Performance Management - Employee Handbook

NOMAC is a fast growing company with a lean 01 Goals philosophy. 02 OKRs Ensure our corporate objectives are consistently 03 Development Goals being met whilst going through our growth surge 04 The System changes have been made to the performance 05 Next Steps management process. Please note, all underlined text in italic is a clickable hyperlink.

Q1 Q2 Q3 Q4 January 30th June July 31st October 22nd Goal Setting Starts Mid-Year Review Self Assessment Training Mid Year Review Meet your manager to discuss Deadline for Self Assessment to be and confirm your goals eLearning courses will be made Deadline for Mid Year Review inputted onto the system. available providing you with comments to be made on the Jan – Feb information in how to ask for and system. November 18th System Training will receive feedback Manager Assessment commence June Deadline for manager to complete their Your manager should book this in Mid-Year Review assessment of you and input onto the with HR / the local Super User Assessment system. February 25th Review your goals and arrange a December 30th Goal Setting Deadline Mid Year Review meeting with Year End Conversation your manager Deadline for goals to be inputted Deadline for year end conversation onto the system. between your manager and yourself to take place.

CHAPTER 01

Goals are important. Not only do they provide us with actions to aim for, they also enhance our skills and ability for performing our job well. For 2020, you are being asked to write: 5 – 10 Personal (professional) Goals 1 Development Goals Personal Goals Personal Goals are results-based performance expectations related to the overall company corporate objectives. These goals provide you with direction and motivation towards action. All employees should have goals that fall into the following three categories, however, it is up to both yourself and your employee to set an appropriate weightage for their individual goal plan, i.e. An Operator / Technician could potentially have 30% of HSE goals, however an office worker may have 5 or 10% of HSE goals. 1. HSE 2. Individual Performance 3. Role specific Development Goals Development Goals are focused on improving and increasing an employee’s capabilities and competencies through access to learning and training opportunities in the workplace. They are intended to increase your knowledge or skill set. The differences Development Goals are: Personal Goals are: • Results oriented • Skills and/or knowledge oriented • Job oriented • Learning oriented • Focused on task performance • Focus on knowledge or skill attainment • Related to job responsibilities • Directly aligned with the individual performance goals • Appropriate to the current position • Supports both current and future job functions and goal • Directly aligned to corporate objectives • Provides career advancement opportunities

CHAPTER 02

The acronym OKR stands for ‘Objectives and Key Results.’ It is a goal setting framework that has been around since 1970s. Popularized by John Doerr, one of the most successful venture capitalists, OKR sets the basis for defining your organizational objectives over a specified period of time. OKRs are frequently set and evaluated continuously during the project lifecycle to make sure everything gets done on time. They also act as future references to monitor how well you executed your projects.

Objectives are qualitative goals. They are The formula to writing a goal is simple: usually broad in their outlook & inspiring Objectives are goals and aims, while Key in nature. First & foremost, the objective Results are time-bound and measurable should help in achieving the company milestones under these goals and aims. goals & should be aligned with the Even Simpler: corporate strategy. Objectives – What I want to Achieve More importantly, finalizing objectives can Key Results – How I will achieve … be a tough task. Use the five why analysis to figure out if the objectives that are being chosen are really the critical ones. In a nutshell, you have the correct objectives if you can answer following questions affirmatively with respect to the objective:  Is the objective inspiring?  Does the objective help in achieving the company goals?  Does the objective align with corporate strategy?  Is the objective essential?  Does the objective have a fixed time period, i.e. 2 months or 12 months?

Key Result: The way key results are defined, is the soul of the entire OKR philosophy. Key results are essentially measurable indicators of success of the parent objective. Key results, clearly tell you how much of the objective is achieved. If they cannot be objectively If the key results cannot be objectively measured, measured, they are not Key they are not Key Results. Results. Numbers form an Numbers form an integral part of the key result. integral part of the key result. Do Always have at least 1 number, this can be: note that key results • A percentage %, are results & not • Number of people or items activities/tasks. • Date • Financial information Ask these questions to ensure you are writing effective Key Results:  Is the Key Result specific? Example:  Does the Key Result help in achieving the objective it belongs to? I will complete 3 HSE eLearning courses by March  Is there a timeline identified for the Key Result?  Does the Key Result belong to either a stretch or an operational goal 2020. category? Try and include a date within each key result, this  Is the Key Result important enough to appear in the top 5 Key Results for will help provide you with an action plan and helps the objective you see how well you are doing. Inamdar, A. (2018, February 28). Beginner's guide to writing effective OKRs. Retrieved from https://upraise.io/blog/writing-effective-okrs





OKR Best Practises: Objectives “Where do I want to go?” Key Results “How do I get there?” Write between 3 – 5 Results max per Objective. Write your results as if for somebody else – they must clearly understand your goals.

CHAPTER 03

The key to your development path lies with the 70-20-10 rule, a framework that provides you with three sources of learning and the corresponding percentage of time an employee should devote to each: 70% on-the-job training (OJT), 20% mentoring, and 10% training. The reason why the 70, 20, 10 Rule is so effective is because it suggests that everything that our employees do as part of his or her job should offer some level of professional learning and skill growth. The four primary goals for development are: • Improving your skills and knowledge in order to raise the level of your job performance • Learning new skills & knowledge in order to take on new responsibilities and enrich your current job • Developing new skills and knowledge in order to advance your career • Leveraging your strengths more fully in your jobs and in the organization.

It is important to identify what skills you would like to develop, so to do this effectively consider what learning practices you can include to develop yourself. The most effective strategy to accomplish these goals is to follow the 70-20-10 Rule: On-the-job experiences Relationships & Feedback Training & Education: ❑ Take eLearning Courses ❑ Take on new and ❑ Ask for feedback and ❑ Attend physical courses challenging coaching from others projects/assignments and workshops ❑ Buddy up with a co- ❑ Watch YouTube videos / ❑ Take on more and new worker for sharing responsibilities experiences and Ted Talks knowledge ❑ Become a subject matter expert ❑ Shadow a more experienced colleague ❑ Become a team member in a project where you have no knowledge

CHAPTER 04





CHAPTER 05

Your manager will be able to A Local Super User will provide If you require any further help provide you with a session on training within your location on please consult with either your how to set goals in the correct how to input your goals on the line manager or local HR way. employee portal. representative.