2. An annual appraisal of all employees is central to the strategy. The process and paper work must be simple and fit for purpose.

3. Every employee requires a set of core skills to enable them to carry out their job. Basic skills in literacy, numeracy and communication will be essential. A commitment to these skills will support all employees gain recognized qualifications.

4. Protected learning time and resources must be supported, to ensure that people have the opportunity and flexibility to develop their skills and knowledge. A variety of learning methods will be promoted, including work based learning and e-learning. Access to a comprehensive library and knowledge service is essential. (Books 24/7)

5. Multi-Professional and team learning will be encouraged, including peer support groups. The promotion of mentoring and coaching skills for managers and employees in the position of leadership will be supported to develop others.

6. It is essential that relevant mandatory, statutory and induction training is provided for all employees.

7. To meet the future needs of the business, we must develop our teaching and training capacity. There must be strong links between education, training and development, career progression and reward for all employees. We will develop a career paths process that will map our employees to our 8 competencies:-

8. Delivering Excellent Customer Service – Delivers a personalized experience to customers and key stakeholders in a professional manner, by identifying with them and building a relationship to make them feel valued.

9. Developing Self and Others – Develops self, other colleagues and teams to optimize potential and support the achievement of business objectives.

10. Delivering Business Performance – Takes responsibility for managing self and others to deliver enhanced business performance.

11. Embracing Change – Welcomes change as part of working life and actively looks for ways to improve business performance.

12. Makes Informed Decisions – Analyses and interprets data and situations to make informed business decisions.

13. Communicating and Influencing – Communicates and influences openly and effectively and has a positive impact on others.

14. Planning and Organizing – Plans, manages and organizes time, tasks and resources to achieve business deadlines and targets.

16. Management and leadership development are key to continuing success of the business. We will create the KFG Spiced Academy (SA) that will focus on 5 essential employee development areas:-

17. Orientation Trainee to Crew (SA1)

18. Crew to Supervisor (SA2)

19. Supervisor to Assistant Manager (SA3)

20. Assistant Manager to Store Manager (SA4)

22. A system of appraisal and personal development planning for all employees linked to business and individual needs, regularly reviewed.

23. Demonstration that education and training, and access to learning is available on an equitable, non discriminatory and flexible basis to all employee groups.

24. Use of a variety of development processes, with the founding belief that simple is best.

27. To support this process, it is essential that all supervisors and managers who are responsible for appraisals and personal development plans receive the appropriate training. The role of managers is critical for the success of this process. Managers and supervisors need to have effective appraisal skills to enable them to realize, support and harness the potential of their teams.

30. Ensure that induction, mandatory, statutory and update training is provided for all KFG employed staff.

31. Develop and provide in house learning and development in support of KFG, departmental and individual requirements identified during the appraisal process. Advertise these throughout KFG using a schedule, flyers and posters

32. Provide support and advice and guidance to employees and managers to enhance the development of learning in the workplace

33. Actively seek external sources of funding for learning and development

34. Develop and maintain a learning and development data base to enable reporting to board and operations

35. Effectively manage the training budget to ensure that resources are fairly allocated, monitor any training contracts with training providers

37. Identify the priority learning and development needs of their employees to enable them to deliver outstanding service and meet relevant operational needs, objectives and targets agreed by the business.

38. Collate the learning and development needs of their departments and forward these to the learning and development team.

39. Ensure that employees attend relevant required statutory, mandatory, induction and update training.

40. Ensure any learning and development activity is relevant to the job role, identified during appraisal, personal development reviews, and in line with the organizational, department and personal objectives

41. Ensure that employees have access to protected time for learning, as identified and agreed at appraisal, personal development review

43. Attend and participate in mandatory, statutory, induction and update training, applying their learning in the workplace

44. Prepare for and participate in the appraisal and personal development review program

45. Maintain and develop the necessary knowledge and skills for their job role

46. Identify learning and development needs, discussing them with their supervisors and managers

47. Maintain a portfolio to provide evidence of their learning and developmentAppendix 1<br /> <br />Appendix 2<br />GUIDELINES FOR COMPETING A 9 BOX RATING FOR THE PDR <br />Overall, remind yourself of the past performance and potential of each of your team members in terms of:<br />PERFORMANCE – focus on results: <br />1.Previous PDR ratings, consistently over time, demonstration of KFG competencies<br />2.Significant achievements in the last 12 months<br />3.Progress against their Scorecard objectives<br />POTENTIAL/LEARNING AGILITY – does these things well:<br />1.A critical thinker who examines problems carefully and makes fresh connections<br />2.Able to handle tough situations<br />3.Likes to experiment and can deal with the discomfort of change<br />4.Delivers results in first time situations through team building and personal drive<br />>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>><br />ALLOCATING THE 9 BOX RATING:<br />Review the PERFORMANCE AXIS first and using the criteria above select 1, 2 or 3:<br />Poor performer - does not deliver results, inconsistent, erratic<br />Good performer - knows the job well, enhances their skills as appropriate<br />Excellent performer - produces excellent results, expert in their role, enhances skills as appropriate <br />Then review the POTENTIAL AXIS and using the criteria select 1, 2 or 3:<br />Slow to adapt - does not adapt well to change or may be blocked personal learner<br />Can adapt – able to cope well with a range of situations <br />Drive for change – clearly demonstrates their future potential and readiness for their next role. Will challenge the organisation to take on growth opportunities<br />Refer to the 9 box matrix definitions <br />Janaury 2011<br />Q & A SHEET – TALENT REVIEW 9 BOX MATRIX<br />What is the purpose of the Matrix?<br />It is used to define an individual’s PERFORMANCE in their current role and their POTENTIAL to move to a broader or larger role, including moving up to the next level of the organisation. This is done using defined criteria and also takes into account feedback from Performance Reviews. <br />It also enables the business to have an overall picture for a Department, a function, or any other part of the organisation.<br />It can used in Talent Review and succession planning discussions. <br />What is it measuring?<br />It gives a rating of an individual’s performance and potential at a particular point in time. This rating may stay the same over time or it could change, based on the performance of the individual.<br />Who fills in the Matrix?<br />Ratings on individuals are completed by their direct manager and these are then reviewed by the manager at the next organisational level.<br />Who sees it? How is it used?<br />It is shared with the other senior managers attending the Talent Reviews and resourcing Meetings. Each of the Regional’s at the meeting have a completed matrix for the GMs and AGMs and Supervisors in their Region.<br />At the Review each Regional Manager goes through the names on their matrix, the individuals are discussed, and the rating either confirmed or revised. This information is then used to build development plans and succession plans. Talent Development facilitates the overall process.<br />How often will it be done?<br />The Talent Reviews take place regularly in each Area usually on a quarterly basis. The matrix is updated regularly. <br />Does the rating get reviewed at all? Can it change?<br />The ratings are discussed at the Talent Review session, where they are either confirmed or revised. They can change over a period of time based on an individual’s performance and the view of their future potential. <br />To what extent is being “High Potential” a step change? What does an individual have to do to move into that box?<br />It means the individual is ready now to make a significant move up to the next level in the organisation.<br />Do people move into another box when they change roles? Where do new appointments fit?<br /> Where the move is a promotion their rating becomes “new in role” for six months (as part of the Rough Potential box) after which time it is reviewed again. At that point they can be given any of the ratings. When someone moves sideways into another role their rating may stay the same or be treated as “new in role”. <br />Is the rating absolute, or relative to the rest of the group of people being rated?<br />It is absolute against the criteria. However we will always take a sense check across the business to ensure there is continuity in the rating approach. <br />What happens if someone could fit into two boxes?<br />They go in the box that best describes their overall performance and potential.<br />To what extent should site/business performance be considered when the individual is being rated?<br />The matrix gives a rating for the individual, not the business. However the performance of their business unit should be considered in the context of how the individual has contributed to those business results<br />Some people will not be geographically mobile – how should this be reflected in the rating?<br />The rating should be based on performance and potential in the first instance. Mobility will be noted and be discussed at the Talent Reviews in the context of succession plans and career moves. We will assume every individual is mobile unless otherwise stated.<br />How does this connect with the Performance Review process?<br />An individual’s performance review will be a key consideration in deciding their rating for the matrix for Talent Review and succession planning purposes. <br />When and how do we give feedback to the individuals?<br />Feedback should usually be given to individuals as part of the Performance Review process, unless there is a need to it earlier. We will look to time the Talent Reviews so that they fit into the Performance Review cycle. <br /> <br />Who can help me in preparing for the feedback session?<br />Your local Learning and Development support will help you.<br />Q.Can an individual challenge their rating?<br />An individual needs to understand their rating and have the opportunity to discuss it with their manager. Based on that discussion, the manager may then feel it is appropriate to revise the rating, although this would be a rare exception. There will be no formal appeal process as such. Individuals can move into other boxes at each Talent Review, based on their performance and our view of their potential.<br />How will we ensure consistency in rating people – some managers are tougher than others?<br />HR and Talent development will support managers in the rating process and this will help to build consistency. The Talent Review sessions also ensure consistency as they are peer group discussions where each manager’s ratings are looked at and discussed in the context of the overall population.<br />Where can I get more information on training and development activities to address any gaps that have been identified?<br />HR and Learning and Development will help you with this. <br />