People Excellence 2018

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

The People Excellence Program applies to EMEA Aftermarket and Global Braking

A COMMON SET OF TOOLS TO BUILD ORGANIZATIONAL CAPABILITY AND ACHIEVE A WINNING CULTURE To recruit, develop and objectively evaluate the performance of current employees and evaluate potential candidates. A COMMON SET OF MEASUREABLE COMPETENCIES THROUGH WHICH EMPLOYEES CAN ACHIEVE EXCELLENCE Ensures our people have the tools to succeed and understand the objective measures of their performance. Ensures our people are aware of the skills, characteristics and behaviors expected of them to become higher performers. Establishes the skills, characteristics and behaviors expected of people who are or aspire to become leaders and manage others. PEOPLE EXCELLENCE

I I I I I I I I I I I I I I I

COMPETENCY MODEL?

WHAT IS A

A COMPETENCY MODEL is composed of a set of skills and behaviors consistent with our VALUES , critical for employees to become high performers and support the achievement of company VISION and MISSION

OBSERVABLE AND

MEASUREABLE

COMPETENCIES ARE

We will hire the best people A clear and well-defined Competency Model outlines objective criteria for hiring managers to evaluate and select candidates who best demonstrate the competencies needed by high performing employees. We will develop people to achieve their best performance It enables managers to identify employees with the potential to develop into leaders. It outlines common language and measurements for managers to communicate performance expectations and evaluate people’s performance. WHAT WILL OUR TEAMS GAIN BY ESTABLISHING A COMPETENCY MODEL?

OUR COMPETENCY MODEL PROVIDES THE BEHAVIORS EXPECTED FOR PERFORMANCE RESULTS AND CAREER GROWTH I I I I I I I I I I I I I I I

Assists managers in identifying and developing talent Builds organizational capabilities Provides structure to managers to develop high-functioning teams

RECRUITMENT Competency-Based Interviews Job Roles Description Attracting Talent

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

THE

DEVELOPMENT Coaching Skills Mentoring Skills Effective Feedback PERFORMANCE

Performance Goals = WHAT, Competency Behaviors = HOW

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 CUSTOMERS WIN TODAY AND TOMORROW

COMPETENCY MODEL INDIVIDUAL CONTRIBUTOR / LEADING OTHERS / LEADING BUSINESS

ACCOUNTABILI TY Process management Action oriented

Perspective Dealing with ambiguity

TEAMWORK INTEGRI TY Ethics and values Integrity and trust Developing others Interpersonal savvy

INNOVAT ION PASSION

RESPECT

Problem solving Building effective teams

Customer focus Work/life balance

EXTRA Functional or Technical Skills

HOW TO USE THE COMPETENCY MODEL

Each COMPETENCY is defined and assigned a set of SUPPORTING BEHAVIORS that are both OBSERVABLE and MEASUREABLE . An employee’s performance is measured against their GOAL ACHIEVEMENT (WHAT) and whether their actions align with expected BEHAVIORS (HOW). In addition, each behavior falls on a unique COMPETENCY PROFILE of LEADING SELF , LEADING OTHERS and LEADING THE BUSINESS .

COMPETENCY PROFILES Explained Competencies remain the same for all roles and employees. Roles different complexity and responsibility is shown in each competency profile through a different set of behaviors expected

I I I I I I I I I I I I I I I

Director level personnel and above as well as Plant or Distribution Center managers

Managers with direct or indirect reports or those whose roles require strong influential skills

All salaried employees being individual contributor

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

Employees whose behaviors ALSO align with LEADING THE BUSINESS are demonstrating behaviors expected of senior level leaders.

Employees whose behaviors ALSO align with LEADING OTHERS are demonstrating the behaviors expected of managers.

The expectation is for an employee’s behavior to align with the preferred behaviors defined as LEADING SELF.

COMPETENCY MODEL

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 continually seek opportunities to reinforce it by creating real value.

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

PROCESS MANAGEMENT

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

ACTION-ORIENTED

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

• Has a keen sense for how processes work • Accurately visualizes work processes • Creates efficient work flows

• Simplifies complex processes • Uses measurements to manage results

• Seizes opportunities for synergy • Expertly maximizes resource use

• Immediately tackles problems • Drives hard, shows initiative

• Takes risks, moves with little planning • Sets an action standard for others

• Takes independent action • Seizes opportunities

COMPETENCY MODEL

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. COMPETENCY MODEL

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.

PERSPECTIVE

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.

DEALING WITH AMBIGUITY

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

• Has broad-ranging interests • Is broadly experienced and informed

• Always considers multiple viewpoints • Constructs many possible scenarios

• Is future oriented, visionary • Understands global issues

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

• Comfortably shifts gears • Is energized by new challenges

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

COMPETENCY MODEL

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. COMPETENCY MODEL

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

ETHICS AND VALUES

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

INTEGRITY AND TRUST

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

• Knows how and when to apply values • Actively promotes the organization’s core values

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

• Stands up for beliefs • Helps others work out ethical dilemmas

• Is appropriately truthful • Is honorable • Admits responsibility

• Is widely trusted • Keeps confidences secure • Doesn’t have hidden agendas • Puts the organization first COMPETENCY MODEL

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. COMPETENCY MODEL Is dedicated to meeting the expectations and requirements of internal and external customers Gets first-hand customer information and uses it for im- provements in products and services Acts with customers in mind Establishes and maintains effective relationships with customers and gains their trust and respect

CUSTOMER FOCUS

Maintains a conscious balance between work and per- sonal 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

WORK LIFE BALANCE

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

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

• Focuses on improving customer service • Anticipates future needs of customers

• Acts with customers in mind • Gains customer trust and respect

• Maintains a

conscious work/ personal life balance • Is organized, manages time efficiently

• Is a multidimensional person on and off work

• Is as effective off work as at work

COMPETENCY MODEL

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. COMPETENCY MODEL

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

PROBLEM SOLVING

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

BUILDING EFFECTIVE TEAMS

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

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

• Has excellent problem-analysis skills • Effectively solves difficult problems

• Sees all potential pitfalls • Finds best solution for problem

• Is a champion of team success • Fosters open dialogue

• Creates cohesive and effective teams • Celebrates others’ successes • Builds exceptional morale and spirit • Empowers others to complete work COMPETENCY MODEL

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. COMPETENCY MODEL 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

DEVELOPING OTHERS

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

INTERPERSONAL SAVVY

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

• Pushes people to stretch career goals • Is a long-term people developer

• Works with those most in need of development • Uses multiple developmental tools

• Is intimately aware of goals, dreams • Doesn’t play favorites

• Is tactful and diplomatic • Balances work and people issues well • Defuses high-tension situations • Builds long-term relationships COMPETENCY MODEL

• Relates well to people • Is great on first contact

COMPETENCY MODEL

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

Has the functional and technical knowledge and skills to do the job at a high level of accomplishment FUNCTIONAL / TECHNICAL SKILLS

LEADING SELF

LEADING OTHERS

LEADING THE BUSINESS

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

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

COMPETENCY MODEL

PEOPLE EXCELLENCE THE COMPETENCY MODEL IS OUR GUIDE TO ACHIEVING

It’s the framework to inform and assist the company’s hiring decisions. It sets observable and measurable expectations for each employee to achieve excellence.

People will understand the behaviors they must demonstrate to achieve excellence. Provides managers clear expectations on how to lead and develope their teams. It provides the organization transparent and consistent measures to identify high potential and succession employees. It ensures both managers and employees understand what development is needed for each employee to achieve excellence.

COMPETENCY MODEL becomes part of the

PERFORMANCE MANAGEMENT SYSTEM

What to expect…

HALF-YEAR TALENT REVIEW Managers

PERSONAL DEVELOPMENT PLAN (TMS)

TALENT REVIEW

PERFORMANCE REVIEW (TMS)

GOAL SETTING (TMS)

Employee & Manager

Employee & Manager

Managers

Employee & Manager

Defining “What” and discussing “How” Goals are to be Achieved

Plan Including Actions to Develop Competencies

Review on Succession Action Plan

Review on Succession and Potential

Competency Self Assessment (Employee) Competency Rating + Goal Rating (Managers)

GOAL SETTING

N

PERFORMANCE REVIEW

PERSONAL DEVELOPMENT PLAN

PERFORMANCE MANAGEMENT

MID-YEAR TALENT REVIEW

ANNUAL PERFORMANCE MANAGEMENT CYCLE

U

TALENT REVIEW

NON MANDATORY STEP MID-YEAR REVIEW

© Federal-Mogul Motorparts

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