Doncasters INTRAcom Issue Two
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Transcript of Doncasters INTRAcom Issue Two
DDyour connection to the world of Doncasters
Welcome to the 2nd edition of INTRAcom, the electronic based publication
now expanded to include Doncasters’s Global Leadership Team (GLT)
and their direct reports. Those of you that attended the early November
call heard that we need to lead a coordinated effort to answer an all
important “call to action”. In this month’s issue we cover in detail PDR and
other initiatives that are designed to create a more positive environment
for success in 2013. But our immediate focus through the end of the year
must remain fi nishing November and December with the best possible
results. Remember: daily meetings & weekly progress reports are integral
to achieving all we can in terms of meeting our 2012 goals and setting the
stage for a more successful 2013.
-Tariq Jesrai Chairman and CEO
issue 2, November 2012
overview: the importance of Performance Development Review appraisals
Effective Appraisals Provide Opportunities for
Progress
Appraisals are the starting point for serious company growth
through its most valuable asset — people. The appraisal process,
when done correctly, develops a solid baseline understanding
of an employee’s current performance. Building upon this
perspective, we can establish realistic goals for an employee
to accomplish that will help push both the employee and our
organisation towards the realisation of our full potential.
The purpose of the PDR is to provide employees with the
opportunity to engage in meaningful dialogue and gain
constructive feedback that focuses in on performance, skills,
behaviour, personal development and career progression within
Doncasters. The appraisal is an important piece of our PDR
process used to accomplish this, so we as managers must
conduct comprehensive appraisals that effectively outline an
employee’s strengths as well as areas where improvements can
clearly be made.
The following guidelines have been developed to assist you in
comfortably conducting thorough, objective appraisals:
• Aim to keep the performance review as objective as possible.
Constructive criticism based in fact will be much more
successful in eliciting change than what is, or what may
appear to be, your subjective opinion.
For example, you can measure the
number of objectives completed
successfully, the number of peer
group complaints received, the
number of goals met, the success of
projects and the number of customer
complaints or compliments received.
• An accurate performance review is
not done in just a few hours. Instead,
it is an ongoing yearlong process.
Keep a fi le open for each employee
where you can easily add monthly
performance measures, compliments and complaints, along with dated memos regarding
your observations of the employee’s performance and behaviours.
• Do not surprise an employee with issues that should have been discussed long ago. Issues
should be addressed in a timely manner after a specifi c incident has occurred. A motivated
employee requires ongoing feedback on a regular basis; so do not save it all up for a
once-a-year praise or criticism meeting. If you have concerns, do not give an employee the
impression that you are pleased with their performance only to surprise them with those
concerns during the PDR.
• Professionalism, both in writing the review and in your presentation, is an important
standard to practice. Remember that an employee performance review could support
decisions about the individual’s capability, redundancy selection scoring, development and
reward.
It is important that we strive to become a company that truly embraces this process, because
a company that does so will experience growth for its people year on year — and that
development provides as much value to our employees as it does to our organisation as a
whole. Please take this to heart when conducting your end of year reviews and together we will
continue to cultivate an increasingly talented Doncasters.
“I have yet to meet someone who likes to do appraisals,” Joe Comeau, Human Resources
Director of Doncasters’s North America Operations, observed. “Why? Because many people
have a tendency to shy away from confrontation and sharing honest thoughts, which makes
them uncomfortable when having to conduct an appraisal. But the reality is, the value in
executing honest appraisals is exceptionally high to both our company and the future of each
individual employee inside it.”
Performance Development Review process procedure & clarifi cations
To assist you in preparing for PDRs,
we have provided an outline, schedule
and summary of the current end of
year PDR process. In addition to these
aids, we will be sending our PDR form
out to you shortly after this issue of
INTRAcom.
It is important to note that while our
PDR process will be experiencing
changes in the next calendar year,
we will still be following the current
procedures through the end of this
year. In addition, please be reminded
that managers who do not complete
their PDRs may not receive a pay
increase. The following is an outline of
each section to help guide you through
successful Performance Development
Reviews in the weeks to come:
In this area, SMART (Specifi c, Measurable, Achievable,
Relevant and Time Bound) objectives are set, reviewed
and achievement rated. At least 4 objectives should be
set with each employee. You can agree upon more, but
please remember that 4-6 objectives are optimum.
Performance objectives should be specifi c expectations,
objectives, targets or development plans and each objective/goal will pertain to
a job function or task, a strategic initiative or operational/process improvement.
Objectives must be SMART and may be revised during the review period as
expectations change.
Review of objectives discussion points might include:
• Improvement targets achieved
• Progress against projects/project plans/roadmaps
• Supporting evidence, documents, emails
• KPI’s achieved/exceeded
section 1 - performance objectives
In this area requirements/developments in job
knowledge, skills and qualifi cations should be reviewed
and rated. Review of technical skills and functional
knowledge discussion points might include:
• Level of functional technical expertise, areas for development
• Best practice awareness
• Ability to keep abreast of relevant business changes/updates
e.g. legal requirements
• Continuous personal development
• Achievement of professional qualifi cations
• Progress against development plans/functional career paths
• Skill gaps to be addressed prior to next job move
section 2 -technical skills &functional knowledge
The Leadership have identifi ed 11 Company Competencies. For each
competency we outline expected behaviours that may be demonstrated
and/or observed. These should be reviewed, discussed and rated. This
section provides the opportunity for discussion on the manner in which
the employee behaves in their job role.
Review of Competencies and the associated behaviours discussion points might
include:
• The individual employee initially reviewing himself or herself against the
behaviours
• The individual employee gaining feedback from their peers/team
• The individual employee talking this through with their manager whilst
providing examples
• The line manager giving feedback on their views, offering the perception
of others, providing input on the behaviours observed and documenting
a resultant rating
• Documentation of the areas you have discussed including identifi ed
development needs
section 3 -competencies & behaviours
In this section please consider any
development requirements needed. These
may include:
• Performance improvements to achieve the objectives
• Continuous personal development, updating best
practice, formal training or courses
• Support for behavioural development
• Evaluation of any training completed
• A summary of discussions relating to future career
development options, possible next roles, projects,
assignments, aspirations, succession plans, etc.
• Actions/feedback from the TMAP process
It is also important to jointly assess training needs and
development for the next review period to help job and career
growth. Training and/or development can be internal or
external and on or off the job. On the job resources include:
• Training with senior member of team or a person from
another department
• Company training session
• Special assignments
• Staff Meetings
• Reading selected
periodicals/trade publications
• Meetings with selected in-house professionals
• Mentor
This rating indicates the overall rating that best refl ects how successful the employee
was at meeting Performance against objectives, Technical Skills and Functional
Knowledge and the Behaviours demonstrated in line with the 11 Company
Competencies while fulfi lling the job role. The overall rating is not only used as the
performance rating within the TMAP process but also taken into account, along with market rates, at
the employee’s pay review.
This section is for the employee and line manager to comment and provide a composite statement
of the individual’s performance along with a narrative overview of their work performance. There is
also a section for the Senior Manager/Functional Director (one level above the review manager) to
comment on the appraisal and overall process. Signing this document acknowledges the content
accurately refl ects the discussion held. Once completed and signed off, the individual should retain
a copy. The Line Manager should then send a copy to Human Resources for fi les (for 2012 this
should be an electronic copy).
If an individual is unhappy about any aspect of the review process they have the opportunity
to submit an appeal. To do so an employee should write to their local HR Department within 5
working days of the end of year review being completed. The employee should outline reasons
for the appeal and enclose any documentation they wish to rely on. An independent Appeal
manager will then be asked to review the information. Based on the information provided by the
individual and the line manager, the Appeal Manager may amend the rating. Please note that as
a result ratings could move up, down, or remain the same and the outcome of this appeal will be
fi nal — there are no further internal appeal stages. A letter confi rming the outcome should be sent
to the individual from the Appeal Manager (HR will provide this letter).
It is also important to note that as a manager you may be asked to hold appeal reviews for
employees outside of your direct working area/department/division.
Performance Development Review process procedure & clarifi cations (cont.)
section 4 -current & future development
section 5 - overall performance rating
Off the job resources include:
Seminars/workshops
Correspondence courses
Professional/technical
associations
Interpersonal skills training
Further/Higher Education
comments & sign off
appeals
End of Year Review Timeline
01/12 — Set a date for the review meeting.
Employee drafts self-evaluation of their
performance on the PDR form and send to PDR
Manager in advance of the review meeting.
PDR Manager prepares content of review
discussion.
Hold review meeting
Line Manager sends updated PDR, with
provisional ratings, to:
HR Lead for calibration of rating across the Group/
Division
Line Manager for review, comment and sign off
Any comments/reviewed ratings discussed and
agreed between are sent to the manager and PDR
Manager
Updated form with confi rmed ratings and
manager’s comments/sign off discussed with
employee.
Objectives for the following year’s review
period are proposed, discussed, agreed and
documented.
Employee signs PDR to confi rm content is a true
refl ection of the review discussion.
Employee sends fi nal copy of PDR to HR for fi les
(electronic wherever possible).
31/01 — Appeal process
Outcome of appeal communicated to employee
by Appeal manager and confi rmation letter.
28/02 — HR send pay review and bonus data
to Payroll.
01/03 — Payroll process deadline.
We are proud to announce the November 19th launch of
our Doncasters UK Benefi ts Club. Similar programs are
being rolled out for our employees in North America (see
following story) and investigated for those in Germany. The
UK Benefi ts Club is an economical way for the Company to
further show its appreciation for UK employees by offering
them FREE access to exclusive discount offers on a number
of different everyday purchases.
The club, developed in partnership with an outside
organisation, is an online portal that offers signifi cant
discounts on purchases like food, shopping, toiletries,
clothing, electronics, furniture, holidays, cinema tickets,
restaurants and more. With over 5000 products available
in the portal, chances are that if there is something our
employees want, we will be able to provide it at a price they
will love. On top of that, employees who register will be
entered in free monthly prize drawings where they can win
£150, £75 or £25 worth of gift vouchers.
We already offer a strong benefi ts package to our employees
in the UK, and the Benefi ts Club further enhances that
package by making it easy for employees to save
signifi cantly on daily expenses. Its simple,
its fast, and the savings are real. In
short, we are happy to provide our
employees with an almost effortless way
to maximise their income.
We are currently sending out welcome
materials to all of our employees in the UK to
acquaint them with the programme and provide the
basic login instructions. Employees without internet
access will also be able to enjoy the Benefi ts Club by taking
advantage of a dedicated UK call centre.
If you have any questions
or comments regarding the
Doncasters UK Benefi ts Club,
please contact:
Charles Lubek
Group Employee Benefi ts
Manager
Direct: +44(0)1332 694128
• Up to 15% off paper and reload-
able voucher cards for retailers
including; Asda, Argos, B&Q,
Boots, Curry’s, Homebase, IKEA,
New Look, Marks and Spencer’s,
Morrisons, Top Shop, Sains-
bury’s plus many more
• Save up to 45% off cinema
tickets for Cineworld, Odeon,
Showcase, Apollo, Empire and
independent cinemas
• Online discount codes, help-
ing you to save at your favourite
online retailers
• Save up to 14% off package
holidays through the online travel
portal – lifestyletravel where you
can browse, compare and book
discounted breaks
a sampling of benefi ts
The Doncasters Benefi ts Club portal is accessible by any computer and an exclusive gateway for
Doncasters employees and their families to a world of savings and adventure.
spread the word: the Doncasters UK Benefi ts Club rolls out November 19thEconomical For The Company. Big Savings For UK Employees
p
s
Much like our employees in the
UK, our employees in the U.S.
will soon have access to their
very own exclusive Doncasters
Benefi ts Club. In early December,
the Doncasters U.S. Benefi ts
club will begin providing U.S.
employees with signifi cant savings
on a seemingly endless amount of
everyday purchases.
The Club is an online portal that has been developed to provide
our U.S. employees with exclusive offers at over 100,000 local and
national vendors. Offers span from 15% off Firestone tires to 10% off
monthly cellular phone services through T-Mobile, and even include
substantial discounts on groceries. However our employees choose
Doncasters U.S. Benefi ts Club rolling out early DecemberHousehold Savings For U.S. Employees Next
“In our pursuit to provide
employees with the most
complete benefi ts programme
possible, I couldn’t be happier
that we have successfully
developed such a cost-effective
method of providing our people
with so much additional value —
especially given the economic
climate we all fi nd ourselves in.”
Joe Comeau
Director, Human Resources
NA Operations
to save, the impact remains the same — a signifi cant reduction in household expenses.
In fact, the program has been demonstrated to provide annual savings of up to $4,500 to
participating members.
Beyond indicating a deep appreciation for our employees, the Club further integrates with
our approach to HR in the U.S. by offering a number of valuable online wellness resources.
Wellness resources available include:
• Healthy recipes and video tutorials accompanied by applicable grocery coupons
• Athletic club discounts
• A comprehensive nutritional guide
• Online fi tness resources including a Virtual Wellness Coach
• A wellness application allowing members to defi ne their current Basal Metabolic Rate
(BMR), weight, waist size, blood pressure, and then track their progress and monitor
improvement over time
We are currently creating login details for our employees across the U.S. and will be sending
out a welcome email to acquaint employees with the programme and provide direct access
to the Club.
If you have any questions or comments
regarding the Doncasters U.S. Benefi ts Club,
please contact:
Joe Comeau
Director, Human Resources
NA Operations
Direct: +1 (860) 677-1376 Ext. 3201
a few samples of typical savings
In an effort to better equip managers to conduct investigations, our UK HR Team has worked with a 3rd
party to develop an Investigation Training program in the UK. To date, 40 of our managers have partici-
pated in the program by attending an Investigation Training session. The program has been derived from
feedback received through the PDR (Performance Development Review) process, which identifi ed a clear
need for training relating to:
• Investigations relating to disciplinary and grievance issues
• Issues raised through Expolink which needed independent investigation
• HSE risk/accident investigation and reporting
• Investigations into potential Quality issues
We found our managers spending a signifi cant amount of time conducting investigations and having to do
so without formal training, standard tools, or set formats. To remedy this our UK HR team and Eversheds,
an organisation that provides legal advice to our sites across the UK and Europe, have been conducting
training sessions that will better prepare our managers to:
• Plan and conduct an investigation independently
• Carry out interviews with witnesses
• Use effective questioning techniques
• Take appropriate notes of witness evidence
• Evaluate the evidence
• Deal with confi dentiality and other issues
• Anticipate likely pitfalls along the way
• Write clear and effective investigation reports
• Identify and manage the legal risks posed in investigations
Managers which have passed through the program will now be able to maximise time spent in an inves-
tigation whilst allowing our organisation to realize the full business benefi t of the exercise. Consistent and
thorough investigations will allow us to enhance procedures for mitigating risk and lay a strong foundation
for further progress towards our overall Quality and Safety goals.
Moving forward, Eversheds and our UK HR team will be running training sessions on grievance, dismissal
and appeals in quarter 1 of 2013. Managers wishing to take advantage of this training should be instructed
to contact their line manager who can request, via their HR team, that the individual be considered for a
place.
Which part of the course will be most relevant to your role?
Insight on how to plan an investigation and how to record one
Skills to improve my investigatory ability
The framework to proceed with but also the discussion regarding how
decisions can be relevant to a plant culture, not just the most harsh
stance in fear of repercussions
All parts
Structure/process for undertaking said activities
Understanding how to structure interviews and the associated detail
All parts in the constructive approach to carry out an investigation
Having a template for a clear process
The whole course was of benefi t giving me further confi dence in car-
rying out investigations
What has been the most useful part of the course?
Being provided a structured template for conducting investigations
All of it
The ability to get the legal viewpoint
The full breakdown of the investigation process
The practical session on interviewing
Interaction between delegates and how to plan for investigations
The structure of how the investigation should take place
The planning and setting out of the investigation
UK investigation training — creating a roadmap for investigation
WWWWW
Course leaders pictured left to right:
Cathryn Harrex, Emma Pugh, Rob
Smedley, Kate Sheehan, Ian
Molyneux, Linda Brown
Course participants pictured left to
right (back row): Matt Cusworth, Jim
McCurrach, Ian Harrison, Lyndon
Tomblin, Paul Young, Mick
Cadwallader, Martyn Lee
Left to right (front row): Simon
Cowell, Dave Jordan, Ian Walker
employee benefi ts: our program is outstanding, we just need to communicate it.
We care for our employees worldwide, and in the U.S., where the cost of
healthcare can be quite high, we have gone to great lengths to provide a very
generous Employee Benefi ts Programme. Because of the efforts and invest-
ments we continue to make, we would like our employees in the U.S. to
further understand how valuable their benefi ts programme truly is.
As you know, since the HDHSA was introduced we have been moving away
from “managed care” plans in favour of embracing a “consumer driven “con-
cept. Why? Managed care plans divorce the employee from making the effort
to learn about their own health risks (genetic factors), those of their family
members (dependents) and the cost of services and RX. In essence, “man-
aged care” plans place no employee responsibility for prevention or cost.
When looked at in total, the “consumer driven care” plans proved to be bet-
ter for the company — less expensive for the employee — and better for the
individual employee in terms of health. In addition, these plans are consistent
with the approach embedded within our wellness initiatives.
The Benefi ts Advantage Helps in Rough Times
Employees probably understand that the last few years have been a tough
road for everyone. This recessionary period, with rising health care costs, has
been a diffi cult time for us all as economic conditions and fi nancial markets
have been poor.
But do employees know that through it all, Doncasters continues to offer a
more comprehensive Employee Benefi ts Programme than many of the other
employers in our industry? Probably not. Our employees truly are our most
valuable asset and the calibre of benefi ts the group provides shows, very con-
cretely, that the company knows this and acts accordingly. It is important our
employees share this perspective and to do so, employees must be provided
with just that — perspective.
As we all continue to navigate this diffi cult economic climate, whilst continu-
ously offering the best benefi ts programme we can, our employees will have
a deeper appreciation for this challenging endeavour. But understanding is
paramount to appreciating. For instance, although the vast majority of our US employees
have opted for the advantageous “consumer driven” plans, there are some that don’t yet
understand the bigger picture. It is up to us to continue to educate our employees on
this and other important benefi t programmes — and by doing so allow our employees
to understand that they are working for, or hiring into a company that truly has their best
interest at heart.
Our U.S. Employee Benefi ts Program consists of the following:Medical and Prescription Drug Coverage — While many other employee benefi ts have
changed signifi cantly over the last fi ve years, our PPO Plan has changed only slightly and our
High Deductible Health Plan (“HDHP”) has not changed during the last several years.
Health Savings Account (“HSA”) — If employees participate in the HDHP, Doncasters contrib-
utes a substantial amount each year to their personal HSA
to assist them in managing their account and correspond-
ing healthcare expenses. This contribution is very generous
when compared to the rest of the industry.
Dental and Vision — We offer two dental and two vision
plan options (basic and enhanced plans) to give employees
greater fl exibility in meeting different family needs.
Flexible Spending Accounts (“FSA”) — We offer Healthcare and Dependent Care FSAs so
employees can reimburse themselves for qualifi ed medical expenses on a tax-free basis.
Life and Disability Insurance — We offer basic life and disability coverage at no cost to em-
ployees. We also offer a low cost option to purchase additional life insurance for themselves,
their spouse, and their children.
Retirement Plan — Doncasters sponsors a “401(k) Plan” which enables employees to save
money for retirement and on a tax favourable basis. The company makes generous matching
contributions and this plan offers approximately 20 investment options over a broad spectrum
of fi nancial sectors.
in 2011, we developed our Health-
Links Health Improvement Pro-
gramme and established a company-
wide Wellness Committee whose sole
function is to develop and introduce
programmes aimed to keep our em-
ployees and their family members as
healthy and productive as possible.
Some of the group’s programmes are
as follows:
Company-wide “Biggest Loser”
Competitions
Employee health and wellness com-
munications from Mayo Clinic
Employee Educational Series
Health Risk Assessment Campaign
Annual Physical Exam Campaign
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WHA
T’S
NEW Doncasters Chard Gains Supplier
Approval From Snecma
Approval is Aid in Achieving Future Growth on Existing
and Future Civil Aero-engine Programmes
Doncasters Chard is pleased to announce that it has gained
Supplier Approval from Snecma and has already been
awarded development phase purchase orders on three part
numbers for the CFM LEAP-1A and LEAP-1C.
Supplier Approval was gained following a successful
completion of an extensive 3-day on site Quality Audit. The
audit entailed a thorough dive into all of Chard’s procedures,
methods, standards and working practices, in addition to
preparation work prior to the visit on detailed questionnaires
and quality procedure information.
“We needed to demonstrate to Snecma that we are
technically capable, commercially attractive and have a
sustained delivery performance.” Steve Moore, Doncasters
Aerospace Division Business Development Manager
continued, “And it was essential to convey that we have an
appetite to work with Snecma at each and every level of our
facility.”
The team at Chard accomplished this by developing a
strategy to back up their presentations to Snecma with
fact. During the site visit, the team presented the customer
with SLA’s and soft tooling for both a wax pattern die and a
ceramic core. This not only served as a demonstration of the
happenings around the company
divisional logos createdAs part of the Doncasters branding initiative,
the divisional logos have now been created.
Site logos have also been created, but we are
going through the branding evaluation pro-
cess to fi nd the best solution for each site in
terms of maintaining maximum brand equity
while increasing the overall brand equity of
Doncasters. If you need any logo, please
contact m.murphy@kinggroup. He’ll discuss
your specifi c need and provide the right for-
mat for the application.
Please let us know if you feel this publication
serves a useful purpose. This is your publication,
and we can provide the type of information you
would like to see. Please email your comments to:
Note: if you would like to have your comments
anonymous, please indicate so and we will honour
your request.
site’s advanced technical capabilities but also instilled
an overall confi dence regarding our new product
development introduction process.
Doncasters Chard has been pursuing Snecma for some
time now with the aim of winning business specifi cally
on the LEAP engine programme. Securing approval is a
signifi cant milestone in our Structural Casting strategic
development as the LEAP will be the engine of choice
for the A320neo, B737 MAX and COMAC aircraft. The
engine will enter service in 2016 and Doncasters Chard
is in a strong position to secure signifi cant production
phase contracts.
Please join us in congratulating our colleagues at Chard
on their hard work, determination and success in
cultivating this new strategic relationship.
AEROSPACE
CENTRIFUGAL PRODUCTS
FASTENER SYSTEMS
SUPERALLOYS
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