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Performance Reviews

Policy

The future of Global Marketplace depends on attracting, developing and retaining the best people. To meet the challenges of the future it is critical for our team to focus their performance on achieving team goals and ultimately the goals of Global Marketplace.

We use Culture Amp to set and track goals in real-time and to align performance with team capability and the achievement of Company goals.

Scope

This Policy applies to all Global Marketplace team members based in Australia and New Zealand.

Responsibilities

Team members

·   Demonstrate commitment to the process and work towards meeting objectives and goals.

·   Establish challenging but realistic plans with their Manager, work to the agreed plan, track progress and adjust behaviour where appropriate.

·   Communicate openly and regularly, including seeking feedback.

Managers

·   Demonstrate commitment to the process and work towards meeting objectives and goals.

·   Hold and complete reviews within the set timeframes.

·   Identify relevant development goals and future career plans.

·   Provide regular feedback to their teams.

·   Provide effective coaching and counselling as required.

Why do we need Performance Reviews?

The Performance Review process is a way to help you reflect on your own performance, achievements and plan for your personal and career development. Our process actively supports a culture which encourages us to monitor and discuss progress on a regular basis, to coach and mentor others in a meaningful way, and to recognise the achievement of both personal goals and organisational objectives.

A Performance Review will help you to:

·       Evaluate and recognise your own strengths.

·       Be more effective in monitoring your progress.

·       Take responsibility for your own personal development.

·       Identify available learning opportunities.

Further, in order to achieve high performance, you need to know:

·       The scope of your responsibilities.

·       What standards of achievement are expected.

·       The process by which your performance will be measured.

·       What support you can expect.

·       How you are doing.

Processs

Start of cycle

At the start of each year you will meet with your Manager to agree your goals for the year. These are to be recorded in Culture Amp.

Ongoing tracking

On a regular basis you should discuss progress against goals with your Manager, to ensure you are tracking in the right direction and to tailor any support you might need.

Each team member needs to assume responsibility for tracking their own progress. You should take time at least each quarter to review your progress toward both objectives and development goals. You should also regularly seek feedback and guidance from your Manager and colleagues on how to effectively achieve your objectives and development goals.

Mid-year review

You should have at least one periodic review with your Manager mid-year to:

  • Receive feedback and coaching.
  • Discuss progress to date.
  • Revisit objectives, behaviours and if necessary, alter Goals.
  • Check development strategies are in place and review, if necessary.

End of cycle

We hold end of cycle reviews in December and January, with Aall reviews needing to be completed by 31 January.

This consists of a formal meeting with your Manager to discuss your progress for the year. People and Culture will support with setting up review cycles in Culture Amp which will include self-reflection and obtaining peer feedback. This meeting should involve openly and constructively discussing performance and progress and then agreeing goals for the next 12 month period.

Then it is up to you to input your new goals into Culture Amp.

Goals

It is very important to set clear goals that can be measured. The best way to achieve this is to make goals SMART – Specific, Measurable, Achievable, Realistic and Time Bound.

Specific

  • What will the goal accomplish? Think specifically about how you will accomplish the goal and why.
  • Spell out in concrete terms what is to be achieved.

Measurable

  • How will you measure success? Consider quality, quantity, timeliness and cost.
  • Quantitatively or qualitatively, how will you know when it has been achieved?
  • Will there be a visible outcome/impact?

Achievable

  • Do you and your Leader agree that the actions are suitable for implementation?
  • Do you have the necessary knowledge, skills, abilities and resources to accomplish the goal?

Realistic

  • What is the reason, purpose or benefit of accomplishing the goal?
  • Ensure there is a link to the higher-level business unit goals.
  • They describe a specific end product, result or outcome that is of value to the organisation and to you individually.

Time Bound

  • What do you want to achieve by when?
  • What is the established completion date and does that completion date create a practical sense of urgency?

Development & career

The Company is committed to developing the skills, knowledge, and ability of team members through collaboratively seeking learning opportunities and ensuring practical application of this learning in the workplace. 

The greatest team member development comes from Managers taking time to develop team members through mentoring, assigning interesting projects and identifying improvement areas. A Managers’ interest in their team members’ development is also a strong motivator. 

Your development Goals will be unique based on your individual needs and career opportunities. Listed below are a few of the developmental activities that you may want to consider:

·  Cross training or job rotations

·  Coaching

·  Individual/team-based projects

·  Self-directed learning

·  Literature reviews

·   External education/training

·   Short-term secondments

·  Relieving in alternate roles

·  In-house training programs

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