Coaching for Excellence - Process Guide: Annual Performance Review Program Developed by Trey Scarpa

1. Coaching for Excellence
IT’S WHAT’S INSIDE THAT COUNTS.
Annual Review Process Guide
Updated Insert Date Here

2. Coaching for Excellence
Process Guide
Date Confidential & Proprietary 2
Using This Guide
This guide is designed to help both managers and individuals effectively complete the annual
performance review process at Insert Company Name Here, called Coaching for Excellence.
The performance review form described within may have certain modifications by region or
function, so contact your HR Business Partner if you have any questions.
Purpose
To provide Insert Company Name Here people with feedback and coaching resulting in:
• Aligned work objectives
• Improved job performance
• Increased retention
• Individual learning and career development
• An equitable basis for total rewards decisions

3. Coaching for Excellence
Process Guide
Date Confidential & Proprietary 3
Overview
Coaching for Excellence is the global process for planning and evaluating individual work and
ensuring developmental coaching for all people at Insert Company Name Here. When practiced
effectively it aligns work efforts, improves job performance, and increases people engagement.
2006 is the second cycle of a multi-year implementation process, with the ultimate objective of
creating a high performance work place where people thrive, doing the best work of their careers.
Coaching For Excellence
2005
Coaching For Excellence
2006
All Insert Company Name Here people use
one global process following one global
calendar
All people have completed annual evaluations
by January 31, 2006
Managers are required to ensure that all
people set annual/quarterly goals and have
quarterly bonus reviews and an annual
performance evaluation
All people have individual development plans
by March 1, 2006
Common four point rating scale. Ratings
based on individualized performance
summary using results against goals and
Insert Company Name Here Attributes
All managers will have an annual bonus
objective tied to completion of key milestones
in Coaching for Excellence process and key
people outcomes like retention and
engagement
Managers are evaluated using the Engaging
People standards for manager quality (see
appendix)
Enhanced development planning resources
with Career Management Guide & Insert
Company Name Here Career Framework

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Key Concepts
The key to Coaching for Excellence is continuous communication between a manager and his/her
direct reports. People in high performance organizations report that a significant driver of their
success is the ability to align priorities, problem-solve issues, and receive guidance from their
supervisor. When done as an integrated component of getting work accomplished, Coaching for
Excellence allows individuals to perform at higher levels and manager to scale their teams for
greater bandwidth.
Defining Performance
Coaching for Excellence defines performance as a combination of results and behaviors during a
specific time-period, and compared to an appropriate peer group.
Roles & Responsibilities
There are two major roles in the process: the manager and the individual contributor. They have
shared and unique responsibilities in the creation of successful coaching discussions. Manager
responsibilities are defined in the Engaging People program. Coaching for Excellence is one of
three management practices that lead to a high performance work environment.
Individuals who are clear about their talents and have established goals for their work are able to
participate fully in the Coaching for Excellence process. Support for this readiness can be found
in the Insert Company Name Here Career Management Guide and associated My Career @
Insert Company Name Here resources.
PERFORMANCE = Results + Behaviors+ Peer Comparison
Better work experience
Higher engagement
Increased performance
=
Engaging People
Program
My Career@
Insert Company
Name Here
Program
Coaching for
Excellence
Process

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The Insert Company Name Here Talent Equation
Developmental work planning and performance coaching are more successful when they account
for the sub-components of each individual’s talent equation: abilities, strengths, and interests.
Like a fingerprint, each individual has a unique, differentiating talent equation.
Through the Coaching for Excellence process managers help each person define a unique work
plan that leverages strengths and interests, and helps develop abilities.
ABILITIES
Every job requires specific experience, knowledge, and skills to be accomplished effectively.
People develop their abilities throughout their careers by taking on responsibilities,
performing different roles, studying to acquire knowledge, and practicing new behaviors to
develop skill. Abilities can be learned and change over time.
STRENGTHS
Strengths are a mix of natural tendencies and preferences, including personality type, basic
intelligence, social style, and many other inherent traits. Each strength affects how a person
typically behaves and can be both an advantage when handled well and a disadvantage if
over indulged or under-controlled. With self-awareness and concentrated effort, strengths can
be optimized for any situation, but understanding natural tendencies is a key to engagement
through proper job fit.
INTERESTS
People who have continuing opportunities to do work they love and build experience in areas
connected to their personal and professional interests are more likely to contribute their best
work. A person will find internal drive and motivation for difficult challenges when he or she is
gaining ground toward personal goals and working in ways that match professional interests.
= Abilities + Strengths+ InterestsTALENT

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Process Milestones
The Coaching for Excellence performance review process involves three key activities during
each annual review period:
 Developmental Planning
 Coaching Discussions
 Evaluating Performance
Each component may require several discussions between the manager and the individual for
effective completion. A common performance review form is provided to structure the discussions
and guide the process.
Action Timing Individual Contributor Manager
1. Evaluate ’05
Performance
NOV-JAN Complete self assessment using
CFE review form.
Complete evaluation form and meet with individuals
to discuss feedback and development suggestions
(no rating provided yet).
2. Set ’06 Goals DEC-JAN Establish annual goals and create
quarterly SMART objectives that
support the annual goals.
Conduct all hands/team meetings to provide
direction based on annual business plan targets &
initiatives.
3. Establish development
plans
DEC-FEB Clarify career objectives, seek
development feedback, set
learning objectives that support
annual goals.
Provide mentoring guidance, give developmental
feedback, support learning objectives
4. Calibrate performance
across peer groups
FEB N/A Compare performance across peers using results
and behaviors. Make rating and rewards
recommendations.
5. Conduct rewards
discussions
FEB-MAR Discuss rewards based on contribution to Insert
Company Name Here (rating provided as
appropriate).
6. Continuing dialogue
on performance and
development
Always Ask questions, seek guidance,
provide ideas and options
Provide guidance, feedback, and direction on a
regular basis. Formal feedback sessions should be
held 2-3 times throughout the year.

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Getting Started
The Annual Performance Review process is easy to complete, yet thorough for planning and
evaluating individual performance. Complete each section of the Annual Performance Review
Form and hold a review discussion with each direct report.
The Annual Performance Review Form
The annual performance review form supports the Coaching for Excellence process from work
planning through final evaluation. It is designed as the basis of all planning and coaching
discussions throughout the year and should be used to establish goals, structure feedback, and
capture development suggestions and evaluation comments.
The sections of the form are:
A. Setting Goals & Reviewing Results
B. Attributes Assessment & Coaching
C. Areas for Improvement & Development Needs
D. Employee Input
E. Annual Performance Summary
When the form is used as a “living document” to record performance information along the way, it
makes the annual performance evaluation much easier to accomplish.

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Section A: Setting Goals & Reviewing Results
Annual goals clarify and align work assignments at a high level, while quarterly SMART
objectives specify how and when the work will be accomplished with developmental suggestions
embedded within them. The manager provides information that links individual work assignments
to the important work of the department and company, and individuals define the key aspects of
how the work will be completed. The work planning section enables the individual and the
manager to set and review goals and objectives each quarter, building on the annual goals and
culminating in the annual evaluation. The work planning section is used to establish shared
understanding of work expectations in the following ways:
 What work should I be doing?
 How will I accomplish the work?
 How will I know it is complete?
 How does this work contribute to the priorities of the department/company?
 What suggestions do you have to increase my chances of success?
Annual goals are high-level descriptions of key responsibilities, projects, assignments, or
initiatives assigned to the individual. Annual targets and performance metrics may be recorded
here.
Annual goals may shift during the year based on new information or emerging business
demands. Use the annual goal section to re-prioritize and review assignments to make sure the
individual’s work efforts are aligned with the priorities of the business.
Quarterly SMART objectives may be created at the beginning of each new quarter and should
define more specifically how the work will be accomplished, and provide coaching direction to
assist the individual in completing the work most effectively and efficiently.
Use the SMART recipe to create effective quarterly objectives:
SMART = Specific, measurable, attainable, relevant, time-bound
Interests

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GOAL SETTING WORKSHEET
Insert Annual Goal here.
Create a quarterly SMART objective that supports the annual goal using the boxes below for guidance.
SPECIFIC:
What key activities need
to be done to accomplish
the goal?
MEASURABLE:
What impact on the business
will you observe when
completed? (Amounts,
figures, percentages,
quantifiable means, or quality-
measures).
ATTAINABLE:
Identify areas for coaching:
What functional skills and/or
Insert Company Name Here
attributes will lead to my
success? What key
relationships do I need to
establish?
RELEVANT:
How this goal supports
business priorities or key
initiatives. How is this goal
aligned with my professional
interests?
TIME FRAME:
Identify when the work will be
completed with a realistic,
specific deadline.

10. QUICK SUMMARY: Setting Goals & Reviewing Results
Questions for the INDIVIDUAL
to consider…
Questions for the MANAGER
to consider…
Inputs Outcomes
 What is the most important
work to be accomplished
this review period?
 How will I get this work
accomplished?
 What development actions
would help me get this
work done better?
 Where do I want my career
to go, and why?
 What development actions
should be working on to get
there?
 What is the most important
work to be accomplished this
review period?
 How do this person’s goals
align with my goals,
department goals and Insert
Company Name Here goals?
 What development needs
does this person have?
 What are this person’s career
interests?
 Is this person ready for more
responsibility?
 How much of the goal was
accomplished?
 Career profile and
development plan.
 Department and
organizational goals
 Performance
Feedback from
previous review period
 Completed
Section A:
Setting Goals
 Clear
expectations of
performance

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Section B: Attributes Assessment & Coaching
Coaching discussions engage people in truthful self-assessment; provide immediate feedback;
performance guidance; and encouragement to perform at higher levels. In Coaching for
Excellence, there are two types coaching: Informal and Formal
Informal coaching is a series of short interactions between a manager and individual on a
daily/weekly basis. These short feedback and guidance discussions help fine-tune the
individual’s performance over time. Informal coaching situations arise when a work event occurs
providing the coach with an opportunity to review and improve performance with each individual.
Formal coaching involves a careful assessment of each individual against a common set of
behavioral expectations like the Insert Company Name Here Attributes as they relate the work
they have planned and how well they are meeting their objectives.
Use the attributes assessment to guide individuals to higher levels of performance with very
specific suggestions for improvement. Functional groups may choose to adjust the behavioral
examples within the attribute categories to fit more closely to their particular work.
Additional assessments can be used to bring coaching focus to specific professional or functional
behavior sets. For example, people managers at Insert Company Name Here should be
assessed using the Engaging People Manager Quality assessment.
Formal coaching provides clarity and structure to feedback and aligns people in common
behavior expectations across the company.
QUICK SUMMARY: Coaching
Questions to consider… Inputs Outcomes
 How often are the key behaviors
evident in the work results?
 Are there external factors
affecting the individual’s ability to
behave according to these
standards?
 What feedback do you have from
key relationships?
 What problems were encountered
during the performance period?
 What suggestions for
improvement can be offered?
 Established Goals and
Objectives
 Performance Feedback
from key relationships or
tasks
 Completed assessment
form(s)
 Adjustments to goals to
include coaching
suggestions
 Improved performance
over time

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Section C: Areas for Improvement & Development Suggestions
Managers who provide coaching suggestions and establish mentoring relationships with their
people are far more likely to achieve extraordinary performance and expand the possibilities for
the individual and collective outcomes of the team.
Individuals are motivated by work that stretches them into new levels of performance and expand
their employability while at the same time providing essential work to assist in accomplishing
company objectives.
This section allows the manager and the individual to express a few high level development
suggestions based on the performance results and the attributes assessment completed for the
previous performance period.
Development suggestions may focus on strengthening an individual’s talent while
accommodating their weaknesses. The individual should use these high level suggestions to
create a Development Plan using the tools provided in the Insert Intranet / SharePoint Site URL /
Email Address Here.
Leveraging areas for improvement is a key input for the goal & SMART objective setting section
during the next performance period so that higher standards, projects and new responsibilities of
high interest to the individual are included in their new work assignments. This process of
developmental planning increases the engagement of each individual because there are clear
“what’s in it for me” outcomes for taking on higher work standards and responsibilities.
QUICK SUMMARY: Development Suggestions
Questions to consider… Inputs Outcomes
 What behaviors, habits, or skills
hindered performance in a
specific objective?
 What experiences or
relationships would take this
person to a new level of
performance?
 How would improvements in
these areas assist the individual
in his/her career interests?
 How is lack of performance
impacting the business?
 Established Goals and
Objectives
 Review of results against
goals
 Performance Feedback
from key relationships or
tasks
 Attributes and functional
behavior assessments
 Clear suggestions to
include in the Individual
Development Plan
 Stretch assignments and
developmental goals in the
next review period
 Increased engagement and
retention
 Higher performance,
bandwidth, and scalability
Including developmental “stretch assignments” in the work objectives of
the next review period increases the value proposition
for each person to continue working at Insert Company Name Here.

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Section D& E: Employee Input & Annual Performance Summary
Evaluation is a process of comparing actual results against planned goals and providing clear and
direct feedback on that comparison. The comparison should consider factors that may have
supported or hindered performance during a review period, and goals may have been adjusted
along the way during coaching discussions. Given those circumstances and adjustments, this
section is about creating shared understanding on the following questions:
 Did I achieve my expected results? If so how? If not, how?
 What was the impact of my performance on the department/company?
 How did my results reflect the Insert Company Name Here Attributes?
Several inputs provide insight into performance: continuous coaching discussions, established
goals, and feedback from key relationships with clients and peers.
A.) Results Review: A summary of key accomplishments and misses are recorded in the
Result Summary area of the Setting Goals section. Where appropriate, Insert Company
Name Here Attributes or Functional Behaviors should be identified as indicators of
success or areas for improvement based on the results achieved.
B.) Attributes Assessment: In this section, individuals consider their performance as a
whole, and score each attribute based on evidence provided in the Results Review in
section A. Example behaviors can be modified to represent more specific work of the
department. If a particular attribute is present in nearly all work results, it should score
high. If it is missing and creates a significant results deficiency it should score low.
C.) Areas for Improvement/Development Needs: This section allows the manager and the
individual to define development suggestions the performance results and the attributes
assessment just completed. Additionally, development needs should consider the
individual’s career interests and current and anticipated business demands of the
department.
Development suggestions may focus on strengthening an individual’s talent while
working to manage their weaknesses. The individual should use these suggestions to
create a Development Plan using the tools provided in the Insert Intranet /
SharePoint Site URL / Email Address Here program. The plan should be used by the
individual as a key component of the goal setting section during the next performance
period.
D.) Employee Input: In this section, the individual writes his/her holistic self assessment,
summarizing the previous sections in a narrative description of 3-5 paragraphs. Finally,
using the global rating scale, the individual should propose a self-rating that reflects
his/her overall contribution to the organization for that review period. This provides the
manager with insight into the employee’s perspective and may point out
accomplishments or challenges the manager might have missed.
Sections A-C of the Coaching for Excellence form should be completed first by the individual
as a self-assessment, and then reviewed and corrected as appropriate by the manager
during the evaluation step. The completed form provides structure for a thorough
discussion of each section, culminating in the annual performance summary in section E.

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E.) Performance Summary: The manager reviews the self-assessment input in sections A-D
submitted by the individual and then writes the performance summary based on all of the
data, information, feedback, coaching discussions, and personal observations he/she has
collected during the review period. This is a narrative description of the individual’s
performance indicating results, behaviors, and impact on the business.
Before establishing a performance rating and determining a performance-based reward,
managers must compare the individual’s performance to an appropriate peer group.
QUICK SUMMARY: Annual Performance Summary
Questions to consider… Inputs Outcomes
 Are the results what were
expected?
 How were they different?
 What behaviors either contributed
or detracted from results?
 What development suggestions
do you have based on this
performance?
 Performance feedback
from coaching
discussions and
quarterly reviews
 Established goals
 Insert Company Name
Here Attributes
assessments
 Functional behavior
assessment (optional)
 Employee self-evaluation
 Annual Performance
Review Form – All
Sections Completed
 Increased individual
performance and
engagement

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Performance Calibration and Rating
A rating shows an individual’s contribution to the business based on the completed performance
evaluation compared to a relevant peer group. Ratings provide the basis for differentiating
rewards among qualified peers. When conducted effectively the performance calibration and
rating process answers the question:
What is the relative value of each individual’s contribution compared to others in similar roles?
Managers may use the Performance Calibration Worksheet (see appendix) to compare
individuals in a peer group based on their completed performance evaluation. The worksheet
enables managers to evaluate the relative value of each person’s contribution next to peers and
identify potential development suggestions based on the total performance equation:
THE INSERT COMPANY NAME HERE PERFORMANCE RATING SCALE
1. Exceptional
Consistently surpassed goals and peers in adding value to the business. Accomplished
duties consistently at a sustained high level of expertise and delivered work that
demonstrates all of the Insert Company Name Here Attributes. Consistently exceeded
expectations and performed additional duties or assumed more responsibility than
planned. Always took initiative and acted independently; that is, saw what needed to be
done and did it without being told. Accomplished work well beyond demanding standards,
especially in the key, critical areas of major responsibilities. This performance rating
recognizes truly unique accomplishments and unsurpassed contribution to the
organization.
2. Superior
Frequently surpassed goals in adding value to the business. Always met and sometimes
exceeded demanding performance expectations. Set the pace of work and delivered a
very high standard of quality in all work. Performance at this level clearly and
consistently exceeds position standards in both results achieved and demonstration of
the Insert Company Name Here Attributes. Demonstrated a high level of skill in
achieving high quality results in all job areas including the more difficult and complex
aspects of the work.
3. Solid
Delivered strong results against all goals and demonstrated evidence of behavior
representing Insert Company Name Here Attributes in all aspects of work. Added
significant value to the business in a high performance environment with a high standard
of expectations. Demonstrated skill and knowledge in achieving quality results in almost
all job areas with some room for improvement in the more difficult and complex aspects
of the work.
4. Needs Improvement
Targets and goals were not achieved according to plans, or did not demonstrate sufficient
evidence of behavior representing the Insert Company Name Here Attributes.
Performance may be unacceptable for many reasons ranging from newness in the
position to a lack of demonstrated skill or effort. Employees with this rating should have
specific plans to improve performance in a given timeframe.
PERFORMANCE = Results + Behaviors+ Peer Comparison

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QUICK SUMMARY: Calibrating Performance & Rating
Questions to consider… Inputs Outcomes
 What is the value of each
individual’s contribution
compared to others in
similar roles?
 Completed Performance
Evaluations of individuals
within an appropriate peer
group
 Equitable basis for total rewards
decisions
 High performance environment

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Discussing Performance & Development
Performance discussions provide the manager and direct reports with a face-to-face interaction to
review the completed evaluation and discuss developmental plans for the next review cycle. It
may be difficult to communicate what really needs to be said, but no matter how difficult the
conversation at the time, the end-result will be performance-enhancing if the manager and
individual come to a shared understanding of what happened and how it can continue to improve.
Effective communication builds trust and a shared sense of purpose throughout the organization.
An environment based on open and honest communication leads to higher performance,
increased productivity, and better results.
Excellent performance dialogue between managers and their direct reports is a proven leading
indicator of superior results in revenue generation, customer satisfaction, and earnings per share.
Tips for effective performance discussions:
1. Schedule the meeting in a private location
2. Establish rapport and create an environment of openness and trust
3. Review the steps taken in the review process so far
4. Follow the sections of the review form to structure the feedback
5. Ask the employee to describe his/her self assessment
6. Tell the truth and use examples of work performance to support your opinions
7. Discuss next steps and thank the individual for his/her involvement
8. Discuss rating, evaluation, career interests, and areas for development. Begin discussing
next year’s annual goals as appropriate.
QUICK SUMMARY: Discussing Performance & Development
Questions to consider… Inputs Outcomes
 Is there clarity and
understanding?
 Have I said everything I
was thinking?
 Have I shared the whole
story?
 Individual Development Plan
 Annual Performance
Evaluation
 Agreement on Annual
Performance Review
 Updated Development Plan
The key that unlocks powerful performance
may be hidden in what is difficult to say.

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Appendix: The Insert Company Name Here Attributes
In Inert Quarter and Year of Assessment, a sample of people across the organization,
representing various levels, functions, and geographies were interviewed in an effort to better
understand what makes someone a Insert Company Name Here person and what characteristics
will take us to our next level of success as a business.
There was common agreement on several characteristics that seem to define what successful
behavior looks like at Insert Company Name Here going forward. These characteristics were
distilled into the six attributes
The Insert Company Name Here Attributes are:
1. Customer Driven
2. Results Oriented
3. Straight Talk
4. Trust and Integrity
5. Innovation
6. Leading People
The Insert Company Name Here Attributes can be used to guide people to greater performance
through coaching and development efforts and can be used in selection of new people to create
better organizational fit.
Managers may use the Attributes Reflection Guide as a team building activity to increase self
awareness in these key elements of successful performance at Insert Company Name Here.

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Appendix: Engaging People
Starting in Inert Quarter and Year of Assessment people managers at Insert Company Name
Here began participating in the Engaging People program. The program includes a 2-day
foundations seminar that defines expectations and establishes a common language for managing
people at Insert Company Name Here. In addition to the seminar, core skills programs are
available to assist managers in their development of coaching, team building, and
communications skills.
Numerous studies show that the manager/employee relationship has a significant impact on
employee satisfaction, retention, and job performance. In most studies, manager/employee
interaction ranks in the top five predictors for employee retention and performance improvement.
There is a clear distinction between engaged people and people who simply get through the day
at work. The following questions, based on several research studies, help managers determine
the engagement level of their people and provide guidance on how to improve.
 Do my people know what is expected of them? Have I set clear expectations for each
individual on my team?
 Do my people know how their work contributes to the company objectives?
 Does every person have the tools and support necessary to do his or her job correctly?
 Have I created a department with the right people in the right positions doing what they are
passionate about doing every day?
 How often do I recognize and praise my team members for doing a great job?
 How do I show the individuals on my team that I care about them as people?
 Have I fostered a high-performance environment that encourages individual development
daily?
 How do I show my team that I value their opinions and perspectives?
 Have I successfully tied Insert Company Name Here’s mission and goals to each person’s
goals and development plans?
 How often does the team openly discuss the quality of our work?
 Do I contribute to an environment that encourages friendships at work?
 Have I talked with each person about his or her progress at work?
 Over the course of this year, how have I coached, mentored, and provided development
opportunities for my people?

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Appendix: My Career@Insert Company Name Here
Success for Insert Company Name Here depends on the caliber of our people. Insert
Intranet / SharePoint Site URL / Email Address Here builds a powerful connection
between Insert Company Name Here’s growth as a company and your growth as an
individual. Career management is about clarifying your interests and abilities and
matching them up with work opportunities where can do the best work of your
career & maximize your professional potential.
CAREER BELIEFS AT INSERT COMPANY NAME HERE
1. Individual Ownership
People at Insert Company Name Here have to take ownership for their own career
development and plan for the changing world around them. Individuals who are clear
about their career interests, aware of their strengths and abilities, and expanding their
employability can go far in this environment.
2. Management Support
Although individuals have primary responsibility for managing their own development,
managers are expected to discuss career interests and opportunities, provide guidance,
and offer support and development resources. Discussions of development needs and
career opportunities should be based on feedback and evaluations provided in the
Coaching for Excellence performance review process.
3. Organizational Support
Insert Company Name Here provides tools and training resources on key topics that align
with the strategic priorities of the business, and are benchmarked to the best practices in
the industry. Insert Company Name Here offers career resources via a virtual career
center, career development workshops, and a professional skills curriculum.
THREE STEPS FOR CAREER MANAGEMENT
1. Know Yourself
The first step in planning a career involves clarifying personal strengths, abilities, and
career interests. A clearer and more expanded definition of your self improves the quality
of career decisions and your satisfaction with each job along the way.
2. Plan Ahead
Clarifying priorities and establishing milestones brings focus to what should be happening
in the near-term. Based on input from the Coaching for Excellence performance review
process, specific actions can be defined to create positive change in current job results
and to build capabilities for possible future roles.
3. Make it Happen
Making learning and development intentional is an important aspect of managing your
career. The Insert Company Name Here Learning Center provides a variety of resources
to facilitate personal and professional development. You should also explore
development opportunities outside of Insert Company Name Here via community
involvement, formal schooling, and recreational activities.
After you complete these steps, you should have a clear understanding of who you are,
where you want to go, and what actions to take to achieve your goals and aspirations.

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Appendix: Manager Quality Assessment
The Insert Company Name Here Engaging People program defines three key practices and 10
core skills as the common standard for anyone who manages people. This tool helps managers
assess skills and determine where to focus development efforts. This assessment should be
used in Section B of the Coaching for Excellence process for anyone who manages people at
Insert Company Name Here.
Talent Magnetism
Selection Defines job/role needs and writes job descriptions 1 2 3 4 5
Creates recruitment network of “A” players 1 2 3 4 5
Hires based on the whole talent equation 1 2 3 4 5
Assimilation Sets clear expectations 1 2 3 4 5
Shows how the role impacts the organization 1 2 3 4 5
Assists in creating relationships and good habits 1 2 3 4 5
Career Development Holds career discussions 1 2 3 4 5
Plans development actions 1 2 3 4 5
Mentors to ensure success 1 2 3 4 5
Coaching for Excellence
Goal Setting Uses SMART goals to set expectations 1 2 3 4 5
Discusses potential barriers 1 2 3 4 5
Builds key relationships 1 2 3 4 5
Coaching Conducts formal reviews 1 2 3 4 5
Gives event-based feedback 1 2 3 4 5
Varies style in different situations 1 2 3 4 5
Evaluating
Performance
Reviews results 1 2 3 4 5
Differentiates performance 1 2 3 4 5
Discusses performance and ratings 1 2 3 4 5
Facilitating High Performance
Decision Making Makes collaborative decisions 1 2 3 4 5
Increases individuals responsibility 1 2 3 4 5
Optimizing Individual
Differences
Respects diversity 1 2 3 4 5
Understands styles 1 2 3 4 5
Communicating with
Impact
Reinforces the “big picture” 1 2 3 4 5
Uses proper method depending on nature of message 1 2 3 4 5
Recognition Uses various methods to acknowledge success 1 2 3 4 5
Connects with individuals needs and interests 1 2 3 4 5
Novice Expert
1 2 3 4 5

22. Coaching for Excellence
Process Guide
Date Confidential & Proprietary 22
Appendix: Peer Calibration Worksheet
Performance ratings at Insert Company Name Here are derived from both results and behaviors.
A person may have done extremely well in delivering “numbers” but may not have displayed
sustainable high performance behaviors in getting those results; conversely a person may have
been less productive in results, but demonstrated exemplary behavior across all Insert Company
Name Here Attributes and functional behaviors. In any case, the highest performance ratings
must be reserved for people who are doing both. Refer to the exact wording of each performance
rating category to properly differentiate performance among peers.
Use this chart to assist relative comparisons between individuals in the calibration and rating
process to support equitable rewards decisions. Peer groups do not have to be people with the
exact same job, but they should share similar levels and types of responsibility, job scope, and
job level.
Peer groups should be at least 25-30 people for calibration to yield “normal curve” results. In
order to achieve this kind of peer group, it may be necessary to work across functional or team
boundaries, bringing together several managers under a higher level VP/SVP.
AchievedResultsAgainstGoals
Demonstrated Attributes & Behaviors
High
HighLow
Needs Improvement
Solid Performance
Superior Performance
Exceptional Performance