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Published by , 2018-12-18 18:19:55

Jane's PDCtwo year version (Dec 2018)

Jane's PDCtwo year version (Dec 2018)

PERFORMANCE AND DEVELOPMENT CYCLE
COMMUNICATION HANDBOOK

This handbook is to help Talent, Organisation Development, Talent Service Delivery Team, and
People Insights and Remuneration Teams to communicate the

right message at the right time to our people and our People Managers

Contents

Our strategy – what we’re doing and why ..................................................................................................................................................................................................................................................................................................................... 2
Our communications are designed to improve our peoples PDC experience............................................................................................................................................................................................................................................................ 2
[email protected] houses the PDC landing page linking the user to the Professional Development Cycle. The PDC components are: ............................................................................................................................................................................... 3
To access the components, click on the calendar wheel segments or the blue boxes .............................................................................................................................................................................................................................................. 4
When and what we communicate to: ........................................................................................................................................................................................................................................................................................................... 5

The Key component to the Performance and Development cycle is objective setting.................................................................................................................................................................................................................................................. 5
ROLES AND RESPONSIBLITIES: Organisational Development, Delivery, People Insights and Remuneration, and Employee Communications Teams............................................................................................................................................ 6
Summary of messages, audience and channel for each component of the PDC year ............................................................................................................................................................................................................................................... 6
CONTENT TABLE ALIGN TO THE MESSAGES SUMMARY TABLE ABOVE...................................................................................................................................................................................................................................................................... 8

PDC Communication Handbook for Talent. Published December 2018

Our strategy – what we’re doing and why

We are:

putting our people at the heart of all performance and development communications and engagement by:

• making communication messaging and resources simple, clear, relevant and easy to access
• using meaningful, uplifting and encouraging language
• separating technical process and systems communications from engagement communications
• increasing the frequency, we communicate with our people
• surveying our people to check the performance and development communications are hitting the mark and need

making it easy for our people to engage with their performance and their development because our resources:

• easy to find and read
• are easy to understand and our people know what is expected of them
• help our people to see where they fit into the organisation and they can identify areas for development

making it easy for Talent to communicate and engage with our people by developing:

• engaging development messaging
• easy and simple ‘how to do what and when’ technical messages
• a message matrix which sets out 12 months of messages to which audience, via what channel and when to send the messages

encouraging other Talent teams to align development and engagement initiatives with the performance and development messaging initiatives such as

• “Leading through Conversation”
• Manager’s induction, New Managers Induction workshop
• Career development
• Coaching and development
• Induction (Onboarding)

Our communications are designed to improve our peoples PDC experience

Improve the way our people view and experience the Performance and Development cycle Our people recognise they own their experience, and work their managers

Our people: Our people:

• have improved experience resulting in higher engagement levels Understand the link between:
• understand ratings are linked to a pay increases • achieving their objectives and their PDC rating
• understand conversations are employee lead • career aspirations and their PDC
• find the PDC tools and resources relevant and useful • PDC ratings and pay
• respond in a timely manner to all aspects of the PDC cycle
• understand the relevance of the PD cycle and how their career aspirations and development plans fit with objective Know to
• use the tools and resources to support objective and development planning
setting • actively gather positive evidence and feedback to support their PDC conversations
• respond positively to the PDC and see it as a positive and engaging experience based on development

Find it easier because
• the support material is easy to access via [email protected] and is relevant

Timeliness are improved
• actively engage with their Performance and Development responsibilities

Our people managers: Our managers

• understand that ratings determine peoples pay increase • develop a PDC rhythm that they fit into their work schedule
• have active conversations that support and help their people to meet their aspirations, objectives and development • find tools and resources simple to use
• actively participate in the PDC process and recognise the behaviours ‘being curious’ and ‘being accountable” will best
plans
• actively meet their Performance and Development responsibilities and meet deadlines serve their teams
• actively engage with their Performance and Development responsibilities and meet deadlines

PDC Communication Handbook for Talent. Published December 2018

[email protected] houses the PDC landing page linking the user to the Professional Development Cycle. The PDC components are:

MESSAGE TO OUR PEOPLE END OF YEAR PERFORMANCE REVIEW June - July SYSTEM AND PROCESSES Final ratings entered into Check team members’ data in
Give yourself plenty of preparation time to identify what you have ePerformance by end of July Pivot and print remuneration
Your Performance and done well and what you have achieved. Check how you are going in People Managers, Leadership teams and letter and give to team member
Development is important developing your skills or knowledge areas set out in your Executive Leadership check performance
to the organisation, to your development plan. ratings to ensure fairness, and they align by last pay date in August
team and most importantly Putting time into preparation will help you have a confident with the organisations performance [link
to you. Everything we say conversation. to moderation information] Have a chat with your team member about their remuneration and
and do serves our give them their remuneration letter
customers. To do this well Enter your team members
we need to work as one provisional performance START THE PDC YEAR August – September
towards a common goal. ratings into ePerformance
Your objectives should be aligned with your team objectives,
Using the Performance and by end of May which in turn are aligned with your business group objectives
Development Cycle you can and ACC Strategic Intentions.
identify your achievements,
things you have done that Weave into your objectives the ACC Behaviours and the Whāia
you’re proud of and also Te Tika strategy. Client Service Delivery have pre-set objectives,
areas of work that you may which have been developed using the above principles.
need support with. You can
check to see if you are DEVELOPMENT PLANS
meeting your objectives
and whether your Your development plan sets out what new skills or knowledge
development plan is you may need to put in place so you can meet your objectives.
continuing to support your
development. For example, ask yourself do I need to learn a new skill, enhance
an existing one, develop new understandings and knowledge? Do
Mouse over monthly I need to be more customer focused and if so how do I do that?
sections of the wheel to see Questions such as these help you to focus on and identify what
what actions you can take you need to do to meet your objectives.
during the year.
Your regular 1:1 conversation with your manager will help you to
MID YEAR PERFORMANCE REVIEW January – February Resources keep on track and adjust your plan if necessary.
Give yourself plenty of preparation time to identify what People Managers
you have done well, what you have achieved and what
you may need support with. Check how you are going in Throughout the
developing your skills or knowledge areas set out in your year frequent 1:1
development plan. with manager

Putting time into preparation will help you have a
confident conversation.

PDC Communication Handbook for Talent. Published December 2018

To access the components, click on the calendar wheel segments or the blue boxes

Resources Resources: http://thesauce/team-spaces/meacc/my-
People Managers performance-acc/pdc-resources-and-tools/index.htm

People Managers: http://thesauce/team-
spaces/meacc/my-performance-acc/pdc-dates-and-
steps/index.htm

End-of-year conversation and review http://thesauce/team-spaces/meacc/my-
performance-acc/pdc-dates-and-steps/index.htm followed by http://thesauce/team-
spaces/meacc/my-performance-acc/great-two-way-conversations/index.htm

Setting objectives: http://thesauce/team-spaces/meacc/my-performance-
acc/pdc-dates-and-steps/index.htm followed by Setting my PDC objectives and
creating a development plan http://thesauce/team-spaces/meacc/my-
performance-acc/setting-pdc-objectives/index.htm

Mid-year conversation and review: http://thesauce/team-spaces/meacc/my-
performance-acc/pdc-dates-and-steps/index.htm followed by http://thesauce/team-
spaces/meacc/my-performance-acc/great-two-way-conversations/index.htm

PDC Communication Handbook for Talent. Published December 2018

When and what we communicate to: OUR PEOPLE AND PEOPLE MANAGERS ABOUT CONVERSATIONS
PEOPLE MANAGERS ABOUT PROCESSES

August Jan – Feb April – May July August

Set my objectives and Our people and People Managers frequent 1: 1 conversations Rem conversation and
development plan and get my communication
Mid-year review. Revisit objective, and End of year conversation and complete
managers agreement development plan, tweak if necessary.

People managers enter stuff in to HRIS and meet with their people

Provisional ratings entered Final ratings entered Check data in Pivot

Business wide moderation

The Key component to the Performance and Development cycle is objective setting

My objective supports Team objectives Business Group ACC strategic So, we can deliver on ACC creates a unique
my teams objective support business objective intentions our Vision for New partnership with every
objective Zealanders. New Zealander,
My development plan Group Leadership improving their quality
supports my objectives team agree group of life by minimising
objective and share the incidence and
with Managers impact of injury

PDC Communication Handbook for Talent. Published December 2018

ROLES AND RESPONSIBLITIES: Organisational Development, Delivery, People Insights and Remuneration, and Employee Communications Teams

Who does what, when and how Responsible for systems messages Responsible for changes to the PDC Responsible for language and tone Responsible for delivering messages Specialisation
Prepare and check technical content
Delivery Team subject matter experts What needs to be communicated and Responsible for system and process
Technical and process information why? When does, the communication go messages Align with organisational direction,
out? change, design and reflects other areas of
Organisational Development Team organisational development
development of people capability How is this connected to other initiatives? Ensure communications and methodology Responsible for employee engagement
strategies and initiatives Do reference other initiatives e.g Check communications for simplicity, ease
Organisational Development Team Leadership Portal empowers individuals and engagement messages of understanding, tone, language and has
development of people capability a user-centric approach and thinking
strategies and initiatives Ensure communications and methodology Responsible for employee engagement

empowers and engages individuals messages

Employee Engagement Team What is the tone? Does it speak to the
develop integrated communication plans from user? Is it simple, clear with a call to
action or rationale? Is it strategic?
engagement strategies

Summary of messages, audience and channel for each component of the PDC year

One to nine see attached message matrix

THEME ID Number Leading Publish date – OUR PEOPLE PEOPLE MANAGERS PEOPLE MANAGERS Channel
aligns to People LP is the Engagement communications Engagement communications Technical communications Leading People is the primary channel. All other channels publish a day later, after leading
message delivery primary
table below date channel. PRIMARY People has been distributed
1st week of Great resources
Date First week SPECIFIC TO ROLE PROCESS / SYSTEM Email Sauce Leading People
August Writing development plans Building focused teams
One 22 July What it takes to be a great The word this month is Not relevant to CSD managers
First week Remuneration finalised [last PDC people manager objectives. (CSD have
Start of the August year] pre-set objectives) Closing the PDC year
year
1:1 conversations
One 22 July REM process, conversations
Our People have nothing to do and hand delivery. Enter stuff
this month. Write story linking into Pivot
PDC Leadership Portal (working
Two 22 August First week title. Talent yet to name this Writing development plans. SMART Developing careers
Two September resource) Record plans and objectives
Prior to Last pay day Gather up feedback, prepare for Remuneration finalised
Three last pay August the New Year See message seven. People
day Managers are communicated
August First week to in June
22 October
September November 1:1 conversations – supported, Conversations have Conversations have positive results
22 refer conversation guide positive result’s
October Our People have nothing to do …article too celebrate … article too celebrate something or
this month. Write story linking something or to boost to boost something or acknowledge
PDC Leadership Portal (working something or something
title. Talent yet to name this acknowledge something
resource)
Four 22 First week Plan for your mid-year Book and meet
November December Reminder mid-year review in the New year Note this message should be
(no January conversations, set repeated in the February issue. There
Mid-Year issue of LP) appointments is no January issue.
Conversations

PDC Communication Handbook for Talent. Published December 2018

Five 22 January First week Refresh your understanding and Enter midyear ratings and Refresh your understanding, prepare
Six February prepare review comments. for mid-year
Seven 22 First week Record mid-year ratings into
February March Prepare for end of year Refresh your memory – review Bringing out the best in ePerformance
Seven 22 May First week June process us… June – Book and Meet
Eight
End of year Eight
conversations Eight
Nine
22 May First week June Check message two Moderation Matters Moderation Matters
22 June July Performance rating effect
Enter performance rating into moderation enter now
Mid July First week Mid e Performance
July Final ratings into ePerfomance Reminder
Late July Late July
Follow up – ratings into Reminder
22 July August ePerformance
Remuneration tables Remuneration tables and new pay
Remuneration tables and new and new pay ranges ranges – if information available
pay ranges

One off comms

tbc tbc [email protected] Sauce Story Promotion
Tbc Tbc PDC landing page and content Email People Mgrs Promotion
Sauce Story

PDC Communication Handbook for Talent. Published December 2018

CONTENT TABLE ALIGN TO THE MESSAGES SUMMARY TABLE ABOVE

Start of the year Message ID Number Baseline content Suggested content
Delivery period 22 July for 1st week of August One

Introduce new • We’re entering a new performance year. It’s time to start talking to your
performance year –
great resources people about their objectives and development plans. The one page Title: The word this month is Objectives (add in year e.g 2018/2019)

Throughout the objective setting period: templates for developing their plan is on [email protected]

The PDC is: [email protected] has resources and tools which explain everything anyone needs to
For and about our people.
• Team objective: is linked to your Business Group objectives and is designed to know about our organisational Performance and Development Cycle. (CSD?)
• write in a welcoming and informative style
when possible take a celebratory tone promote teamwork and collaboration across the group and focus on the

• When even relevant link messaging to career activities your whole team contributes. Want to know more about moderation, performance ratings or how to use
development and the leadership portal
ePerformance and Pivot, the PDC resources, tools and forms page is the place to
Content/Stories:
o simple and relevant to each period during • The individual objective: objective focuses on the current performance year go.
the PDC cycle
o can be used as is or to guide the content and links you team members to the team’s business plan and objectives.
owner
o Why we have performance objectives, how to write your objectives, and what to

Process and systems: • There are five objectives for each person. Three of these are for your business align your objectives with is set out clearly in the easy to use new PDC form.
• use links to stop getting bogged down in
process and explanation. Sending people to unit objectives, one is a team objective and one is a personal objective.
the resources on [email protected] gives them access to
plain simple clear resources, explanations and Objectives are specific to your role and can be measured. They need to be
consistent messages
• Objective setting is a collaborative experience between managers and their achievable, relevant to the team and business group or if personal, connected to
• links encourage people to use the Sauce as
their main resource. team members. the person’s development aspirations, needs and strengths. And, time specific –

• Links lessen the need to put everything into the they have a ‘due by date’ so there is a sense of progress.
communications which means they will be less
text heavy and clearer • [email protected], PDC resources, Forms and Tools pages houses all the resources in

keep these articles short and to the point. Get you will need no matter what hat you are wearing – employee or people While you are going about setting your objectives, look at your skills and what
the process/system message across quickly
manager. areas you need to work on so you can be a great performer and contributor to

your team. You don’t have to go this alone, objective setting is a collaborative

experience with your manager.

To figure out where you would like to be, what you would like to do and how
you will get there use the ACC Career Centre portal. This fabulous tool helps you
identify your strong points, your skills, and what areas need to be strengthen.
Getting your Career Centre assessment is an uplifting experience and it helps to
shape your development plan.

Our performance and development cycle is all about you working to your
strengths and developing areas that will help to get the best out of your working
day.

This is important to remember, as this is about you and what you want to
achieve.

PDC Communication Handbook for Talent. Published December 2018

Deliver 22 July for 1st week of August One
PEOPLE MANAGERS – Leading People
Intro new
Performance year – Objective setting is a collaborative experience between managers and their Title: Building focused teams (add in year e.g. 2018/2019)
great resources team members. How to set your objectives so they align with the ACC
Strategy, are align with Whāia Te Tika and our ACC Behaviours is set in The start of Performance and Development year gives us the opportunity to
[email protected] build strong focused team.

[email protected] gives you all the tools you need to set your objectives and plan your Objective setting is an organisational priority and it’s important for our People
development. The SMART approach - Specific, Measurable, Achievable, Managers to make the time to collaborate with team members, and also this is a
Relevant, Timely – is a great method to use when setting your objectives. great chance to get to know them better.

• The editable one page objective setting template makes it easier for you to If you are new to how we do things at ACC, the team space [email protected] is very

align business, team and individual objectives. There is space to record each smart. Everything you need to know about our Performance and Development

objective and it is easy to see how it links to the business and team objectives. process is housed here.

• Being a great people manager means knowing your staff and setting clear Want to know how to set SMART objectives, align objectives with your team and

expectations for them. Our Performance and development cycle is designed to business group objectives, then this is the form for you.
link us all to our organisational strategic intentions through our Business Group The new PDC form is editable and your team members can easily see how their
objectives fit with the ACC strategy, business group and team objectives.
and Team objectives.

Encourage your people to really explore [email protected], check out all the different
sections, resources, and create great plans.

Deliver 22 August for 1st week of September Two • Aligning your development plans with your objective will help you to achieve Title: Specific = Measurable + Achievable + Relevant + Timely = SMART
OUR PEOPLE - Sauce your performance objectives
Writing Now you have set your objectives, ask yourself what skills and behaviours I need
Note: Career aspirations links to Career Development development plans - • Align your development plans with your career aspirations with opportunities to develop and achieve my objectives.
Support on [email protected] August available at ACC
Not sure what to do? The career development and career coaching page on the
• Successful development plans are collaborative. Both manager and team Sauce houses a great treasure. This taonga is the ACC Career Centre which is an
member actively identify what is needed and how to achieve it online resource which anyone can use and assess their career values,
motivators, agility, pathway and talents. The assessment gives you an insight
• Development plans are living documents and can be changed. Have regular into what you need to do to create a great development plan.
conversations with your manager about how you’re tracking and any changes
that need to be made. Successful development plans are a collaboration between team members and
managers. Development plans are living documents and the regular 1:1
conversations between team members and managers let you check in on your
plan and work out if any changes need to be made.

So, check out the Career Centre and have fun.

PDC Communication Handbook for Talent. Published December 2018

Deliver 22 August for 1st week of September Two
PEOPLE MANAGERS – Leading People Collaborating -
development plans –
August • Aligning your team members development plans with their objective helps Title: Developing careers (add in year e.g 2018/2019)
them to achieve their performance objectives.
Finalise objectives Now your team has set their objectives it’s time to look at their development
and development • Align your team members development plans with their career aspirations plan.
plans with other opportunities available at ACC.

• Successful development plans are collaborative. Both manager and team As you know objectives and developments work together. Development
member actively identify what is needed and how to achieve it. planning is a collaboration between team members and their managers. Help
your team to identify what skills they need to do their role. What skills and
• Development plans are living documents and can be changed. Have regular behaviours they need to develop the over the next 12 months to achieve their
conversations with your manager about how you’re tracking and any changes objectives.
that need to be made
Encourage your team to use the personal development plan and use the career
• Finalise objectives and development plans and enter into ePerformance development and career coaching page on the Sauce.

The sooner your team’s plan is finished the faster and easier it will be for them
to start working on what they have to do.

Record your teams’ objectives and development plans
Your teams’ objectives and development plans are the basis to having a good
1:1 conversation.
Objectives and development plans can be set out in the PDC template or
entered into ePerformance. It’s important the objectives and development
plans are recorded and your team knows how to access their information.

PDC Communication Handbook for Talent. Published December 2018

Deliver in time for last pay day in August Two
OUR PEOPLE - Sauce

Remuneration outcomes are finalised (add in year e.g 2018/2019) Remuneration outcomes are finalised (add in year e.g 2018/2019)

THIS STORY NEEDS TO SAY WHAT REMUNERATION IS BASED ON, AND Specific content to be developed each year
WHEN THE STORY RAN ON THE SAUCE ADDRESS ISSUES IN THE
COMMENTS SECTION

We're pleased to let you know that our remuneration outcomes for the 2017/18
performance year have now been approved.

You've all helped ACC achieve many important outcomes this year. This has
been due to the efforts of both you, and the teams you're part of. As a result,
we're able to reward you for your valuable contribution.

The following table applies to most of you who are on our current remuneration
framework (R3). This outlines the total percentage you'll receive based on the
outcome of your performance discussion. Please note the blue and dark blue
areas are a combination of base salary increase and cash lump sum
payment. See the Performance year pay tables Sauce page for more details.
{Insert Performance Pay Table]

For those of you still on our legacy (non R3) arrangements the following table
applies: [insert Legacy Arrangement Pay Table]

In addition to the remuneration increases in the above table, we have reviewed
the extent to which some of you are moving through their pay ranges. This is
one of the principles of our Remuneration and Performance Policy. We noted
that a small number of pay bands are still experiencing limited movement
through range so will be providing the following one-off premiums to address
this:

• 1% for those on bands 11-14 (or legacy equivalent) and who have achieved
an outcome of successfully achieved or better, and who are under 100% in
range

• 0.5% for those on band 15 (or legacy equivalent) and who've achieved an
outcome of successfully achieved or better, and who are under 100% in
range.

Remuneration outcomes, including back pay to 1 July 2018, will be paid in the
pay run on Wednesday 22 August.

PDC Communication Handbook for Talent. Published December 2018

Deliver 22 August for 1st week of September Two • Rem Process, conversations and hand delivery Title: Closing the PDC year (add in year e.g. 2017/2018)
PEOPLE MANAGERS – Leading People • We’re nearly finished processing performance results for the performance
Rem process and Based our teams’ ratings moderation completed last month.
Deliver 22 September for 1st week of October talking to your team year that has just past. Now is the time to let your team know changes to their remuneration. The best
OUR PEOPLE – Sauce about the • On [date] check the Pivot system to check performance pay outcomes. approach is to do this in person.
Remuneration • Print letters and hand to staff. How to use Pivot …
results. Talk to your team members
Some of your team’s remuneration may not be what they expected. Others will
be happy with their remuneration result. Either way, it is best to hand them
their remuneration letter in person so you are available to discuss the result
with them.

How to get the Rem results and print the letters
The Pivot user guide tells you the new remuneration rates and how to print your
team remuneration letters.

Three • Employee message: How are your 1:1 Performance and Development Title: Conversations have positive results

Start the PDC year conversations going with your manager. Haven’t had one yet? Everyone too From: Sharon Champness, Chief of Talent
and enjoy it busy? Don’t worry, set a time in your Manager’s diary and this will help to get

them started. The dust has settled and we are entering a new performance and development
year – let’s make the most of it.

• How are your conversations going? Remember the Conversation preparation We all have a great opportunity to grow and develop, to learn and experience
Guide is there to help you. new challenges and value what we learn along the way.

As you know we are becoming a customer focused organisation. This is a huge
step. We can’t change the outside unless we change the inside, in other words
us.

One of the main aspects of the Performance and Development cycle is having
frequent and regular conversations with our team and our managers. These
conversations help us to see how we are working toward meeting our objectives
and our development plans.

In these conversations, we can ask ourselves ‘what do I need to do?’, ‘how do I
do it?’ and ‘what else do I need to develop?’.

[email protected] has a great conversation guide, just one of the many resources to help
managers and team members.

All the best for the forthcoming year, enjoy chatting

PDC Communication Handbook for Talent. Published December 2018

Deliver 22 September for 1st week of October Three
PEOPLE MANAGERS – Leading People

1:1 conversations – • You have worked with your team and their objectives and development plans Title: 1:1 Conversations have positive results
End of August until are set. Now’s the time to start meeting on a regular basis with your team Great two way conversations are active conversations.
January members. Regular conversations help to guide and influence the direction
your team member is going in and to make sure it is aligned with their For a positive experience, the key to a good conversation is listening and asking
objectives and their development plan questions.

• There are three key segments to having a great conversation with your It’s important our people feel engaged and positive about themselves and what

manager or your team; they’re Gather Information, Conversation preparation, they do.

Wrap-up preparation.

This year as you check in with teams think about the ‘why’ – be curious. Check

• Using the resources on Gather Information, Conversation preparation, Wrap- your conversations is aligned with your team members’ objectives and
up preparation will help you to get the best out of the time you set aside for a development plan.

conversation with your manager or team members.

So, don’t forget the conversation section on [email protected] holds resources and

• For managers and team members there are great resources such as hints and information that can be applied to every conversation – 1:1, mid-year and end-
tips which include hints and tips on how to hold a conversation about how to of-year conversations.

have great two-way conversations throughout the year

• Each time you chat with your team members check to see if they feel their
development plan is still fit-for-purpose.
Ask them:
o “do you still think your development plan is helping you to achieve
your objectives?”

Deliver 22 November for 1st week of December Four
OUR PEOPLE - Sauce
Mid-year reviews
January - February • We’re already half way through the performance year, it’s time for you and Title: Plan for your mid-year review in the New Year
your manager to talk about how you’re tracking against your objectives and
development goals. There are great guides to help you to prepare and hold It’s a busy time of the year. You may be thinking about family holidays,
your mid-year conversation. Christmas Day…all in all you will be looking forward to your summer break.

Mid-Year Conversation Everyone this year has been busy and many of you have been affected by a lot
of changes. There is one thing that remains constant and that is our
Throughout the Mid-Year conversation period: Performance and Development cycle.
• We are asking managers to do something and
to use the resources available to them at Have you been tracking your achievements and your development? Before
[email protected] you break for summer, make some time to gather up feedback from your
colleagues, peers, internal and external customers. When you get back in
• Don’t include “how to do” stuff, encourage January review your objectives and development plan, and align you feedback to
people to use [email protected] by referrencing the them in time for your February conversations.
resources, or link to specific pages
Use the preparation notes template in the conversation resources section of
• The reason for having development plans and [email protected] This resource has section where you can record your feedback and
PDCs can be linked to career development and evidence you are meeting your objectives. Review the mid-year tools and
the leadership portal resources around having a great conversation, these along with your feedback
and evidence is the basis to having a good performance conversation.

Link to: ‘The Power is in your hands” – the leadership portal being developed by
People Development. Check the comms plan for the portal

PDC Communication Handbook for Talent. Published December 2018

Deliver 22 November for 1st week of December Four
PEOPLE MANAGERS – Leading People
Set up mid-year
reviews We’re half way through the performance year and now’s the time to start meeting with Title: Book and meet
your team members and have their mid-year performance conversation. The purpose
of the mid-year review is to help set staff up to succeed by the end of the performance Mid-year Performance and Development reviews are coming up in the New Year
year, so focus on the positives so now is the time to set up appointments with your team for their mid-year
review during January and February.
Here are some thoughts about how you can make these discussions a more The purpose of the mid-year review is to help set staff up to succeed by the end
constructive experience for everyone. of the performance year in July/August.

Use your conversation resources to guide you. Ask, your people they feel they’re doing Remind your teams to include evidence of how they are achieving their
against each of their objectives, behaviours and development goals. objectives and the feedback from peers, colleagues, internal and external
customers. This material can be written into the review section of the
Objectives and Review form

Link to: ‘The Power is in your hands” – the leadership portal being developed by
People Development. Check the comms plan for the portal

Deliver 22 January for 1st week of February Five
PEOPLE MANAGERS – Leading People Be prepared

Title: Refresh your understanding, prepare for mid-year

We have all experienced a great conversation. We all love to be heard, we like
people to ask us questions, and we like the pause - the moment when an
understanding is reach.

Mid-year reviews are upon us. Remember the purpose of the mid-year review is
to help set your team up to succeed by the end of the performance year in
July/August.

[email protected] has a great conversation resources to guide you. The key to the
conversation is to inclusive and curious, ask, your team members how they feel,
how they’re doing, do they think they will meet their objectives, behaviour and
development goals.

These conversations are designed to be constructive and build confident and
strong teams.

PDC Communication Handbook for Talent. Published December 2018

Deliver 22 February for 1st week of March Six
PEOPLE MANAGERS – Leading People To do

Finalise objectives and development plans and enter into ePerformance Title: Record mid-year ratings into ePerformance
ePeformance Haven’t entered in mid-year ratings in ePerformance?
If you are behind with PDC steps, you should use this month to catch up before May In ePeformance record your team members’ mid-year rating. This rating and the
rolls around, or you might find the next steps in ePerformance quite tough to get end of year rating is use as part of the moderation process.
through. There are step-by-step guides on The Sauce that should help. Also, record your mid-year review comments against your team member’s
objectives and development plans. This can either be in ePerformance or
recorded on your team members PDC Objectives form.

Deliver 22 May for 1st week of June Seven Bringing your best to work is now the focus on your end of year performance and Title: Bringing out the best in us …demystifying PDC
OUR PEOPLE – Sauce development conversation. You have been preparing all year for this. In this
End of year conversations May- July End of year-round conversation there should be no surprises as you’ve been meeting regularly with your Being your best at work is the focus of your end of year performance and
up manager throughout the year to discuss challenges you may be facing and how you are development conversation. You have been preparing all year for this moment.
meeting your objectives and development goals.
Throughout the Mid-Year conversation period: Because you’ve had regular meetings with your manager you will have a pretty
• We are asking managers to do something and There are great resources on check out the hints and tips preparation material and the good idea of what to expect. You’ll have talked about the challenges you may
to use the resources available to them at PDC record document which will help you to record your big wins. have faced, how your performance is tracking against your objectives and
[email protected] development goals.
During the meeting your manager will tell you your final performance rating for each of
• Don’t include “how to do” stuff, encourage your individual objectives as well as your overall final rating. As you did for your mid-year conversation, you need to collect feedback from
people to use [email protected] by referrencing the colleagues, peers, internal and external customers. This feedback should
resources, or link to specific pages During year you have taken ownership of your PDC objectives and development goals support how you are meeting you’re objectives and development goals.
and managers take ownership of performance rating decisions and that rational behind
• I When even relevant link messaging to career the ratings. During the meeting your manager will tell you your final performance rating for
development and the leadership portal each of your individual objectives as well as your overall final rating for the year.
Moderation is a key step in the Performance Development Cycle process that takes place
before This is a two-way engagement. Throughout the year, you have taken ownership
End of Year Reviews. It helps us to apply performance ratings consistently across ACC of your PDC objectives and development goals and your manager has taken
so that we’re fair and open to all staff, teams and business groups. ownership of performance rating decisions and the rationale behind the ratings.

After the review period, your managers will discuss your
provisional performance rating with their peers and agree the rating established
by your manager is the right one.

Performance ratings are finalised for the whole organisation after they have
been through the moderation process which happens before the end of year
reviews.

It helps us to apply performance ratings consistently across ACC so that we’re
fair and open to all staff, teams and business groups.

Link to: ‘The Power is in your hands” – the leadership portal being developed by
People Development. Check the comms plan for the portal

PDC Communication Handbook for Talent. Published December 2018

Deliver 22 May for 1st week of June Seven
PEOPLE MANAGERS – Leading People
Set up end-of-year
reviews Title: Book and meet

Mid-year Performance and Development reviews are coming up in the New Year
so now is the time to set up appointments with your team for their mid-year
review during January and February.
The purpose of the mid-year review is to help set staff up to succeed by the end
of the performance year in July/August.

Remind your teams to include evidence of how they are achieving their
objectives and the feedback from peers, colleagues, internal and external
customers. This material can be written into the review section of the PDC
Objectives and Review form.

Link to: ‘The Power is in your hands” – the leadership portal being developed by
People Development. Check the comms plan for the portal

PDC Communication Handbook for Talent. Published December 2018

Deliver 22 May for 1st week of June Seven
PEOPLE MANAGERS – Leading People Moderation

The moderation meeting is held between managers of the employees within each The moderation meetings for people managers, their managers and their Talent
business unit, the manager responsible for those managers and a Talent Consultant takes place at the end of the year PDC cycle.
Consultant. The Talent Consultant is there as a facilitator to make sure the discussion
stays on track, to ensure the managers involved in the meeting get what they need out PDC: Moderation Matters June
of the discussion and to ensure any important messages from the Chiefs are kept front
of mind. Moderation is the priority for this month for the Performance Development
Cycle (PDC) so we thought it might be helpful for you to know a little more
PDC: Moderation Matters June about the process.

Moderation is the priority for this month for the Performance Development Cycle (PDC) Moderation is: the process ACC uses to ensure performance ratings are applied
so we thought it might be helpful for you to know a little more about the process. consistently and fairly across individuals, teams and business groups.

What is moderation? Check out the moderation hand out to see the process in full.

Moderation is the process ACC uses to ensure performance ratings are applied Executive moderation
consistently and fairly across individuals, teams and business groups.
Tomorrow, our Executive Team will talk about whether the provisional rating
Check out last month’s article on moderation to see a bit more about how it works at distribution for each business group are consistent with group performance.
ACC. The Chiefs want to make sure everyone’s ratings are fair and consistent and
they check our performance ratings match against the organisations
Executive moderation performance.

Tomorrow, our Executive Team will talk about whether the provisional rating Preparing for moderation
distribution for each business group are consistent with group performance. The Chiefs
do this to make sure we are being fair and consistent with our ratings, and to check that • Review the your team members performance agreements, your notes
our ratings match how we’ve performance as an organisation. After this meeting, the on their 1:1 and mid-year review meetings
Chiefs will let their groups know the outcome so you can have this in mind for your own
moderation session. • Be sure you can to explain to your peers the reasons behind the
performance ratings you have selected, and provide evidence if
required

Your moderation sessions

If you’ll be involved in a moderation session for your team or department, it’s important
to remember that these sessions take place to make sure ratings have been applied
fairly and consistently. It is the way that we avoid any bias that might exist when
performance is assessed.

You can find more information about the moderation process here.

Preparing for moderation

If you’re going to be involved in a moderation session, there are some things you can do
to help you prepare:

• Review the information captured in your direct reports’ performance
agreements throughout the year. This includes all of your performance catch
ups and mid-year ratings;

• Be sure you are able to explain to your peers the reasons behind the
performance ratings you have selected, as you may have to provide evidence
to defend your choices.

PDC Communication Handbook for Talent. Published December 2018

Late July for August Eight
PEOPLE MANAGERS - Leading People
Enter ratings into
ePerformance Title: Record mid-year ratings into ePerformance – Provisional ratings
In ePeformance record your team members’ mid-year rating. This rating and the
Eight (a) end of year rating is use as part of the moderation process.
Follow up x2 Also, record you review comments against your team member’s objectives and
Nine development plans. This can either be in ePerformance or recorded on your
Email and Sauce team members PDC form.
story -
Remuneration/ pay If necessary do an email follow up x2

Written specifically for each year

PDC Communication Handbook for Talent. Published December 2018


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