 Talk to your manager about any barriers to achieving your objectives
and/or working on your development plan
Your manager is responsible for coordinating work across your team, and
coaching and assessing your performance. To do this your manager will:
 Help you and your team members understand the CSL group,
functional and site objectives, and how your team’s work aligns with
those objectives
 Distribute key objectives for the year among team members
 Provide support as you set career goals and create a development
plan
 Work with you to assess your performance at mid-year and year-end,
and determine your performance rating
 Provide recognition, feedback and coaching throughout the year to
help you and your team achieve individual and overall objectives
The second-level manager in the organization ensures equity between
people in similar roles within the organization or department. To do this
they will:
 Review all work plan objectives to make sure they are appropriate
and aligned, without necessarily directly participating in the
discussions
 Assist a manager and employee if, after significant effort, they cannot
reach agreement at any point in the process
 Ensure a fair and timely conclusion to the IPM process
The Human Resources representative provides advice to managers and
employees to ensure effective implementation of IPM. They will:
 Monitor the completion of performance appraisals
 Provide effective learning and development solutions
 Coach managers and employees through performance conversations
 Help resolve questions and issues
 Monitor individual development activities and needs

Outline of Performance Management Cycle
1 - Setting Objectives - July/August:
Before you start the objective-setting process each July, CSL has already set the objectives for the company, based on its
strategic plans. This information is shared with senior leaders and site managers and then cascaded throughout the
organization to line managers and employees.
Using this information, each manager develops individual objectives with his or her direct reports, making sure those objectives
are aligned to the CSL strategic plan and business priorities.
By communicating objectives in this way, all employees can focus on the strategic, functional and site priorities and the key
indicators required for a successful performance at CSL.
1.1 Confirm or update your personal information.
Log on to the HRIS system to access your IPM work plan template. Review a copy of your position (job) description. If
you and your manager agree that this section needs updating, provide that information to HR.
1.2 Set your objectives.
With guidance from your manager, develop four to six individual objectives.
1.3 Weight your objectives (optional).
Objectives should be weighted based on their level of difficulty and their importance to the work group—meaning you give
a higher weighting to a more difficult objective. The total weighting of all objectives needs to equal but not exceed 100%.
1.4 Define how you’ll demonstrate the Values.
Review the CSL Group Values and consider how you will demonstrate them in your work.
1.5 Complete the IPM form and meet with your manager.
Once you have entered your objectives, review the information in a meeting with your manager.
1.6 Finalize the work plan.
Once you have agreed on the content in the meeting with your manager, you will formally submit your work plan to your
manager for approval. At this point, your work plan is finalized and locked down in read-only format.

Outline of Performance Management Cycle (continued)
1 - Setting Objectives - July/August (continued):
1.7 Direct Manager will review and approve your work plan.
After your Direct Manager approves the work plan, they will then submit it for approval by the Second-Level Manager.
1.8 Second-Level Manager will review and approve your work plan.
Note: If changes are needed, either your direct or second-level manager can decline your objectives. This will move the
work plan back to the “Develop Objectives” status so you can edit the plan as needed.
2 - Mid-year Performance - December/January:
Open communication and ongoing feedback and development are essential to effective performance management. The mid-
year assessment and development plan is an opportunity to make sure this happens effectively. Since CSL follows a fiscal year
of July to June, this step occurs in December and January.
You and your manager have a shared responsibility to monitor your progress in achieving objectives, including what is being
achieved, how it is being achieved and the overall impact to the business.
Identify any potential barriers—and possible solutions—to make sure you achieve your objectives and complete your
development plan. There should be no surprises during the formal reviews.
Continuous learning and career development are important for your professional success and the superior performance of CSL.
The mid-year review is the formal opportunity to review your learning and career development goals.
2.1 Document your mid-year performance.
At least one meeting between you and your manager is required to complete the mid-year process. During this review,
you will give and receive feedback on your performance To prepare for this meeting, you will first complete a self
assessment where your will document and rate your performance for each objective.
2.2 Direct Manager will then rate your mid-year performance
Your manager will provide a rating and comments for each of your objectives to provide feedback on your performance up
to that point.

2 - Mid-year Performance - December/January (continued):
2.3 Complete your Development Plan.
Review the CSL Competencies and assess your skills in context to your career at CSL. Talk to your manager about your
career goals, including future roles in other departments or locations. In the Development Plan define your competency
targets and document some actions—such as coaching—to develop your skills.
When developing your action steps, keep in mind that 70% of career development at CSL happens “on the job,” with 20%
in coaching/mentoring and 10% in training and classes.
3 - Annual Performance - June/August:
During the year-end assessment process, which occurs in June and July, you will document your performance throughout the
plan year, focusing on the work since your mid-year review.
3.1 Complete the self-assessment.
Document and rate your performance for each objective. Comments from your mid-year review will be available on the
screen for your reference.
3.2 Review the self-assessment with your manager.
Meet with your manager to review the outcomes and evidence, and discuss the rating you assigned to each objective.
Give examples of your performance and demonstration of CSL Group Values (where applicable). Highlight strengths and
identify areas that need improvement. This information will guide your future goal setting and development planning.
If you and your manager cannot reach agreement, your manager will refer the issue to the second-level manager to
resolve the issue.
3.3 Get your manager’s assessment.
Once all objectives are assessed and documented, your manager will share their feedback on your performance,
confirming and clarifying your work contributions during your review meeting. After this discussion, your manager will
enter their comments for each objective into the system.

4 - Second-Level review and calibration - July/August:
The summary assessment provided by your manager in Step 3 helps define your compensation recommendation, based on your
performance. First, the managers’ recommended rating is forwarded to the second-level manager for an initial level of
calibration of results. Then additional calibrations may occur based on the size of your work group.
5 - Final confirmation - July/August:
After the ratings have been confirmed, the information is returned to your manager. Your manager will then submit the annual
salary increase amount and bonus to be awarded. Once all details are confirmed, your manager will meet with you to discuss
your final performance rating, annual salary increase (effective September 1) and bonus (if applicable) in Step 5, the final
confirmation.
5.1 Final Performance Review
Once Step 4 is completed, your manager will meet with you to share the final performance and compensation information,
releasing the final ratings and comments to you in the system
5.2 Finalize the review.
This is an opportunity for you to enter any final comments in the system. Once you’ve had the conversation and entered
your comments, click ‘Submit’. This completes the annual IPM cycle.

Getting Started Annual Performance DevelopmentMid-year PerformanceSetting Objectives
Setting Objectives

Setting Objectives
Adding Objectives
CSL Guidelines:
 Once the CSL Strategic plan has been approved the CSL Executive Team develops specific objectives to support
the achievement of the plan. These objectives are cascaded throughout the organization to ensure alignment.
 Managers develop objectives with their direct reports to ensure a focus on contributing to key
strategic/functional/site priorities.
 Employees should consult with their manager to set four to six individual objectives.
 The objectives need to be:
o SMART - Specific, Measurable, Achievable, Realistic & Time Constrained
o Aligned to strategic/functional/site priorities
o Challenging – beyond tasks stated on the job description
Consider including a stretch objective in your work plan. Stretch objectives
define how performance can exceed the expectations of your role, with
elements of operational, financial or resource complexity and a
significant strategic impact for the business. Some examples may include:
 Completing a special project outside the usual scope of responsibility
 Significantly improving the results of a strategic or critical objective

Setting Objectives (continued)
Adding Objectives
To Add Objectives:
Click on the Objectives tab
at the top of the screen.
(See Getting Started – Accessing
the IPM Template on p. 10 for
details on getting to the Objectives
tab.)
On the right-hand side under
Available Actions, click Add
self-defined objective.
Notes:
 The arrow on the top of your screen confirms what IPM stage you are at. If your manager has cascaded objectives into
your plan they will be identified with a flag and you can modify as required.
1
2
1
2
Workflow Status confirms
what IPM stage you are at

Enter Your Objectives
To Enter your Objectives:
Enter the Objective text.
Click Save located on the
bottom of the screen.
Notes:
 During the drafting process you can have unlimited objectives, however when you submit the plan for approval the
maximum amount is ten.
 You must enter at least one Objective into the field provided.
 “Spell check” and “legal scan” are available here. The legal scan option provides a search filter of text included in the
system to assess if any inappropriate terms may have been used. This is an optional feature.
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1
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Adding Actions
CSL Guidelines:
 Actions describe how an
objective is going to be
achieved.
 You may have multiple
actions for each objective.
To Add an Action:
Click the + under “Action”
and enter your text.
Click the Save button once
text is entered.
Notes:
 Once an Action is entered, you may add further actions by clicking on the + on the page.
 There is no limit to the number of Actions that can be added to an Objective, but you must have at least one action.
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You may include multiple
actions if this is desired

Adding Expected Results
CSL Guidelines:
 Expected results clearly state the
indicators for each objective success. The
expected result provides a measurable
target that can be used as criteria when
assessing achievement of an objective.
 Expected results can include expected
outcomes, timelines, numeric measures.
 Employees can have multiple expected
results that correspond to each action and
support the overall achievement of an
objective.
To Add an Expected result:
Type the text in the box next to the Action.
Click the Save button once text is entered.
Notes:
 For each Action, you can enter up to nine Expected results.
 Each Action must have at least one Expected Result.
 You can enter more than one expected result in a field if desired.
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2
1
2
You may include multiple
expected results or separate into
a number of fields if this is desired

Cascading Objectives
CSL Guidelines:
 The CSL Executive Team develops objectives based on the approved strategic plan.
 All or part of these objectives can be transferred to employees using a cascade approach.
 By cascading objectives to the next level it ensures all employees are focused on contributing to the current
business priorities and linked to the achievement of The CSL Strategic Plan.
Cascade All Objectives on
Your Work Plan
Click on the Cascade All
button on the bottom of the
objectives page.
Notes:
 Selecting the “Cascade All”
option means all objectives,
actions and expected results
are cascaded.
 After clicking this option, you
will see a list of your direct and
functional reports who you may
select to receive all of your
objectives.
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1
Managing Your Team

Select Employees to Receive All Cascaded Objectives
Select Employees:
Click on the checkbox of the
specific employee you want to
receive the work plan objectives.
You can select any number of
employees to receive all
objectives by clicking multiple
check boxes opposite the
relevant names.
If you want to cascade to all
employees on the list, click on
Select All and it will check the
boxes for the entire list.
Click Cascade objective to
employees to forward all
objectives to the selected
employees you have chosen.
Notes:
 If an Objective was previously cascaded, a green checkmark will appear in the column on the right to indicate that.
 Each time an Objective is cascaded, it adds to your employee’s list but does not overwrite any existing Objectives. At this
stage of the process employees can delete and modify Objectives, Actions and Expected results cascaded to them.
Managing Your Team
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Excerpt from performance management training flipbook

Excerpt from performance management training flipbook

Excerpt from performance management training flipbook

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