Achievement & Development Process (ADP)

1. Achievement & Development Process(ADP)

3. Outcomes of Session • Understand your role in a Performance Management Process • Understand the four elements of the Achievement and Development Process- Goal Alignment- Continuous Feedback- Summary Discussion- Human Resource Review

4. Why have a Performance Management Process? • Clear Expectations of the Individual • Aligned Goals • Clear Performance Understanding • Career Development Plan • Plan for Individual Improvement in the position • Evaluate Corporate Resources (individuals) • Individual Income Management • Manage individual Expectations • Open two-way Communication

5. Performance Management Components Achievement & Development Process Balanced Measures Performance Management Training & Development Career Development Staffing Strategy Compensation Strategy

6. Achievement and Development Process Human Resource Review Goal Alignment Continuous Feedback Summary Discussion SUCCESS Elements of ADP

7. Goal • A desired result that increases customer satisfaction and/or improves processes to attain business objectives; • A desired result that contributes to employee growth and development

8. What is Goal Alignment? • Process used at all levels of the organization for setting goals that are consistent with and supportive of with the goals of: • the next level up and down - Vertical • key customers - External • key partners within the company - Horizontal

9. Goals/COTs - Definition Business Goals: macro, high level, business results/objectives; there can also be higher level business unit/process area goals Individual Goals: Your business unit/process area objectives that support the Business Goals. Critical Operating Tasks: specific actions key to the achievement or in support of corporate or business/process area goals

10. ADP Goals/COTs drive... • Individual / team accountability for achievement of results – performance • “pay for performance” compensation through merit increases and incentive pay

11. begin Review higher level goals Review and update during year “How do we/ should we contribute?” Our Goals Develop action plans for goals Goal Setting/Alignment “Do goals/ COTs meet criteria and guidelines?” Determine team and individual work “Are goals/COTs aligned?” Develop COTs Goal Setting/COT Alignment Process

12. Constructing A Goal/COT Statement • Answers the question: “What am I/are we committed to achieve?” • Begins with a concrete, action word • Focuses on what is to be achieved and when, not how itis to be accomplished • Is objective, clear and concise • Is specific with timing

13. Effective Goal/COT Development Checklist • Specific...describes end results • Meaningful...contribute to accomplishment of business goals • Aligned with other goals...linked with higher level goals & goals across organization/between functions • Realistic and attainable...a manageable number within your control • Timing and measurable..include a deadline • Balanced...include process improvement & end result achievement; team and individual results

14. Vertical Goal Alignment Example Corporate Goal Achieve sales of “X” dollars for (year) Business Unit Goal Achieve sales of “Y” dollars during (year) Western Region Goal Gain additional market share by July, (year)as follows: Missouri: 40% Texas: 42% Sales Representative COT Identify 10 new target accounts and convert at least 5 by (year)

15. Plant Production Sales Representative Establish production schedules for (yr.) and beyond to support new business with no loss of efficiency levels within the plant Identify 10 new target accounts and convert at least 5 by June, (yr.) Horizontal Goal/COT Alignment Example Western Region Goal Gain additional market share by July, (year) as follows: Missouri: 40% Texas: 42%

16. Achievement and Development Process Human Resource Review Goal Alignment Continuous Feedback Summary Discussion Elements of ADP

17. Continuous Feedback Review • What is Continuous Feedback? • Leader’s role • Continuous Feedback Process • feedback sources • feedback topics • soliciting feedback • good feedback • development planning

18. What is Continuous Feedback? • Process for individuals and teams to collect feedback from managers, peers, co-workers, customers, and suppliers to assess performance against goals, customer satisfaction, and developmental needs • Feedback is continuous and collected on an on-going basis via informal and formal means • Feedback should capture both the “what” and “how” • what was achieved • how was it accomplished

19. Benefits Of Continuous Feedback • Allows employees to collect specific, actionable information directly from individuals with whom they work most closely. This information can be used to improve: • individual performance • work processes • relationships with others

20. Identify feedback sources Solicit feedback Develop and Implement Action Plan Document & interpret feedback Prepare & Lead ADP summary discussion with leader Continuous Feedback Process Evaluate Progress

21. Identify feedback sources A Feedback Source is someone who... • you work with on a regular basis • can provide information about how your work is going • is familiar with your goals/COTs and achievement toward them

22. Identify feedback sources Possible Feedback Sources • Your feedback sources should include: • yourself • your leader • peers & colleagues • team members • cross-process team members • internal and external customers/suppliers

23. Solicit feedback Feedback Topics • Progress on goals/COTs • Meeting your customer’s needs & expectations • Interpersonal skills • Work habits • Quality of work • Leadership characteristics and job competencies

24. Solicit feedback Formal Surveys • Two versions: • leader (also two versions; cost) • individual contributor (no cost) • Available electronically via HR Online

25. Document & interpret feedback Good Feedback • Is informal and ongoing • Relies on combination of sources and methods used to collect it • Comes from asking open questions • Depends on active listening • Is specific, based on examples, and actionable • Develops over time • Usable for improvement

26. Receiving Feedback • Listen attentively • Remain calm, objective, and open-minded • View all information as potentially useful • Ask for specific examples • Avoid rejecting, defending, or justifying • Paraphrase or summarize to clarify understanding • View it as a challenge & opportunity for development • Thank the person for the input • Give the feedback time to digest

27. Giving Feedback • Begin by using the word “I”. • State your Feelings • Describe the Behavior in specific terms • Be prepared to give Examples • Give the Reasons for your feelings • Explain What you would like the other person to do • Ask for Agreement

29. Solicit feedback Competencies • Categories of behaviors key to roles performed at OC • Typically used during interview process • Examples: • communication • teamwork • problem solving • customer focus • Use these in soliciting feedback and to outline strengths & areas for development

30. Elements of ADP Achievement and Development Process Human Resource Review Goal Alignment Continuous Feedback Summary Discussion

31. What is a Summary Discussion? • Leader and employee have a discussion on the following: • performance against goals • summary of feedback collected, how those learnings were applied • strength/development area identification • career growth (short and long term) • development needs and plan • Formal documentation once per year (based on reviews during the year)

32. Characteristics • Leader and employee both prepare and discuss • Leader acts as coach • Each business determines the timeframe • Focuses on achievements and development • Forward looking • new goals/COTs for the year • development needs & career objectives • Leader and employee share feedback

33. Preparation • Summarize • overall performance & achievements against goals/COTs • feedback received • Identify: • strengths & developmental areas • Tie to Competencies • career planning (short & longer term) • development needs/actions • possible new goals/COTs • Use common electronic format for summary discussion

34. Goal/COT Alignment

35. Competencies • Supporting Tools: • Leadership Characteristics • 10 Characteristics that have been identified by the Sr. Leadership Team • Job Competencies • Also known as Targeted Selection interview dimensions • Competencies by Function • Provides selected Characteristics and Competencies that should be reviewed for employees in specific functions.

36. Position Description The ASM is responsible for development and implementation of a territory business plan defining distribution, product, pricing and promotional strategies (including System Thinking concepts and processes) for designated retailers and distributors of Owens Corning building material and composite products. This position drives the generation of sales growth for the Roofing, Insulation, Composites and Exterior Systems Business Units within the assigned area which may have approximately $8-$10 million in annual sales volume. Strategies include account conversions, product upgrades, new product introductions and effective use of internal and external sales support resources to build customer partnerships. The ASM works with product and sales teams including a customer service support team for the region. The ASM manages local pricing to build profitable businesses across multiple product lines. Building customer relationships is key to delivering outcomes, along with working through a variety of markets and channels of distribution. The product mix includes glass, insulation, roofing, foam, siding, and windows. The markets and channels of distribution include one and two step distributors; buying co-ops, retail store chains, and national accounts. Performance requirements include achievement of sales commitments by business unit; emphasis on profitable product mix; focus on the customer’s customer; and management of expenses within a budget. Key competencies include tenacity, problem solving, risk taking persuasiveness, responsiveness, independence, customer focus, work standards, teamwork, and communication skills.

37. Catalyst for Change Good Listener Communicates Openly and Seeks Information Creates Teamwork Climate Seeks Personal Growth Personal Confidence Personal Integrity Encourages Individual Dignity Sense of Urgency Sense of Humor Leadership Characteristics

38. Competencies

39. Leader’s Role • Initiates process and schedules final review • Preparing for discussion as employee does • Responsible for seeing that all elements are covered • Provide own feedback • Reality check on performance results, strengths/development areas, career objectives & development plans • Coach employee • Ensure Summary Discussion Form is documented and signed

40. How does my evaluation affect my pay? • Performance evaluation is one tool that is used in determining an employee’s merit pay. • Focus on past year performance, multiple input from multiple levels • Overall achievement • Look at contributions to assignments; were improvements made or were processes done more efficiently • Other items include: • Current salary in relation to market value and band ranges • Amount of time since last increase • Allocated salary budget

41. The Bands Officers Senior Leadership 2 Leadership Managers, Senior Individual Contributors 3 $120,000 to $520,000 Supervisors, Professional, Analysts 4 $90,000 to $300,000 5 $65,000 to $175,000 Technical 6 $50,000 to $140,000 Administrative 7 $30,000 to $100,000 8 $20,000 to $70,000 $15,000 to $55,000

42. Compensation Goals • Reward fairly for your contribution to Owens Corning’s success • Provide a competitive compensation package • Align compensation with individual and Company performance • Provide flexibility for both the Company and you

43. Major Surveys Used to determine market values • Organizational Resource Counselors (700 companies) • Hay PayNet - Next generation of Hay survey data (500 companies) Both allow for peer group specification Other surveys may be used for specialized positions

44. Determining Merit Pay • Focus on performance, achievements, feedback • Look at contributions to assignment • Consider current salary in relation to market value and band ranges of assignment • Consider amount and date of last increase • Administered within salary budget

45. Achievement and Development Process Human Resource Review Goal Alignment Continuous Feedback Summary Discussion Elements of ADP

46. What is an Human Resource Review (HRR)? • Process in which leaders of the company meet to discuss various HR strategies • Follows Achievement and Development Summary discussions • Among leaders of a particular organization (NLT’s) • Facilitated by Human Resources Representative

47. HRR Focus • Human resource implications of business strategy • Potential organizational structure changes • Needs of selected employees • Potential job movements • Training & development needs • Succession planning • Diversity opportunities • Inventory of organizational skills • Recruiting needs

48. HRR Outputs • Plans for job movements, succession planning, recruiting • Development needs • Feedback to Training and Development organizations • Shortfalls in structure, skills, training, and manpower

50. Identify Open Position Key Leader Staffing Process Review interview data and determine if offer will be extended* *Selection of non-Succession Plan participant must be validated by Senior VP of HR Outline Job Specifications Responsibility: HR Leader Staffing Leader Sourcing Procedure: - JOBB Posting - Internal review of key succession plan information - External Search as necessary - Executive Team communication and nomination - Diversity nomination - HR Leadership Team Review Responsibility: Staffing Leader Candidate Finalization Review sourcing comparison data and determine candidate interview pool. (Provide status update to Hiring Manager and HR Leadership team.) Responsibility: HR Leader Conduct Interview Panel consists of: Organization Senior Leader Hiring Manager HR Leader Staffing Leader Others as necessary Responsibility: HR Leader