performance management_guide_book

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Updated Nov 2013 1

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The Performance Management Process ............................................................................................... 5
Goal Setting and Cascading ......................................................................................................................... 6
System Screen Shots .................................................................................................................................... 11
Competencies .................................................................................................................................................. 14
Mid Year Review- Monitoring and Check-In ................................................................................... 22
Year- End Review and Discussion ........................................................................................................ 23
Performance Development Planning (PDP).................................................................................... 25
FAQ (PM Process) ......................................................................................................................................... 32
FAQ (System)................................................................................................................................................... 34
APPENDIX ......................................................................................................................................................... 38
Competency Description GS – Enterprise Leader............................................................ 38
Competency Description G1 – Group Leader ..................................................................... 40
Competency Description G2 – Business Leader ............................................................... 42
Competency Description G3 – Manager................................................................................ 44
Competency Description G4 & Below .................................................................................... 46

Performance management is an ongoing, continuous process of communicating and
clarifying job responsibilities, priorities and performance expectations between
manager and employee. It put emphasis on having managers defining performance
goals and discussing performance with each employee. The added values to the
organization are improving job performance and encouraging skill development.
Objectives
The objectives of Performance Management are to:
1) clarify goals, responsibilities, priorities and expectations

2) align everyone’s effort to achieve the goals of the 3-Year plan
3) maximize the performance of an individual so as to make clear how his/her
contribution meets own, team and organization needs
4) recognize quality performance
5) increase two-way communication between managers and employees
6) provide a basis for administrative decisions such as promotions, talent
management and compensation
Principles
1) Performance management is not a one-off annual activity. It is an ongoing

process that regular informal reviews build towards the year-end more formal
review. There should be no surprise in the year-end review
2) Performance meetings aim to improve performance, with goals set to contribute

to team and organizational objectives
3) Performance conversation is a must to ensure a two-way interactive process.

This will contribute to a positive organizational culture that every team member
continually feels engaged and valued, making them far more likely to strive for
their own performance
4) Performance management to work requires providing opportunities and

resources to support individual development.
5) Performance development should be planned ahead, documented and tracked.

On-going coaching and feedback are necessary to help individual perform at a
higher level

The Performance Management Process requires several on-going activities. This
includes
1. Goal Setting - It starts from reviewing the organizational goals. Align top-level
goals to stream, product groups, divisions or functions
2. Mid-Year Review - This is a formal “check-in” with the employee to understand

about the progress of the goals and development plan. It is an excellent
opportunity to clarify and review specific goals and actions to be achieved
before the formal year-end review
3. Year-End Review - This is a time where individual sits down with their manager
to review on what has been accomplished for the past year and identify
development areas that would help individual advance well in their current or
future job
4. Development Planning - Individual takes ownership of their own development

and is guided by the manager. It will be taken place after understanding own
performance strengths, improvement areas and an overview of what might need
to accomplish in the following year

Purpose
Goal setting is a powerful tool that is used to align team and individual goals to
Operating Group objectives and strategies. This strategy keeps all levels of the
organization on the same page. It not only helps improve the attainment of the 3- Year
Plan strategy but also encourages on-going communication between employees and
their managers. As well, each individual can see how their job makes a difference in the
overall success of the business.
Process
Each individual is requested to develop 3-5 goals around four perspectives namely
Business, Customer, Operations and People. Senior management starts off setting the
goals for the entire business and cascading down the line.
To prepare for individual goals, one must review the immediate manager’s goal first and
link to own job role in deciding what can be accomplished in their role. The manager
can also assign goals to his/her team or individual. Both the manager and the employee
need to be involved in the goal setting. Together they need to agree on goals that are
demanding yet achievable.
The requirement is to set 3-5 goals but it is not necessary to have one goal in each
perspective. It all depends on the role of the individual.
Business – strategic initiatives that lead to “financial goals”

Customer – quality of products and services, delivery effectiveness that lead to
customer satisfaction
Operations – internal processes that lead to cost efficiency or effectiveness
People – quantity and quality of employees that lead to personal, team and organization
growth

Performance Goals Examples for Reference
Performance Goals
Business
Develop and implement at least one cost saving idea in own function
Expand vendor base in 3 new locations for high-end products
Increase sales revenue by 10% through cross selling opportunities
Achieve defined Sustainability targets measured by project plan
Reduce overall expenses by 10 %
Implement offshore strategy as stipulated in the project plan
Implement outsourcing strategy on selected areas to achieve efficiency and cost
effectiveness as compared to last year figures
Customer
Increase new customers acquisition by 15%
Achieve the required service standards as stipulated by customers
Develop and implement customer feedback system by year end
Ensure that 90% of customers choose to renew their contracts
Reduce customer attrition rate by 5%
Contribute at least two service improvement strategies by year end
Reduce customer complaint level to 3% of transactions
Reduce time customers spend on hold by 10%
Achieve 80% customer satisfaction ratings
Solve customer problems in single phone call 90% of the time
Answer all calls professionally, using proper phone etiquette
Fulfill promises to customers 100% of time or notify them of changes
Operations
Lead the improvement team to reduce delays by 15% by year end
Complete all assigned projects on time and within budget
Produce outputs that meet agreed-upon standards 98% of time
Streamline the selected 2 processes to achieve 4 days turnaround time
Reduce errors by 50% on all outputs
Meet 100% compliance requirements
Implement the new systems by year end with zero downtime
People
Take the role as Learning Champion to teach others on key technical topics
Help at least one coworker each month to improve his or her productivity
Increase employee retention by 10% within own function
Implement the employee engagement initiatives as outlined for the division
Ensure all employees have a performance development plan and carry out
Develop high-potential employee in own team by providing the right development
opportunities
Identify at least two employees to be groomed for supervisors positions
Identify and develop a successor to own role
Lead a knowledge sharing session with all colleagues on specific topics

Goal Alignment
Goal alignment involves ensuring that both people from top to bottom in an
organization are working to achieve similar goals.
First, we want people, from the top to the bottom, to contribute to the achievement of
the same set of goals that are important to the success of the entire organization. We
also want everyone to understand how their own individual contributions contribute to
the attainment of organizational goals.
We want people to be pulling in the same direction within an organization results in

higher productivity and speed-up attainment of organization goals.
The following is an example of how goals are cascaded down the line based on the
organization strategic focus.

S.M.A.R.T Goals
The concept of writing S.M.A.R.T. goals is very important for accomplishing individual
goals, which in turn are linked to Operating Group Goals. The following will assist you in
creating S.M.A.R.T. goals.
Specific: A specific goal usually answers the five “W” questions:

 What: What do I want to accomplish?
 Why: Specific reasons, purpose or benefits of accomplishing the goal.
 Who: Who is involved?
 Where: Identify a location.
 Which: Identify requirements and constraints.
E.g. “By Nov 1, 2012, implement a new performance management system for all levels
using clearly defined processes and guidelines so employees and managers can
evaluate performance objectively and develop their careers”
Measurable: A measurable goal will usually answer questions such as:

 How much?
 How many?
 How will I know when it is accomplished?
Actionable: An actionable goal involves thinking through what knowledge, skills and
abilities, resources needed to achieve the goal. It will usually answer the question:
 How: How can the goal be accomplished?
Relevant: This stresses the importance of choosing goals that matter. A goal that
supports or is in alignment with your manager or other goals would be considered a
relevant goal. A relevant goal can answer yes to these questions:
 Does this link to the three- year plan strategy and direction?
 Does this match our stream/ function efforts and needs?
 Is this somewhat aligned with my manager goals?
Timely: Give the goals a target date. Establish a sense of urgency. A time-bound goal
will usually answer the question:
 When?
 What can I do 6 months from now?
 What can I do 6 weeks from now?
 What can I do today?

Goal Evaluation Rating
The rating scale is designed for reviewers to differentiate level of performance in a fair
and objective manner. The given rating should be evidence-based which means that
individual has to submit the results achieved in quantifiable and qualitative terms
before the year –end review starts.
It is recommended that individual lists the accomplishments in relation to the goals set.
Back this up with specific examples, targets achieved in quantifiable terms. Continue by
listing examples of activities that supported the progress toward achieving the goals,
even if you didn’t meet them. Incorporate the notes into the system and submit to
immediate manager for review.
Score Goal Rating Description
Too New to Rate Less than 3 months in the position
1 Does not meet expectations Significantly below target
2 Partially meets expectations Target not fully achieved
3 Meets expectations Target fully achieved
4 Exceeds expectations Significantly exceeded target
Resources
1. To learn more about how to set goals. ( e-Learning module )

Goal Setting screens:
In the Goal section under

“Goals” click the “Manager’s
Goal” tab to view if there is any
goal for alignment. Then click
the “Align” button.
In the Goal Setting section, use

the SMART guide to set up each
goal by clicking the “Wizard”.

Follow the “Wizard” steps to
input all details of your goal
When completed, all the

actions and targets of that
goal will be set like this

When a goal is created, you can find it on
the “My Goals” tab. To set another goal,
simply click “Create” again and repeat
the above same process
Goal evaluation screen:

(For details, please refer to the next Competency section)

Competency Definition
Competency is a set of related abilities, knowledge, skills that enable a person or an

organization to perform effectively in a job and achievement of goals. Each level of
responsibility has its own requirements and individual can compare own proficiency
level to the requirements at any stage of his or her career.
Using Competencies in Performance Management
Provides consistency in establishing performance expectations and measuring

actual performance
Uses in individual development plans to target gaps and identify development
opportunities
Helps identify exceptional individuals that have had a significant contribution to
organizational success
Provides feedback to individuals to move them toward exemplary performance
Competencies Framework
There are two sets of competencies namely Core and Leadership Competencies. Core
Competencies are knowledge, skills and behaviors that can apply to all or most jobs or
specific positions in the organization. And, for Leadership Competencies are skills,
capabilities and behaviors that are critical to current and future role of a leader at
Li&Fung in achieving our strategic plans.
Core Competencies for Grade 4 and below:
1) Communication
2) Customer Focus
3) Job Knowledge / Technical Knowledge
4) Results Orientation
5) Teamwork and collaboration
6) Execute Seamlessly
7) Innovation

Leadership Competencies for Grade 3 and above:
1) Think Strategically
2) Customer Focus
3) Lead Courageously
4) Engage Others
5) Execute Seamlessly
6) Promote Innovation
7) Develop people
8) Influence and Collaborate
9) Build Community
Each of the above competencies has the following components:

Competency - is the title or name of the core competency. For example: Communication
Competency Descriptor - is the definition or descriptor statement explaining what the

core competency means. For example: Communication is described as - the way you
communicate ideas and information ensuring your message is understood.
Behavioral Indicators - are examples that indicate how an individual could

demonstrate that competency. Behavior indicators are designed to show what effective
performance looks like, it is not an exhaustive list. For example: some of the behavioral
indicators for communicating with others are - actively listens to people / speaks clearly
and concisely / can write in a way that is meaningful to the reader / uses jargon free
language and so on.
The Behavioral Indicators description are written based on levels required for a given
role or situation, allowing us to clearly focus our discussions and development efforts
for the greatest improvement in performance.
Please see appendix for the two sets of competencies and the expected behaviors at
each level.

Competencies Evaluation Rating
The rating scale is designed for reviewers to differentiate level of performance in a fair
and objective manner. The given rating should be evidence-based which means that
individual has to provide examples on how the employee met or did not meet the
required expectations.
Ask the following questions to prevent subjective impressions:

1) Any behavioral examples identified for that particular competency?
2) What are the quality and consistency of the behavioral examples obtained?
3) To what degree has the individual had a chance to demonstrate behavior
relative to the competency?
Competencies Rating Description
Too New to Rate Less than 3 months in position
1 Does not meet expectations Did not demonstrate expected behaviors

and need intensive development
2 Partially meets expectations Occasionally demonstrated some of the

expected behaviors
3 Meets expectations Demonstrated proficiency in the expected

behaviors at a satisfactory level
4 Exceeds expectations Exceeded expected behavior. Serves as role

model

Reviewee’s self-evaluation screens:
Reviewee click the self-review

link on the “My Task” box
In the Performance Review

section, check the process
steps before starting

First rate the achievement
for the goals set in 2013
Then rate the competency.

Be sure to check the
competency definition and
related behavior indicators.
After submitted, the review
will be automatically sent
to the reviewee’s manager

Manager’s input screens:
Manager will see the reviewee’s

Performance Review in his/her
My Task box
In the Goal Rating section,

the manager rates the goal
achievement for the
reviewee and provides
related comments

Then In the Competency
Rating section, rates the
competency for the
reviewee and provides
related comments
The manager is required

to give the overall rating in
the Final Rating section to
the reviewee and provides
related comments

The manager signs off the
ratings if confirmed

Purpose
As we set goals at the beginning of the year, the Mid Year Performance Review acts as a
formal “check in” with the employee to see the progress of achievement. It can solidify
the actions you need the employee to take for the balance of the year. It is an excellent
opportunity to clarify and review specific goals and actions to be achieved by the end of
the year.
Process
1) Employee provides self-evaluation - Employee should have accountability on

own performance. Identifies what has achieved and what actions yet to be done
2) Manager reviews evaluation - Reviews the employee’s self-assessed bullet points.
Incorporates the manager’s views and examples collected and writes own review
as to the progress and further recommendations to be taken for the remaining year
3) Conducts the mid-year review conversation– Sets up a time to meet and
discusses views and feedback. Below are some ideas for the discussion:
The employee should be given the opportunity to describe their

deliverables against each objective and other projects. They should be
able to articulate what they have done in the first half of the year, and
how that he/she has contributed to his/her stated goals and objectives
Discusses changes or “course corrections” to ensure the employee is
successful for his/her end of year review
Conducts a quick retention chat along with the performance discussion.
For example, simply asks how the employee perceives his/her work
environment an how challenged or satisfied with the work
Timeline- Mid- year (Jun- July timeframe)

Purpose
Year end review formalizes the ongoing performance management process and
provides the opportunity to recognize employee’s accomplishments and contributions,
give feedback on performance, and plan for development and improvement. Therefore,
make the process meaningful by getting it done right and on time.
The review of past year’s performance will be consisted of two parts: assessment on the
results achieved (i.e. goal achievement) and individual’s behaviors displayed during the
process of achieving the results (i.e. competency assessment).
Process
Year end review takes place around Dec- Jan time frame every year. Here’s the
recommended process:
1) Employee provides self-evaluation - Employee reviews his or her goals

accomplishment for the past year and completes the competencies rating in the My
Career system
2) Manager prepares for the review- The manager collects performance data
and/or talk to people who are within or outside the team to get feedback on the
employee’s performance
3) Manager reviews the employee self-evaluation and adds own views – The
manager receives system notification of the completed self-evaluation. Reviews
and adds in own views and examples. Rates the goals and competencies section.
Thinks through the development needs of the employee with some ideas on
development options
4) Conducts the year-end conversation – Sets up a time to meet and discuss all
sections of the performance evaluation in the system. Below are some ideas for the
discussion:
The employee should be given the opportunity to

o describe the results against each objective and other projects
o review own strengths and areas of improvement
o development needs
The manager should also share his or her views on
o the goal, competencies and final rating
o the employee’s strengths and areas of improvement
o development needs and possible development options
o possibilities of career path ( if appropriate)
Conducts a quick retention chat along with the performance discussion. For
example, simply asks how the employee perceives his/ her work environment
and how challenged or satisfied with the work

5) Completes the final version by both manager and employee – After the
meeting,
the manager incorporates all points raised in the conversation and completes
the year-end evaluation form and sends back to employee for sign-off
the employee completes the development planning section ready for mid-year
check-in
Overall Performance Rating
The overall performance rating is composed of Goals and Competencies Evaluation.

The system will generate an average goal rating based on the 3-5 goals and the average
competencies rating based on the 7-9 competencies. The two sets of rating will be seen
as independent results. There is no calculated overall rating.
The manager is required to give the overall rating based on the following scale.
Overall Performance Description

Rating
Too New to Rate  Less than 3 months in position
1 Does not meet  Achievement of goals and key competencies

expectations below expectations
2 Partially meets  Achieved some goals; targets not fully met

expectations  Demonstrated base line proficiency in most of the
competencies rated
3 Meets expectations  Achieved all goals and met 100% of the targets
 Demonstrated base line proficiency in all
competencies at a satisfactory level most of the
time
4 Exceeds expectations  Achieved all goals and significantly exceeded

target
 Performance far exceeds competency expectation
 Accomplishments made notable contributions.
Pushed the organization to the next level and
inspired others to excel
Resources
1. How to conduct a performance review discussion? ( Video )
2. How to navigate the performance review system? ( Video Demo & System
Simulation)

Purpose
The Performance Development Planning process enables you and the people who
report to you to identify their personal and business development needs that are most
significant to the organization’s success. Only through a disciplined goal setting and
communication process will bring individual and organization capability from strength
to strength.
PDP meetings are held, at least, bi-annually to review the person’s progress on the
action plan of the development goals. This meeting allows you to offer/ seek assistance
and to identify any help individual needs to succeed.
It is the individual takes responsibility in own personal development. The 4- step

approach mentioned below tells us how.
Process
A 4- Step Approach
1). Planning. Employee identifies types of development needs. A) Performance

problems- what are the performance gaps and is it a result of skill deficit or attitudinal
problem B) Opportunities – is the gap a result of lack of experience and exposure to
complex issues C) Enhancement opportunities – Competencies related to current or
future role.
Discusses with manager what alternate patterns of behavior should be worked on and
manager provides suggestions if the employee has difficulty coming up with
development options.
2). Discussion. Employee sets up time with manager to share development needs, get
feedback and employees complete their own personal development plan (PDP).
3). Take Action. Employee sets development goal and explores the appropriate
development options (see overleaf for the various options and definition) Consider the
70-20-10 learning and development approach. Takes consideration of resources in
terms of who can support the plan and works on it accordingly.
4). Check in. Employee meets with manager regularly to follow up on progress and
updates the system. Gets feedback on performance from other parties e.g. superior,
peers and/or subordinates.

Development Options
Most development actions tend to be around training only. It is important to take the
other options into consideration, as training is a quick fix and easy option to implement,
but not always the most effective on its own. This guide provides managers and all
colleagues with information to help them select the most appropriate development
activities that meet their needs. The emphasis in this Guide is non-course-based option.
The course-based programme can be found on the new Learning Management System.
70-20-10 Principle in Learning
The concept states that development typically begins with realization of a need and
motivation to do something about it, and that a blend of different learning approaches
can provide powerful learning.
 about 70% of learning is provided through on-the-job experiences and use of

challenging assignment or tasks,
 about 20% of learning is developed through relationships, networks,
observations and feedback – social learning
 about 10% of the learning through formal training processes and reading
70% On-the-Job experiences
There are different experiences that allow the leaders and managers to learn leadership
skills in managing direct reports, becoming self-aware and better at executing
effectively. Such experiences include:
 Take up job turnarounds

 Increase job scopes
 Make horizontal moves
 Lead new initiatives
 Job secondment
While some of the above job experiences may provide new skills for leadership job
positions, there are other forms of experience that are relevant for broader positions,
such as:
 Provide new challenges

 Participate in cross-functional meeting
 Train new team members
 Teach new skills and process to other team members
 Expand job roles and responsibilities
 Learn through working special projects
 Assign to a cross-functional project
 Fill in for a manager in vacation
 Plan special events
 Develop a successor or high potential employee
 Complete a total new task not done before
 Conduct presentations to senior management

20% Social Learning – Learning Through Others
Thus social learning may be done face-to-face or through the use of internet. Some of
the methods used include:
 Coaching
 Mentoring- Find a mentor or be a mentor
 Networking
 Shadowing a skilled performer
 Participate in discussion or interest groups
 Seek advice and opinions
 Get feedback from others
 Ask an expert
10% Formal Learning – Courses and Reading
Although training is seen as contributing just 10% of a person’s development plan in

the 70-20-10 model, the formal training courses clarify, support and boost the other
90% of the person’s learning. That is, the training gives the learners the basic building
blocks on which the other forms of learning can be built. Some of the examples are:
 Attend a formal class

 Participate in e-Learning modules
 On-line research
 Executive Education
 Read a book
 Read an article
Descriptions of Different Development Options
Mentoring
Mentoring involves a mentor, who provides advice and support to someone else who
wants to develop their own potential. It can be very useful to have someone
knowledgeable about your work context that can help you think things through.
Individuals may find it particularly helpful to have a mentor when he/she is at critical
points of career development. The sharing of experience, skills and ideas from mentor
to mentee is the most valuable.
Coaching
Coaching is a process in which an individual, through discussion and guided activity,
helps a colleague to solve a problem or achieve an objective that is personally important
to the individual. It can be very useful when an individual would like to gain a mastery
of certain areas, understand more of own strengths and areas of improvement, have a
coach to support the execution of a major goal, etc.
Discussion/ Interest Groups

Get together with a group of individuals who share a common interest or learning
needs. The group is self-organized to meet periodically with the intention of sharing
knowledge. This is a source of peer support and sharing of best practice and stimulating
new ideas. It can be useful if an individual want to gain more experience at working and
leading small groups and building problem solving skills. The discussion form can be
face-to-face or participate in virtual communities.
On- the Job Experiences

On-the-Job Training is at the place of work while he or she is doing the actual work.
Usually it is supervised by an experienced colleague or the manager. It can be the most
useful when the individual needs to learn new task involves handling of the equipment,
tool and facilities. This is also beneficial to resolve some of the technical errors,
problems at work while the manager can observe the application of what has been
taught.
Job Secondment
Secondment is a temporary transfer to another department within the same or different
organizations. This will allow individual to view their role in a wider context. All
secondment should be well-planned and evaluated to gain maximum value from the
experience. It is a management development tool that may be used to test potential for a
position in a different field. Sometimes it may be used to accomplish special, short-term
projects.
Job Shadowing
It is a means of enabling an individual to see at firsthand how a successful colleague
operates within the organization. Individual “shadows” the colleague for a couple of
days and follow the person’s day-to-day work life during that time. This helps
individual to increase self-awareness of recognizing the skills they may need to develop.
This needs specific guidelines and support from the business manager to ensure an
effective learning experience is to be provided.
Action Learning- Special Projects and Assignments

This is a form of exercise leading to an accomplishment of definite task within a given
time frame that is assigned by the individual’s manager. Projects help develop
managerial skills. E.g. problem-solving, analytical techniques, communication/
interpersonal skills, research skills, time management, report writing, presentation etc.
The deliverable should include a report containing recommendations on a stated
problem. This is normally used as executive development. Individual is allowed to
access to information, people and other functions as necessary.
Teaching as Learning
Teaching a subject is the best way to learn. Have an individual to research on a
particular topic and prepare the materials to be used and the “teacher” can run it either
as a group or do it for an individual. The Learning Champions concept in the
organization is created for this purpose in terms of deepening the subject and gradually
become the subject matter expert.

Visits/ Forums
This can be in the form of educational visit to institutions, other corporations, other
offices outside home country to provide individual with first-hand experience of
another working area such as procedures, processes and management style. This also
provides opportunity to benchmark. The visits can stimulate individuals to participate
in discussion and reflect on improvement strategies after the visits. It is a good
opportunity to gain information and new ideas
Formal Learning- Classroom/ E-learning

Participating in classroom environment or go on e-learning modules would help
individual to learn about a specific knowledge. Action plans on the application of
learning has to take place to ensure the transfer of learning. This is particularly needed
when there is a mandatory curriculum that an individual needs to accomplish before
moving on to the next level of career advancement.
Reading and On-line research

This includes reading a book, going on-line to search for knowledge relevant to the
development goal. Reading increases knowledge and googling provides instant
information to help with task on hand. Books recommendation is available for the LF 9
leadership competencies. They are useful for those who favor this learning style.

To create the development
plan, click the related button
on the top menu. Be sure to
go through the instruction
before creating the plan.
When considering your

development activities,
it is recommended to
check the development
option box first as the
reference guide

When a development plan is
created, you can find it on the
“Your Development Plans” list.
To create another for different
development needs, simply
click “Create” again and repeat
the above same process.
The printed (PDF) view

of the development plan

1. How does our performance being measured?
Our performance is measured by 2 main components, goals and competencies.
2. Do I have to set one goal each in the 4 perspectives?

No, it is not necessary to have one goal in each perspective. It depends on your role.
3. What if my manager hasn’t set his/her goals into the system yet, how can I align?
Suggest you set up a meeting with your manager and learn about team goals or his or her
goals, you can then start writing yours to align.
4. How can I ensure my goals are S.M.A.R.T?

Go to the goal setting e-module to learn the basics. Click the ‘wizard’ button. It is a step-by-
step approach to guide you through the S.M.A.R.T criteria.
5. Why are we having different set of competencies for measurement?

There are two sets of competencies namely Core and Leadership Competencies. Core
competencies are knowledge, skills and behaviors that can apply to all or most jobs or
specific positions in the organization. Leadership Competencies are skills, capabilities and
behaviors that are critical to current and future role of a leader at Li & Fung in achieving
our strategic plans.
6. Is it mandatory to complete the mid-year review?

Yes, it is an excellent opportunity to clarify and review specific goals and actions to be
achieved by the end the year.
7. What should I do if I disagree the rating from my manager?

We would encourage you to have an open conversation with your manager. It is the
Manager’s responsibility to explain clearly his/her expectation on the employee with facts
to support the rating.
8. Who should take the lead in managing the development plan?

Employee should take the lead in identifying own development needs, initiating discussion
with manager to gather honest feedback and seek assistance on development options.
9. Do I need to get my manager to sign off/approve my development plan?

No, you are not required to get your manager to sign off your development plan but you
and your manager needs to decide on the plan together before you input into the system.
It is more of a collaborative process where the manager’s role is to provide or point to the
right development resources and you yourself carry out the plan.
10. Can we track back the last year performance rating from the system?
Yes, all employees’ previous performance evaluation was stored as pdf in the system.

11. When is the deadline of goal setting and development planning?
There will not be a pre-set deadline (close date) in the system for these two tasks as
colleagues can add or track progress throughout the year.
12. How does the performance evaluation link to incentive?

The final rating will have linkage to the performance bonus. It reflects both goal
achievement and how well they have demonstrated the required competencies.
13. My colleague joined the team less than 3 months, does she need to complete the
year-end review? (For Manager)
No, she is not required to complete the year-end review but she needs to set goals for 2014.
14. Is it necessary for me to enter rating on each competency for my direct reports? (For
Manager)
Yes, it is important for development purposes as well as evaluating level of proficiency to
drive higher performance.
15. Do I need to approve my team members’ goals in the system? (For Manager)
Yes, once your team members created their initial goals, it is the manager role to discuss
and agree the goals with your team members. Then they can finalize the goals in the
system for your approval.

1. How can I login to the system?
Inside office: On OneFamily page, click Gateway tab > My Career icon ( ).
Out-of-Office: Go to the site (https://mycareer.lfapps.net), and input your computer login,

see below as example:
2. What are the available support materials for Performance Management?
You can find a list of materials in the “HOME” page.

3. What can I do if I have questions about creating/ updating “Goals”?
You can click the “RESOURCES” and “DEMO” buttons at the top of the page. If necessary, you
can refer to the tutorials provided in the “HOME” page.
4. I want to view the summary of “My Goals”. I’ve clicked the icon but it doesn’t
work. What can I do?
Your browser may have activated the function that blocks downloading files. If you see
below error message, click on it and select the “Download File” option. Then, click the
icon again.
5. How can I update the progress of “My Goal”?
To update the progress of a goal, click on the goal’s name (under the “Title” column). For
each “Action” or “Target”, input the “Progress %” or “Actual” figure accordingly.
6. How the overall goal progress % is determined?
All “Actions” and “Targets” are weighted equally. The overall goal progress % is calculated
based on data updated for “Progress %” and “Actual” figures on pro-rata basis.
For example, for a goal with two items having one “progress %” and one “Actual” figure to
update; if the “progress %” is 50% (i.e. 50%) and the “Actual” figure meets the target figure
(i.e. 100%), the overall goal progress % is 75% (deriving from 50%x50% + 50%x100%).
7. What is the purpose of this button?
This button helps you return to the “Performance Review” task conveniently if you have
clicked the link to add your goals while you are editing the “Performance Review” form. So,
click this button only if you need to continue editing a “Performance Review” form.
P.S. This button will be removed later in 2014.

8. How can this button help when creating “My Goals”?
This “Library” button provides goal examples under the 4 main “Perspectives” – Business,
Customer, Operation, and People. You can click the button to import an example and
then modify it according to your situation.
9. After creating “Actions” and “Targets” for one “Perspective” (e.g. “Customer”), how can
I create more for another “Perspective” (e.g. People)?
Since you can select only one “Perspective” in each “Goal”, you need to click the
button to create a new “Goal” in order to add “Actions” and “Targets” for
another “Perspective”.
10. What can I do if I have questions about creating/ updating “Development Plans”?
You can click the “RESOURCES” and “DEMO” buttons at the top of the page. If necessary, you
can refer to the tutorials provided in the “HOME” page.
11. How can I view all items in one list for all my “Development Plans”?
You need to click the and then select the “Display” and “Sort By”
options to display the items in your Development Plans in one list. For example, to generate
a list of “Learning Items” by “Due Date”, you should select “Learning Items” in the “Display:”
field and then “Due Date” in the “Sort By:” field before clicking the button.

12. How can I view my subordinate’s “Development Plans”?
Click on the “My Team” menu and select the subordinate in the left pane. Then, select
“Performance” and “Development Plans”.
13. How can I switch to another system language?
To display system labels in another language (e.g. Chinese), click “My Account”, select a
language in the “Display Language” field, click “Save” and “Log Out”. You will see some
system labels are changed to your preferred language.

COMPETENCY DESCRIPTION GS – ENTERPRISE LEADER
Competency Descriptor Behavior Indicator
Think Strategically Understands the broader picture and Envisions future scenarios
global business trends. Ensures actions are • Is able to think of future scenarios and employs a
aligned with our capabilities and strategic clear business rationale for evaluating the
plans. Uses data and market insights to opportunities and risks associated with proposed
ensure the business is agile, adaptive and strategies.
competitive. • Implements strategy throughout the organization
and is aware of the impact of strategic decisions on
the organization, the market, and future decisions.
• Provides insight and thinking into multiple 3 year
plans and ensures alignment with the organization’s
overall strategic vision.
Focus on Customers Has a robust understanding of our Develops unknown markets and products
Customers, products, and markets which • Identifies opportunities and future trends to
allows him/her to act as trusted adviser. develop products and markets unknown to
Works tirelessly to solve customer customers and other partners.
problems and builds effective relations. • Oversees and aligns the definition of the company’s
Commit to translate customer and supplier value proposition to customers.
insights into new solutions and creates • Aligns the organization and its position in the
business value. actual and future market accordingly.
Lead Courageously Maintains a belief in own capabilities and Fosters entrepreneurialism

decision making, even in uncertain times • Ensures the business has what it needs (e.g.
and is not afraid to say what needs to be resources, know-how, manpower) to perform and
said. Makes timely and well-informed try new things.
decisions by thinking logically and • Is tenacious in driving change throughout the
creatively. Pushes themselves out of organization and being a visible sponsor.
comfort zone and takes others to promote • Encourages individuals to think for themselves and
change and take informed risks. be courageous in their actions.
Engage Others Has a clear sense of purpose, passion about Is a strategic communicator
what they do and sets a clear and • Is able to foster the trust of others with an open and
compelling direction for others. clear approach.
Encourages others to step up as leaders • Shares the overall vision and strategy with broader
and involves those around them in decision groups in a compelling manner that responds to the
making. Creates an open and energizing audience’s needs and interests.
environment that motivates team members • Is able to align the organization strategy to team
to achieve. goals and rally teams to further share the vision and
strategy downstream and achieve results.
Execute Seamlessly Strives to ensure the business can perform Conceives of process innovation
to a high standard and meet stretch goals. • Thinks about new solutions, and comes up with
Creates a performance culture focused on new, boundary breaking ideas to improve
operational excellence, delivering results operations.
and continual performance improvements. • Develops, or enables the development, of new
Actively monitors execution and gives concepts that are unique to the industry and to the
timely feedback to ensure a quality market.
experience. • Supports leading-edge approaches that have the
potential to achieve systematic competitive advantages.

Promote Innovation Positive and solution focused, promotes Sponsors new ideas and change efforts
quality and performance improvement • Sets no limits to his/her thinking and others -
ideas. Willing to work in complex and ignores conventional boundaries when seeking to
unclear circumstances, and encourages ‘out stimulate ideas.
of the box’ thinking. Builds a learning • Is prepared to support new concepts that are
environment by encouraging people to try unique to the industry and to the market if they have
new things and learns from mistakes. a strong business case.
• Is able to respond swiftly to market changes and
new opportunities by securing resources and
championing new ideas.
Develop People Proactive in creating a positive fit with Shapes organizational capabilities
people and roles through knowing people’s • Builds continuous improvement processes to
career goals, strengths, limitations and develop organizational capabilities and implements
development needs. Promotes continuous measures and structures that ensure the
learning through the development of organization meets the highest knowledge, skills, and
himself/herself and others and works to competency standards.
ensure there is a sustainable pipeline of • Empowers departments and functions to set-up
talent. reviews and development processes and oversees
their integration for an enterprise view.
• Envisions future requirements and proactively
initiates measures to align the organization's people
capabilities.
Influence and Builds cross-functional and external Promotes boundary-less working

Collaborate networks that further their own and others’ • Acts as a role model for cross-functional, as well as
knowledge. Seeks to understand others’ cross-industry, thinking and behavior.
agendas and regularly draws on a range of • Encourages others throughout the organization and
influencing strategies. Works effectively beyond to share experiences and perspectives.
across horizontal, vertical, external, • Aligns key thinkers and players in the industry and
geographic and personal boundaries to endeavors to create a culture of trust and
develop activities within and outside of cooperation.
his/her networks.
Build our Welcomes the diversity of backgrounds and Seeks ways to positively impact society
Community styles that makes up our global business • Is keenly sensitive to different cultures and is able
and actively works to make a difference to to cultivate rapport and attunement with a broad
individuals, teams and the communities. diversity of people.
Supports the key concepts of • Is a role model for cultural, reputational and
environmental and social sustainability and environmental awareness within Li & Fung and the
ensures the business is not exposed to broader community.
reputational risk. • Envisions ways in which Li & Fung can contribute
to societal matters and works to bring this to
fruition.

COMPETENCY DESCRIPTION G1 – GROUP LEADER
Think Strategically Understands the broader picture and Thinks globally and is future focused
global business trends. Ensures actions • Draws upon market dynamics and trends based on
are aligned with our capabilities and a thorough analysis of customers, markets,
strategic plans. Uses data and market competitors, resources etc. and aggregates this
insights to ensure the business is agile, information to inform strategic planning.
adaptive and competitive. • Thinks globally in terms of opportunities and risks
and defines direction for next 3 years.
• Is alert to emerging global trends and re-evaluates
and adapts strategic direction as necessary.
Focus on Customers Has a robust understanding of our Identifies unmet Customer needs in the market
Customers, products, and markets which • Understands the long-term development of key
allows him/her to act as trusted adviser. markets by staying abreast of market intelligence
Works tirelessly to solve customer and trend data.
problems and builds effective relations. • Searches the marketplace to identify unmet needs
Commit to translate customer and and helps the organization to develop new
supplier insights into new solutions and approaches to respond.
creates business value. • Proactively develops new relationships at the most
strategic level that are linked to future competitive
advantage.
Lead Courageously Maintains a belief in their own Takes personal and business risk
capabilities and decision making, even in • Speaks out and does not shy away from broaching
uncertain times and is not afraid to say unpopular issues, taking appropriate personal and
what needs to be said. Makes timely and business risk.
well-informed decisions by thinking • Takes decisive action based on Li & Fung values
logically and creatively. Pushes and personal belief in what is right for the business.
themselves out of comfort zone and takes • Strives for breakthrough results by actively
others to promote change and take championing initiatives and encouraging others to
informed risks. challenge the status quo.
Engage Others Has a clear sense of purpose, passion Creates an open and energizing environment
about what they do and set a clear and • Motivates the team by communicating and
compelling direction for others. positioning the team and its capabilities within the
Encourages others to step up as leaders organization.
and involves those around them in • Engages individuals or groups and gives them an
decision making. Creates an open and active role to play in achieving goals which improves
energizing environment that motivates commitment.
team members to achieve. • Leads the team to top performance by breaking
silos between teams and organizational units.
Execute Seamlessly Strives to ensure the business can Develops sustainable operations
perform to a high standard and meet • Questions defined standards and routines and
stretch goals. Creates a performance continues to raise the bar as long as improvements
culture focused on operational excellence, create economic value.
delivering results and continual • Helps others to understand the importance of
performance improvements. Actively individual contributions and holds people
monitors execution and gives timely accountable.
feedback to ensure a quality experience. • Evaluates outcomes, addresses performance
problems, and celebrates successes.

Promote Innovation Positive and solution focused, promotes Creates new concepts
quality and performance improvement • Thinks about new solutions for the industry, and
ideas. Willing to work in complex and creates and encourages boundary breaking ideas.
unclear circumstances, and encourages • Role models innovative thinking and idea generation
‘out of the box’ thinking. Builds a learning and develops new concepts that are unique to the
environment by encouraging people to industry.
try new things and learns from mistakes. • Thinks outside the box, and comes up with leading-
edge approaches that engender systematic
competitive advantages.
Develop People Proactive in creating a positive fit with Is an active talent scout
people and roles through knowing • Focuses on identifying talents throughout and
people’s career goals, their strengths, outside the organization.
limitations and development needs. • Conveys a sense of urgency about effective
Promotes continuous learning through succession planning and the depth of the talent
the development of themselves and pipeline so that not only the medium-term, but also
others and works to ensure there is a the long-term needs, of the organization are met.
sustainable pipeline of talent. • Develops a picture of the overall talent situation of
the organization to identify and mitigate business
risks.
Influence and Builds cross-functional and external Facilitates cross-business sharing

Collaborate networks that further their own and • Acts as a “silo boundary spanner” by persuading and
others’ knowledge. Seeks to understand motivating others in their own area of responsibility
others’ agendas and regularly draws on a to improve collaboration, as well as encouraging
range of influencing strategies. Works people in own business to do the same, and to become
effectively across horizontal, vertical, visible within the organization.
external, geographic and personal • Removes and overcomes barriers to initiate new
boundaries to develop activities within internal, as well as external, collaboration.
and outside of their networks. • Builds and shares thought leadership across
networks.
Build our Welcomes the diversity of backgrounds Supports inclusion and sustainability actively
Community and styles that makes up our global • Takes a global view, integrates all cultural
business and actively works to make a perspectives in each decision and interaction
difference to individuals, teams and the • Is aware of diversity metrics and reputational
communities. Supports the key concepts exposure and evaluates the impact on the wider
of environmental and social sustainability community.
and ensure the business is not exposed to • Actively identifies practices that support inclusion,
reputational risk. sustainability and drive these throughout the
organization.

COMPETENCY DESCRIPTION G2 – BUSINESS LEADER
Think Understands the broader picture and global Uses market data and translates 3YP into actionable
Strategically business trends. Ensures actions are aligned steps
with our capabilities and strategic plans. Uses • Looks at situations from a 3YP perspective to
data and market insights to ensure the ensure alignment with strategic goals.
business is agile, adaptive and competitive. • Defines challenging goals for the business based on
a thorough analysis of future opportunities, risks,
and requirements.
• Synchronizes own activities with defined goals, and
tactically adapts measures if necessary.
Focus on Has a robust understanding of our Customers, Fosters reciprocal business relationships
Customers products, and markets which allows him/her • Has a deep understanding of the customers’
to act as trusted advisers. Works tirelessly to business, relevant markets and their industry by
solve customer problems and build effective actively scanning, interpreting market data,
relations. Commit to translate customer and customer feedback and communicates information
supplier insights into new solutions and to appropriate people.
creates business value. • Customizes own products, services and processes
to meet customers' current and future needs.
• Builds strong relationships both in teams, and
individually, with customers that yield long term
business benefit.
Lead Maintains a belief in their own capabilities Challenges the status quo
Courageously and decision making, even in uncertain times • Displays self-confidence even against strong
and is not afraid to say what needs to be said. opposition, and does not give up when difficulties
Makes timely and well-informed decisions by arise.
thinking logically and creatively. Pushes • Is not afraid to call out under-performance or
themselves out of comfort zone and takes system issues that are hampering current or future
others to promote change and take informed success.
risks. • Creates a change-focused culture where issues are
addressed and people are encouraged to try new
things.
Engage Others Has a clear sense of purpose, passion about Empowers and encourages others
what they do and set a clear and compelling • Empowers the team by sharing additional input
direction for others. Encourages others to and insights to generate a deeper understanding of
step up as leaders and involves those around the background of management decisions and goals.
them in decision making. Creates an open and • Includes perspectives of subordinates in the
energizing environment that motivates team decision making process.
members to achieve. • Empowers the team to increasingly act on its own.
Acknowledges progress and celebrates
achievements.
Execute Strives to ensure the business can perform to Creates a results driven culture
Seamlessly a high standard and meet stretch goals. • Seeks to secure ‘buy in’ from direct reports to
Creates a performance culture focused on stretched goals and targets.
operational excellence, delivering results and • Encourages others to ‘raise the bar’ in performance
continual performance improvements. by regularly giving positive and constructive
Actively monitors execution and gives timely feedback.
feedback to ensure a quality experience. • Creates new standards for processes and services
that increase overall performance.

Promote Innovation Positive and solution focused, promotes Drives quality and performance improvements
quality and performance improvement • Challenges self and others to come up with the best
ideas. Willing to work in complex and way of doing something and fosters creative
unclear circumstances, and encourages thinking.
‘out of the box’ thinking. Builds a learning • Searches for further information on leading-edge
environment by encouraging people to solutions and develops own concepts and solutions.
try new things and learns from mistakes. • Creates a culture where innovation and new ideas
become a team practice.
Develop People Proactive in creating a positive fit with Builds the talent pipeline
people and roles through knowing • Gives constructive feedback to direct reports and
people’s career goals, strengths, provides mentoring/coaching to accelerate their
limitations and development needs. development.
Promotes continuous learning through • Provides in-depth coaching, training or
the development of himself/herself and connections for high potential talent to secure long-
others and works to ensure there is a term success.
sustainable pipeline of talent. • Contributes to the evaluation of the talent pipeline,
especially in business critical areas to ensure
business continuity.
Influence and Builds cross-functional and external Leverages networks and partnerships
Collaborate networks that further his/her own and • Builds coalitions and influences across the
others’ knowledge. Seeks to understand organization by using long-term strategies to gain
others’ agendas and regularly draws on a support.
range of influencing strategies. Works • Is willing to share information and support other
effectively across horizontal, vertical, departments whilst developing internal and external
external, geographic and personal alliances.
boundaries to develop activities within • Creates alignment between parties with
and outside of his/her networks. differentiating viewpoints.
Build our Community Welcomes the diversity of backgrounds Champions sustainable practices
and styles that makes up our global • Works to ensure the business has a diverse
business and actively works to make a composition and looks beyond explicit differences
difference to individuals, teams and the when building teams.
communities. Supports the key concepts • Ensures the business is not exposed to reputational
of environmental and social risk and that communications are appropriate for
sustainability and ensure the business is diverse groups.
not exposed to reputational risk. • Is supportive of company efforts to impact
environmental and social sustainability matters,
including energy and climate, natural resources,
people and community and encourages aligned and
sustainable work practices with our suppliers.

COMPETENCY DESCRIPTION G3 – MANAGER
Think Strategically Understands the broader picture and Makes sense of trends and prioritizes to 3YP
global business trends. Ensures actions • Reflects the business from different perspectives by
are aligned with our capabilities and looking at trend data and considering the business’
strategic plans. Uses data and market current trajectory.
insights to ensure the business is agile, • Implements medium-term measures to balance
adaptive and competitive. strategic and operational activities.
• Adapts own approaches and guides others to
ensure activities are aligned with strategic plans and
business goals.
Focus on Customers Has a robust understanding of our Develops enduring customer relationships
Customers, products, and markets which • Has a robust understanding of customers’ products
allows him/her to act as trusted adviser. and services that is evident in how they interact with
Works tirelessly to solve customer customers.
problems and builds effective relations. • Invests time in building relationships and
Commit to translate customer and uncovering underlying needs of customers to
supplier insights into new solutions and develop informed offerings.
creates business value. • Builds long term partnerships with key customers.
Lead Courageously Maintains a belief in their own Is decisive and achieves under uncertainty
capabilities and decision making, even in • Is willing to decide and act even when relevant
uncertain times and isnot afraid to say facts are missing and the consequences of the
what needs to be said. Makes timely and decisions are uncertain.
well-informed decisions by thinking • Takes full accountability for difficult decisions and
logically and creatively. Pushes implements the necessary measures to achieve their
themselves out of comfort zone and growth targets.
takes others to promote change and take • Takes others with them when implementing
informed risks. change.
Engage Others Has a clear sense of purpose, passion Inspires others to strive for success
about what they do and set a clear and • Sets a clear and compelling direction for others,
compelling direction for others. explaining and simplifying the organization's
Encourages others to step up as leaders complexity to provide guidance.
and involves those around them in • Creates a motivating environment by encouraging
decision making. Creates an open and others to think independently and solve problems on
energizing environment that motivates their own as appropriate.
team members to achieve. • Fosters a sense of camaraderie and team spirit.
Execute Seamlessly Strives to ensure the business can Manages execution effectively
perform to a high standard and meet • Defines challenging, but realistic, goals for the team
stretch goals. Creates a performance and specifies relevant performance indicators.
culture focused on operational • Effectively selects, develops, provides technical
excellence, delivering results and information and retains people to meet current
continual performance improvements. business demand.
Actively monitors execution and gives • Defines timeframes, conducts meetings, distributes
timely feedback to ensure a quality tasks and monitors whether goals are reached.
experience.

Promote Innovation Positive and solution focused, promotes Fosters a learning environment
quality and performance improvement • Sifts through a wide range of internal and external
ideas. Willing to work in complex and information, spotting patterns or trends that create
unclear circumstances, and encourages new solutions.
‘out of the box’ thinking. Builds a learning • Shares new approaches from inside and outside
environment by encouraging people to the organization with others to promote knowledge
try new things and learns from mistakes. exchange.
• Encourages others to try new approaches and
learn from mistakes by rewarding appropriate
behavior.
Develop People Proactive in creating a positive fit with Helps people realize their potential
people and roles through knowing • Is aware of the goals, abilities and development
people’s career goals, strengths, needs of the team and ensures they each have a
limitations and development needs. plan.
Promotes continuous learning through • Seeks to align roles, training and stretch
the development of himself/herself and opportunities to help people realize their full
others and works to ensure there is a potential.
sustainable pipeline of talent. • Takes an active interest in developing others by
providing sufficient feedback and making
suggestions for improvement.
Influence and Builds cross-functional and external Fosters a collaborative culture

Collaborate networks that further his/her own and • Builds relationships internally and externally and
others’ knowledge. Seeks to understand actively exchanges information that can be useful to
others’ agendas and regularly draws on a other teams.
range of influencing strategies. Works • Is mindful of the needs and priorities of others
effectively across horizontal, vertical, when working across teams.
external, geographic and personal • Prepares arguments by researching alternatives
boundaries to develop activities within and identifying pros and cons.
and outside of his/her networks.
Build our Community Welcomes the diversity of backgrounds Creates a harmonious environment
and styles that makes up our global • Respects the origins of other cultures, background
business and actively works to make a and preferences and is not afraid to address
difference to individuals, teams and the behavior that negatively impacts individuals and
communities. Supports the key concepts the environment.
of environmental and social • Carefully considers how to approach an issue or
sustainability and ensures the business is situation given the diversity of the team and
not exposed to reputational risk. cultures involved and intentionally changes
behavior and style accordingly.
• Understands the impact of his/her own and others
behavior and encourages informed and sustainable
work practices.

COMPETENCY DESCRIPTION G4 & BELOW
Communication The way you communicate ideas and • Demonstrates ability to effectively explain, describe
information ensuring your message is or convey ideas in a clear, concise and open manner
understood in both spoken and written format. Uses jargon free
language.
• Displays a good sense in the choice of means of
communication, i.e. face to face vs written
communication (e.g. email).
• Listens to people and is able to ask questions to
clarify.
Customer Focus Understands the context in which the • Invests time to understand customers' needs and
organization operates and takes appropriate priorities.
action to provide quality customer service. • Delivers services that meet and exceed customers’
Identifies opportunities for exceeding needs.
customer expectations. • Takes personal responsibility for solving customer
problems to their satisfaction.
Job Knowledge/ Demonstrates knowledge of techniques, • Demonstrates relevant job knowledge to carry out
Technical skills, equipment, procedures and materials. job duties.
Knowledge Applies knowledge to identify issues and • Utilizes expertise to improve work operation.
internal problems; works to develop • Is eager to learn and being proficient in applying
additional technical knowledge and skills. skills.
Results Orientation Consistently delivers required business • Sets clear specific goals, performs with high
results, sets and achieves goals, meets standards and priorities.
deadlines. • Manages own time well to complete, delivers
allocated tasks with high quality.
• Takes responsibility and stays focused on problems
until an effective solution can be found.
Teamwork & Is willing to participate as a full member of a • Provides assistance, information, or other support
Collaboration team. As a team member, the ability and to others, to build and maintain relationship.
desire to work cooperatively with others in a • Shares his/her expertise with others.
team. As a team leader, the ability to getting • Promotes cooperation with other functions or
groups to learn to work together units.
cooperatively.
Execute Seamlessly Is able to translate plan to personal actions • Exercises Plan-Do-Check-Act (PDCA) action to
and execute agreed actions. Is able to identify attain expected results.
flag issues and make recommendations in the • Ensures quality of products, services, or concepts
implementation of plans. meets customers’ expectations.
• Identifies a potential delay/problem and comes up
with a corrective action.
Innovation Positive and solution focused, suggests • Is positive about change and seeks to identify
performance improvement ideas. Is willing quality and performance improvements.
to work in complex and unclear • Is comfortable with ambiguity, willing to adapt to
circumstances, and demonstrates ‘out of the changing circumstances.
box’ thinking. • Is open to new approaches, establishes improved
ways of getting jobs done.

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Updated Nov 2013 1

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The objectives of Performance Management are to:

1) clarify goals, responsibilities, priorities and expectations

1) Performance management is not a one-off annual activity. It is an ongoing

2) Performance meetings aim to improve performance, with goals set to contribute

3) Performance conversation is a must to ensure a two-way interactive process.

4) Performance management to work requires providing opportunities and

5) Performance development should be planned ahead, documented and tracked.

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2. Mid-Year Review - This is a formal “check-in” with the employee to understand

4. Development Planning - Individual takes ownership of their own development

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Business – strategic initiatives that lead to “financial goals”

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We want people to be pulling in the same direction within an organization results in

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Specific: A specific goal usually answers the five “W” questions:

Measurable: A measurable goal will usually answer questions such as:

 How: How can the goal be accomplished?

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Score Goal Rating Description

Too New to Rate Less than 3 months in the position

1 Does not meet expectations Significantly below target

2 Partially meets expectations Target not fully achieved

3 Meets expectations Target fully achieved

4 Exceeds expectations Significantly exceeded target

1. To learn more about how to set goals. ( e-Learning module )

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In the Goal section under

In the Goal Setting section, use

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When completed, all the

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Goal evaluation screen:

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Competency is a set of related abilities, knowledge, skills that enable a person or an

Using Competencies in Performance Management

Provides consistency in establishing performance expectations and measuring

Core Competencies for Grade 4 and below:

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Each of the above competencies has the following components:

Competency Descriptor - is the definition or descriptor statement explaining what the

Behavioral Indicators - are examples that indicate how an individual could

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Ask the following questions to prevent subjective impressions:

Competencies Rating Description

Too New to Rate Less than 3 months in position

1 Does not meet expectations Did not demonstrate expected behaviors

2 Partially meets expectations Occasionally demonstrated some of the

3 Meets expectations Demonstrated proficiency in the expected

4 Exceeds expectations Exceeded expected behavior. Serves as role

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Reviewee click the self-review

In the Performance Review

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Then rate the competency.

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