PPP Calibration Presentation Guide Working together for a

PPP Calibration – Presentation Guide Working together for a safer world

PPP Calibration – Overview Calibration • ensuring fairness and consistency in the way PPP ratings are made across LR. • Brings manager peer group’s together to discuss how they intend to rate their direct reports. • Happens in advance of holding 1: 1’s with the direct reports when the rating is finally agreed. The benefit of Calibration • It encourages managers to think about the performance of their direct reports in advance of holding their 1: 1’s. • Invites feedback on performance from peers. • Brings a shared understanding of the ratings structure and ensures consistent interpretation of ratings and an individuals performance.

PPP Calibration The Key Difference • Replaces the counter signatory process. • Ensures that the line manager has input and visibility in advance of individual reviews. Calibration Timings • Takes place in May - June, in advance of the PPP cycle closing in June. • This gives managers 9 -10 months evidence of performance to collect to make an initial rating.

PPP Timescales PPP Calibration Part 1 – closes cycle Part 2 – starts a new cycle Close and submit on-line PPP Form Talent & Succession Reviews

What should have happened since July for Calibration to take place 1. Objectives - will have been set – a new objectives library was launched to help managers in this regard which provides examples/template objectives to help improve the quality, consistency and alignment of objectives. 2. Behavioural Competencies – BCs will have been slotted to roles and will now appear in role profiles. 4 BCs will have been selected to focus on for PPP; based on those considered critical for success to achieve objectives. The BC Dictionary and Slotting Guide will have helped in this regard. 3. Development Plans – will have been discussed and agreed – the BC Development Guide and new learning tools were launched including a BC self-assessment tool to assist in the planning and implementation of development plans and to facilitate career conversations. 4. Online PPP Form – this will have been initiated by the individual following the PPP meeting in July/August and updated again at Mid Year Review. 5. PPP Calibration - this is the focus for this presentation – this should take place in May/June. Managers will need to have considered initial ratings for their team members prior to calibration meetings 6. Performance Ratings – initial ratings should be considered prior to calibration with a final rating decided at the end of the PPP cycle following PPP Reviews (although individual objectives can be rated throughout the year). More information on the new rating process can be found on the PPP website.

The Calibration Meeting Attendees • Attended by: • peer group of managers (Chair) • the group’s line manager. • HR where available. The Key Output • A manager to have validated an initial rating of each of their direct reports How it works • Each manager presents their direct reports positions on the PPP 9 -box grid • Their peers are invited to provide additional constructive feedback

Roles in the Calibration meeting The Group’s Line Manager • Chairing the meeting • Providing constructive and impartial feedback on those employees they have observed • Responsible for deciding the initial rating in the event of disagreement. • Responsible for scheduling the meetings. The Manager • Responsible for attending the meeting with their initial ratings of their direct reports. • Responsible for recording the agreed initial rating given • Responsible for collecting evidence on any other individuals who they have worked with but don’t report into them. HR • Responsible for facilitating discussion around the room and providing fairness and consistency to the approach in the meeting. • Working with the Group’s Line Manager to collate the ratings across all of the Managers.

Preparing for a Calibration meeting - Ratings In advance of a calibration meeting the manager needs to do the following things: • Consider the examples/evidence of each direct report’s performance over the year to date. • Decide where an individual sits in the 9 box grid • This must be based on the two key factors of performance: ü ü • To what extent has individual objectives been met To what extent has the BCs been displayed The manager must also consider and be prepared to provide evidence based feedback on ‘others’ outside their direct reporting line who will be reviewed as part of the calibration.

Preparing for a Calibration meeting – A Tool to help PPP Team Summary Form • Most managers will have multiple direct reports. • This ‘PPP Team Summary Form’ helps to capture the team’s ratings, • A useful presentation tool. • It can be accessed on the new PPP website under ‘PPP Calibration’. • At the very minimum the names can be entered into the square of the spreadsheet that represents their PPP rating.

Facilitating a Calibration Meeting (The Group’s Line Mgr/ HR) A Proposed Structuring the meeting • Introduce the purpose of the session • Explain the focus for the meeting (the running order below) • Re-iterate the process of looking at each line-manager’s individual PPP results • Establish the ground rules for: • How to challenge any ratings that are given • resolving disagreements • Undertake the calibration • Populate all the ratings onto a 9 -box and discussing talent development Presenting the Rating Information • Think about how best you would like the calibration information presented at the meeting. • As per the previous slide, managers can use the ‘PPP Team Summary Form’ to present their team’s ratings at the meeting. Make sure you clearly explain to the managers when you schedule the meeting how you want them to present the information. • During the meeting you may like to create a master ‘PPP Team Summary Form’ which captures the ratings of all direct reports discussed at the Calibration meeting.

Facilitating a Calibration Meeting The running order When conducting a calibration there a number of options to the way the session is run. Each have their benefits and draw backs but be clear at the beginning how you want to run it. • Calibrate everyone (smaller teams) • Manage by exception (larger teams) • Calibrate ‘Extremes’ only (larger teams)

Facilitating a Calibration Meeting Achieving Consensus • The Group’s Line Manager will be ultimately responsible for deciding the initial rating. • In the first instance agreement should be sort through asking for objective evidence. How to Challenge Some useful questions that could be used to ensure challenges are discussed in an objective and evidence-based way. • Can you give me an example of how he/she has demonstrated behaviour at the level above? • What were your reasons for placing that individual in the bottom left? • Thank you for your example. I have seen the opposite behaviour to what you’ve described. Provide example…. . Please remember - use the behavioural competencies indicators when providing evidence or challenging someone on how they have rated.

Facilitating A Calibration Meeting Confidentiality • The peer managers must treat the ratings of other managers direct reports that were discussed during calibration confidential. • When a manager holds the end of year 1: 1, if feedback from the peer group of managers is shared they must keep it general. They must not state which manager said what about them.

Calibration roll-up - Example The following examples demonstrates how the Calibration roll-up can happen. In these examples the calibrations are held following the ‘line manager’ hierarchy. In some situations it may be decided that functional involvement is required. This is at the discretion of the ‘Group line manager’. Head Support Area Location Team x 5 Location Team x 4 Area Location Team x 10 Location Team x 20 Location Team x 3 Area Location Team x 6 Area Location Team x 3 Location Team x 2 Location Team x 15

Calibration roll-up - Example In this next example, the ‘Head’ is chairing a calibration meeting with their ‘Area’ managers about their teams. Head Calibration Meeting Support Area Location Team x 5 Location Team x 4 Area Location Team x 10 Location Area Location Direct Reports being discussed Team x 20 Team x 3 Team x 6 Area Location Team x 3 Location Team x 2 Location Team x 15

Calibration roll-up - Example In this example the ‘Area’ Manager is chairing a meeting with their respective ‘location managers’ about their ‘teams’ remember the purpose predominantly of calibration is to ensure a consistent and fair approach has been adopted by all parties to rating individual performance Head Support Calibration Meeting Area Location Team x 5 Location Area Location Team x 4 being Team x 10 Direct Reports discussed Location Team x 20 Location Team x 3 Calibration Meeting Area Location Team x 6 Direct Reports being discussed Area Location Team. Direct x 3 Reports Team x 2 discussed Team x 15 being

Post Calibration Outcomes • 1: 1 with direct reports • Talent & Team Development discussions

Post Calibration – End of Cycle PPP Reviews Once calibration is complete the line manager can hold the 1: 1 PPP Review with their direct reports to agree a final rating. • Manager and employee meet to discuss objectives and BCs and agree a rating for each which then informs the final rating in the 9 box grid • The Manager should remain open minded – the rating may change if significant new examples come to light • The discussions and ratings should then be recorded on the on-line system . • If the final rating is different to the one discussed at calibration the manager should inform the Group Line Manager of the change.

Post calibration - Linking PPP to Talent & Development Actions Calibration is an excellent opportunity to also talk talent! What you need to do • populate each direct report into the ‘team PPP summary’ form in the box that relates to their PPP rating. • Discuss your people and development needs. Individual PPP Rating Form Team PPP Summary form

Linking PPP to Talent – 4 Key Conversations General • What does this overall profile tell us about the way we measure performance? How is our distribution across the matrix? Does the performance distribution match how the business has performed? • How can we use this profile to improve the performance the business? 1 1 – High Potentials 2 • What do we need to do to continue helping our high potentials to deliver high performance? • What development opportunities do we have for them that can also benefit the business? i. e. transfers/ projects etc. 2 – Under Performers • What actions are we taking to improve the performance of individuals in this group? • How does this profile look different to last year?

Linking PPP to Talent – 4 Key Conversations 3 – Under-developed high/ performer 3 • How can we convince this group that the way they approach their work (in terms of behaviour) are having a negative impact despite their high performance in other areas? • What development needs to happen to improve the behaviours of this group? Refer to the suggested development ideas on the PPP website and BC Development guide. • How can we harness their results performance to the benefit of the business? 4 – Unrealised capability/ potential 4 • What is stopping these individuals from performing or achieving their objectives? • What changes or support do they need to enable them to deliver?

PPP – End of Cycle Communication Plan & Timelines w/c 28 th April – communicate to wider LR • John Stansfeld specific email • Usual channels (Hub story, weekly bulletins etc. ) • RS Video April Monthly Report • BS/Region Director follow up emails • Use of ‘high level’ videos for effect • Go live with refresh PPP site and new materials • HR briefings to LR to begin May/ June – Calibration takes place • HR briefings continue to take place regarding key elements relating to the end of PPP year: • Ratings • Calibration • Agree approach and roll out plan regards calibration with business • Calibration takes place through to end of June July/August – PPP Reviews take place • Reviews take place • Final Ratings are agreed • Online system populated and closed September • PPP Analysis takes place • Lessons learnt and shared with HR population and the business