1. PDR Performance Development Review
Un processus annuel, un RV une fois par an
Un langage commun:
Le RDP est un outil transversal et commun à tous les pays et à tous les métiers du Groupe: les compétences pour réussir chez Danone sont les mêmes partout, chacun est évalué selon les mêmes critères. C'est un facteur de cohérence et de mobilisation autour d'objectifs partagés.
Les principes sont donc communs:
3 natures d'objectifs nécessaires pour participer à la réussite de Danone
des règles pour être objectif dans l'évaluation des résultats (indicateurs)
le responsable hiérarchique tient compte de l'évaluation du responsable fonctionnel du manager : les évaluations sont croisées
Un outil au cœur de la politique RH:
l'évaluation de l'atteinte des objectifs et des compétences permet de définir des plans de développement personnalisés
elle aide également à formaliser un projet professionnel, qui sera connu de la DRH et étudié au sein de votre département dans le cadre de la revue des managers (détail plus loin) et pour l'ensemble du pôle / de la zone dans le cadre de Comités Ressources (détail plus loin)
l'évaluation de votre performance et de votre potentiel d'évolution donne un cadre objectif aux décisions d'augmentation ou d'octroi de bonus (détail plus loin)
Le RDP est accessible dans HIRIS avec une aide en ligne

2. Why a PDR? Common language: for the whole Group throughout the world
for all functions
Common principles between managers and teams:
to set individual, collective and development objectives
for an objective assessment of performance and competencies
At the heart of the HR policy:
helping employees’ professional development
Helping employability of all employees
Common tool: HIRIS (to be deployed end 2008)
Un processus annuel, un RV une fois par an
Un langage commun:
Le RDP est un outil transversal et commun à tous les pays et à tous les métiers du Groupe: les compétences pour réussir chez Danone sont les mêmes partout, chacun est évalué selon les mêmes critères. C'est un facteur de cohérence et de mobilisation autour d'objectifs partagés.
Les principes sont donc communs:
3 natures d'objectifs nécessaires pour participer à la réussite de Danone
des règles pour être objectif dans l'évaluation des résultats (indicateurs)
le responsable hiérarchique tient compte de l'évaluation du responsable fonctionnel du manager : les évaluations sont croisées
Un outil au cœur de la politique RH:
l'évaluation de l'atteinte des objectifs et des compétences permet de définir des plans de développement personnalisés
elle aide également à formaliser un projet professionnel, qui sera connu de la DRH et étudié au sein de votre département dans le cadre de la revue des managers (détail plus loin) et pour l'ensemble du pôle / de la zone dans le cadre de Comités Ressources (détail plus loin)
l'évaluation de votre performance et de votre potentiel d'évolution donne un cadre objectif aux décisions d'augmentation ou d'octroi de bonus (détail plus loin)
Le RDP est accessible dans HIRIS avec une aide en ligne

3. 4 concrete goals
2 – APPRAISE MANAGERIAL AND FUNCTIONNAL COMPETENCIES AND IDENTIFY AREAS TO DEVELOP
1 – DEFINE/EVALUATE BUSINESS AND DEVELOPMENT OBJECTIVES
3 – BUILD INDIVIDUAL DEVELOPEMENT PLAN
4 - IMPLEMENT AND
MONITOR PROGRESS

4. 4 concrete goals
To assess the results of the employee with respect to the goals (objectives) of the previous year.
To evaluate the competencies of the employee and to identify development needs
To formulate personal and professional development plans
To set the goals (objectives) for the coming year and to specify the means for achieving them, and the indicators needed for their future evaluation.

5. Role of PDR – attracting – retaining – developing talent –
3. Salary review
Global
remuneration
1. Market research /
Internal equity
3. Assessment
PDR
2. Budget compensation, planning
2. Coaching
1. Setting objectives
3. Resource Committee
Resource development
2. People review
1. PDR

6. Process & Timing Budget Salary review Bonus People Review Resources
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Jun
July
Aug
Sept
Budget
Salary
review
Bonus
People
Review
Resources
Committee
PDR
Coaching
Feed Back

7. PDR key component: Performance review (objectives/goals assessment)
Competencies assessment (Managerial & Functional)
Development review (IDP & Mobility)
Comments & Signature (Employee, N+1, Functional & N+2)

8. Part 1 - Performance Performance review summary: PDR Ratings
Far beyond objectives
Exceeded some objectives
Achieved objectives
Achieved some objectives
Not achieved objectives

9. Part 2 – Goals & Evaluation
Individual goal/objective weightage (%)
Individual goal/objective achievement level (%)
Individual goal/objective evaluation:
PDR Rating Numico Alignment ???
Exceeded L5
Met L4 (150%)
Partially attained L3
Not met
Not applicable

10. Part 3 – 12 Managerial Competencies
Develop business
Achieve results effectively
Anticipates / Is proactive
Brings a strategic contribution
Develops cross-functional effectiveness
Leads & drives for change
Builds high performing teams. Fosters team spirit
Identifies & develops people’s talents: provides feedback, coaches and provides a learning environment
Communicates with hierarchy
Is able to take measured risks and to innovate
Has passion for excellence
Displays resilience, determination and flexibility

11. Part 3 – Competencies
Managerial competencies  Management Development Map
Functional competencies

12. Part 3 – MDP goal Keep it simple Focus on development
 Providing a road map to build IDP & facilitate individual development
Focus on development
 Bringing greater precision & objectivity into assessment and expectations setting
Improve the quality of discussion between manager & boss around managerial competencies
Keep it simple

13. Management Development Map (MDP)
STEP 1
STEP 2
STEP 3
STEP 4
Develop business
Show basic understanding of financial issues
Monitor his/her business effectively
Optimize business & create significant value at department level
Anticipate major business evolutions
Achieve results effectively
Make concrete efforts to achieve own objectives
Lead the team/project members to achieve the objectives
Achieve significant results improvements
Act to prepare long term strategic goals
Anticipates / is proactive
Think & act up to 9-12 months ahead
Think & act up to months ahead
Think & act up to 2-3 years ahead
Think & act up to 3-5 years ahead
Communicates well with senior mgt
Interact constructively with others
Defend ideas
Convince others
Influence indirectly
Builds high performing teams
Cooperate effectively
Build and support team effectiveness
Develop transversal/team effectiveness
Challenge and drive ambitions
Develops people with talent
Give feedback
Support a learning environment within the team
Coach and challenge others
Create at CBU/department level an environment conducive to development
Brings a strategic contribution
Understand deeply strategic issues
Implement strategy
Shape and animate strategy
Lead and challenge strategy
Leads and drives for change
Welcome change positively
Support change
Lead change with people
Drive change
Develop cross functional
effectiveness
Cooperate with other functions to accomplish own tasks requiring joint actions
Perform in a cross-function & non-hierarchical structure
Build and lead cross-function & non-hierarchical teams
Cultivate & recognize cross-function effectiveness
Is able to take measured risks & to innovate
Be open to new ideas
Support innovation
Investigate & seize opportunities to innovate
Develop a competitive advantage with breakthrough innovations
Has passion for excellence
Self challenge excellence level
Measure & support excellence
Set the bar higher
Strive toward constant improvement of the organisation
Displays resilience, determination and flexibility
Demonstrate self-control & self-confidence
Lead teams & projects with determination & perseverance
Perform in uncertain & changing environment
Cultivate & recognize resilience & determination within the organisation

14. Build Vision & Drive Change
MDP – How it was build
Build Vision & Drive Change
Develop Performance
Develop Talent
Danone
values
Self

15. Capitalizing on Danone best practices
Deliver…
Ensure…
Drive…
Lead…
Develop Performance
 Level of impact
operational impact on team or as «overlay»
mid-term impact in department or as « overlay »
short-term/on-the-job results
strategic long term impact
Develop Talent
 Level of people responsibility
effective interaction
some line or transversal mgt
leading teams - direct or transversal
empowering teams
Build Vision & Drive Change
 Level of decisions
conducting progress in area or responsibility
on-the-job operational improvements
driving change in department or as « overlay »
impulsing step changes at CBU/ cross-CBUs level
Step 1
Basic
Step 2
Qualified
Step 3
Experienced
Step 4
Master

16. 4 steps as guide consistent with manager classification
E.g. Engineers, business analysts, junior brand manager, sales rep….
E.g. senior product manager, KAM, plant HR manager…
E.g. plant director, head of IT, small BU management committee members…
E.g. Mgt committee members in medium/large size positions; large BU category marketing dir.…
Steps are used as « targets » for each manager level :
Eg. A manager may have some competencies below target even if he/she’s experienced
Eg. A manager may of course be above target
Flexibility to set locally (or for a function) specific expectations for some competencies
9.9 managers
Objective is to grow to step 1
Can be promoted as 9 if : step 1 on some competencies + potential to grow to step 1
9.9
6/5 & above
For executives:
managerial comp. level 4 are relevant
in addition of specific GM competencies

17. C. In line with requirement
Overall Evaluation
Overall evaluation is the result of the comparison between competencies assessment and expectations (targets)
Comp. 1
Comp. 2
Comp. 3
(…)
Comp. 12
Step 1
Step 2
Step 3
Step 4 
N/A
Objective assessment
For a manager in an entry level 7 position
For a manager with experience as level 7
For a manager with strong level 7 experience
Expectations
expectations can be at the lower end of the target
expectations can be at the target
expectations can be at the higher end of the target +
Overall assessment
Exceptional person 
B. Higher than expected
C. In line with requirement
D. Lower than expected

18. Part 3 – 12 Managerial Competencies
Develop business
Understands consumer markets and area of professional activity in depth
Able to integrate business issues and builds client-focus (internal & external) in business processes
Shows financial acumen, understands Key Groupe economic indicators
Seizes opportunities to expand business, is able to evaluate and to optimize the impact of any action on the economic outcome

19. Part 3 – 12 Managerial Competencies
Achieve results effectively
Is concrete, takes action and achieves results consistently and for the long-term
Directs the team’s action towards results
Ensures availability and appropriate use of the team and of the financial, information, material, technical resources for delivery of desired results
Monitors performance and assesses results; identify actions to give significant improvement
Takes improvement decisions, even in uncertain circumstances

20. Part 3 – 12 Managerial Competencies
Anticipates / Is pro-active
Anticipates the consequences of his/her decisions on business
Is receptive to new trends in the market and his/her profession, and integrates them in his/her actions
Plans all steps of a new project or process before taking action
Provides strong inputs about his/her area of business, and beyond

21. Part 3 – 12 Managerial Competencies
Brings a strategic contribution
Builds and shares a vision
Integrates the strategy of the Groupe and translates it into objectives and concrete & motivating actions for the members of the team
Analyzes situations in terms of opportunities and risks for the Company and the Groupe
Globally and systematically evaluates different options for action
Through analysis determines concrete and viable recommendations
Gets to the point in analysis and doesn’t get lost in details
Is creative in order to propose a new strategy or new orientations

22. Part 3 – 12 Managerial Competencies
Develops cross functional effectiveness
Effectively builds, energizes, manages non-hierarchical teams and networks
Looks beyond the limits of his/her function and understands the impact of his/her actions on others
Influences the decision making process even without direct line responsibility
Cooperates, communicates, shows solidarity with the members of other functions with whom he/she works
Develops and shares best practices

23. Part 3 – 12 Managerial Competencies
Leads & drives for change
Initiates and conducts major change initiatives or improvement actions
Proposes new organizations and is able to put them into action, whilst considering the human impact
Is optimistic about change and shows it
Is able to get action, convince, get agreement
Is able to lead change projects quickly and successfully
Deals effectively with resistance to change, and helps teams to remove the barriers
Can change priority if necessary and adapt a flexible approach in order to achieve required results

24. Part 3 – 12 Managerial Competencies
Builds high performing teams
Fosters team spirit
Attracts and recruits the best talent
Builds and benefits from multi-functional and multi-cultural teams
Supports his/her team
Communicates openly and effectively
Structures team working, conducts meeting efficiently, follows up on results
Calms situations down and resolves team conflict
Communicates success and recognizes individual contributions

25. Part 3 – 12 Managerial Competencies
Identify & develops people’s talents - provides
feedback, coaches & provides a learning
environment
Assesses team members’ performance and
competencies (strengths and improvements opportunities)
Provides specific, timely feedback constructively (+ and -)
Fosters an open dialog with the team
Creates learning opportunities: gives challenging tasks, shows confidence in team’s successes, encourages individuals’ autonomy
Encourages initiative, reasonable risk-taking, uses failure as a means of learning
Coaches and challenges ways of working uses constructive criticism
Takes part in the training of the staff, gives development advice, feels responsible for the team’s evolution

26. Part 3 – 12 Managerial Competencies
Communicates with hierarchy
Communicates openly and effectively
Is able to convince and defend ideas to the hierarchy in global sense
Communicates on his/her projects
Integrates various points of views
Develops a confidence-based relationship

27. Part 3 – 12 Managerial Competencies
Is able to take measured risks
and to innovate
Takes reasonable risks, explores new opportunities
Uses intuition to assess situations and progress quickly
Challenges his/her own ways of working
Looks for innovative solutions, is creative
Seizes opportunities to optimize business
Takes responsibility for his/her decisions even when there is a risk of failure

28. Part 3 – 12 Managerial Competencies
Has passion for excellence
Sets priorities which are both challenging and meets the needs
Gets personally involved in the action and assures the quality of service/products
Ensures that in turn team members also assure the quality of their activities
Seeks out customer feedback (internal/external), listens and follows up with action

29. Part 3 – 12 Managerial Competencies
Displays resilience, determination
and flexibility
Knows how to stay calm, has in self-control in stressful situations
Knows how to handle urgent situations and reacts effectively
Leads project with determination and perseverance, despite the difficulties encountered, doesn’t give up easily
Reacts quickly to opportunities and risks as they become evident
Adapt behavior to changing situations and roles

30. Part 3 –Functional Competencies Summary
Master (master know-how and able to lead innovation)
Experienced (ability to perform in various environments and able to coach)
Qualified (ability to perform in a stable environment, with limited coaching)
Junior (basic knowledge)
Not applicable (either because the competency cannot be implemented or because the assessor was not able to observe it)

31. Preferably not more than 2 skills to develop
Part 4 – Development
Strengths / Development areas
Strengths } linked to competencies
Development areas } assessment
Individual development plan
Development focus
Action plan (training, coaching, projects)
Dateline (for each plan)
Future job opportunities
Employee’s proposal (personal aspiration & timing)
Recommendations of the supervisor for development (normally discussed and validated during resources committee)
Preferably not more than 2 skills to develop

32. Linking Competencies assessment to IDP
Step 1
Step 2
Step 3
Step 4
1. Develops business.
2. Achieves results effectively.
3. Anticipates / is proactive.
4. Brings a strategic contribution.
5. Develops cross-functional effectiveness.
6. Leads and drives for change.
7. Builds high performing teams
8. Develops people with talent
9. Communicates well with senior management
10. Is able to take measured risks and to innovate.
11. Has passion for excellence.
12. Displays resilience, determination and flexibility.
Made in Danone
Danone Leading Edge
360°

33. Part 4 – Development Employee’s geographical mobility
Mobile (International or National)
Zone preference
Country preference
Obstacle
General comments
Not mobile

34. Part 5 – Comments & Signatures
Supervisor (N+2)
Functional Manager
Supervisor (N+1)
Employee

49. Appraisal interview PREPARE:
WHO : Employee, N+1 integrating functional manager feedback
WHAT : Take last year objectives and see what has been realized – analyze success and difficulties met, taking into account circumstances
HOW : Collect information, in particular from a third party, writing down what we want to say
Take an inventory of the situations and the documents illustrating the command or not of the requested skills in the function.
Think about the future, prepare proposals

50. Appraisal interview WELCOME: Who : The N+1
How : Be positive and cordial in order to promote the discussion, make the employee feel at ease by:
Clarify the interview objectives
Obtain the point of view of the employee with an open question
Adopt a physical position promoting the discussion

51. Appraisal interview LISTEN: Who : The N+1 and Employee
How : Be focused on the other, taking time, being attentive to the behaviors (a behavior can confirm or invalidate a speech)
Ask open questions and reformulate the points that seem important to you and that are important for the Employee. Ask concrete examples
Bewaring the temptation to give an immediate advice to the Employee (it is better to listen first before answering)
Keep a cool head in case of personal challenge

52. Appraisal interview – few tips
To avoid
To prefer
Not to prepare the meeting and wait for the Employee to do so
Trust his own memory and take no notes
Make an opinion from what happened the past few months
Don't give any explanation to the Employee, don't give him (her) the medium
Let the door open, say that the discussion could be interrupted by phone calls
Start with what is going wrong: the manager accuses, the Employee denies / defends him (her) self
Prepare so as to have the most exhaustive vision as possible
To appeal to the memory of others: functional managers, third party
Observe and note during the year. Review the whole year and don't stop one's opinion to the two or three last events
Be transparent on the goals and the development of the discussion
Organize the discussion in a place where confidentiality and calm are ensured
Start first with what was fine during the year