OpenSAP Sf4 Week 2 All Slides

Week 2 Unit 1: Overview
Overview
Getting people to do the right things the right way
Employees do not do things because their company

wants them to.
Employees do things because they want to do them,

have the capabilities to do them, and have confidence
that they can succeed.
© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 2

Overview
How we get employees to do things
Direct their attention

 What to do: Communicating strategies & setting goals
 How to do it: Providing resources & setting expectations
Increase their self-awareness

 Observing performance and providing feedback
 Offering coaching and advice
Recognize their accomplishments

 Performance evaluation
 Compensation & rewards

Overview
Critical talent conversations & decisions
What is the How is the company

Compensation Discuss investing in you &
best way to Rewards
& Rewards why?
invest in our
talent?
How can you
How should Development Performance
Succession realize your Planning Coaching
our talent be Set
& Staffing career goals?
utilized? goals
Review Adjust
goals What are you goals
expected to
contribute?
Performance Performance
Talent Review & Calibration Appraisal Coaching
Adjust Review
goals goals
What are the levels of What have you
talent found in the contributed?
organization?
How can you
Performance Performance
Coaching Coaching increase your
effectiveness?

Overview
How technology is impacting goal and performance management
Lightweight coaching to keep employee engaged and on track
Provide quick/easy
manager visibility
into activities you’re
working on
Capture achievements
throughout the year
for the “review that
Add content to writes itself”
create structure for
your 1:1 meetings

Thank you
Contact information:
open@sap.com
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Week 2 Unit 2: Goals
Goals
Learning objectives
After completing this unit, you will understand:

 How to ensure employees are working on the
right things
 The dos and don’ts of managing goals
 The benefits of a solid goal management process

Goals
Right things
Goal management is the process of setting and Business

maintaining goals that help establish clear Objectives
performance expectations and a consistent
approach for measuring them.
Ensure employees are working on the right

things! Balancing
what the company
needs, the
employee wants,
& what the
employee can do
Career Employee
Objectives Capabilities

Goals
What makes a good goal?

Goals
What to avoid when managing goals
 Copy of a job description

 Task list
 “Easy” goals
 Annual goal updates

Goals
Illustrative process flow
Communicate
overall strategic
direction for the
group
If a request
Continually update significantly changes Talk about what this
individual how I spend my time means to individuals
accomplishments in the group
against goals and will be used to
evaluate what I
contribute as an
employee, it should be
on my goal plan
Refine goals during Write initial goals,

the year; use goals aligning them to
as “gate keepers” for group/corporate
requests goals

Goals
Make goals meaningful and motivational
 Tie goal achievements to pay, promotions, and

recognition
 Engage employees through meaningful and
fulfilling work
 Define goals that allow the employee to acquire
the experience and other attributes needed for
future job roles
7
Goals
Benefits
 Leaders have insight into the goals

employees are pursuing and the progress
made towards achieving them
 Employees understand the link between
their goals and the overall strategic
objectives of the company
 Employees can demonstrate their value
and contribution to the company through
goal achievement metrics
 Engaged employees lead to a high-
performing workforce

Thank you
open@sap.com

Week 2 Unit 3: Continuous
Performance Coaching
Continuous Performance Coaching
Learning objectives
After completing this unit, you will understand:

 What is involved in continuous performance
coaching
 The role of HR, managers, and employees in
supporting continuous performance coaching
 The benefits of a continuous performance
coaching culture

Right Things, Right Way
Effective and ongoing conversations about

performance between managers and employees.
Give early visibility into
what they are working on
Continuous
Employee Performance Manager
Conversations
Provide timly guidance to align to

goals and improve perfromance

Role of HR
 Provide training offerings to allow managers to

actively practice providing coaching and having
developmental conversations
 Spotlight managers who do this well to help
build the right behaviors
 Help communicate a culture of development –
employees should not be afraid to ask for or
receive feedback
HR
Ensure performance
conversations happen

Role of manager
 Continuous coach and provide feedback

 Structured 1:1 meetings
 Provide opportunities to develop
 Reiterate performance expectations and to-date
performance
Managers
Provide regular and effective

guidance to employees

Role of employee
 Be open to feedback
 Proactively seek input from others
 Own your career
 Showcase your achievements
Employees
Get the feedback

needed to succeed

Documentation
 Leverage technology to help reinforce

the desired behavior of managers
and employees having focused and
productive 1:1 meetings
 Capture notes throughout the year to
help minimize need for “catch-up” at
year end

Benefits
 Engaged employees lead to a high-

performing workforce
 Year-end reviews are no longer dreaded,
time-consuming events
 Establish a culture that promotes ongoing
development and growth

Thank you
open@sap.com

Week 2 Unit 4: Performance
Assessment and Calibration
Performance Assessment and Calibration
Learning objectives
After completing this unit, you will

understand:
 How to ensure employees are working on
the right things in the right way
 The steps involved in managing the
process
 The benefits of a solid assessment and
calibration process

Right way (1)
 Gain holistic insight into your workforce

performance levels
 Assess performance accurately and
objectively (based on defined criteria and
goal expectations)
 Identify and recognize the true performers
across your organization

Right way (2)
Used to allocate limited

Evaluating resources (pay, jobs)
employee About accurate data
contributions
Requires comparing
performance of employees
Used to provide coaching

and feedback
About dialog Guiding
employee
Focuses on relative
development
strengths and weaknesses
within each employee

Do your homework
 Employees document goal

status and results
throughout the year
 Employees showcase their
achievements
 Managers ask for feedback
from others

Apply consistency to the assessment process
There is inherent subjectivity in measuring

performance. Calibration is used to obtain
alignment across leaders of performance
distributions to ensure ratings are distributed
fairly across groups of employees.
 Agree to definitions of performance levels
 Review multiple data inputs
 Apply a consistent set of standards to
evaluate and recognize employees based
on their contributions

Illustrative process flow
Conduct
ongoing
meetings
Define Update
performance goals and
expectations achievements
Review Complete
talent across assessments against
organization defined criteria

Benefits
 Employees understand how decisions are

made that affect pay and promotion
 Employees can accept they may not always
“win” as long as they understand the rules and
believe they are being consistently followed
 Top performers are recognized;
underperformers have action plans defined
 Limited company resources can be directed to
top performers to further increase engagement
and ongoing development

Thank you
open@sap.com

Week 2 Unit 5: Total Rewards
Total Rewards
Learning objectives
After completing this unit, you will be able to:

 Identify the three major reasons total rewards
are used in organizations
 Identify key components of a total rewards
strategy
 Articulate the most challenging parts of total
rewards and discuss compensation-related
challenges

Total Rewards
Components of total rewards
 Total Compensation
 Work Life
 Benefits
 Recognition
 Performance Management
 Talent Development

Total Rewards
The three major reasons total rewards are used in organizations
 Recruitment – Attracting talent

 Retention – Keeping and developing
talent – including top talent, critical and
hot jobs
 Motivation and Reward – Compensate
and drive business results

Total Rewards
Top total rewards strategy
Know Your Workforce Composition

 Multigenerational?
Leverage Your Technology
 Are you leveraging your technology to
manage the admin parts of your process?
Communications
 Ensure you are communicating total
rewards programs to employees
Calibration
 Ensure compensation is distributed equally
and is aligned to the total rewards strategy

Total Rewards
Single most challenging question
HOW MUCH?
 How much should I give?
 How much is enough?
 How much do I have?
 How much would they need?
 How much gets me what I need?

Total Rewards
Recruiting considerations related to total rewards
Recruiting
 Competitive total compensation packages
 Work-life programs
 Benefits
 Sign-on bonuses
 Referral bonuses

Total Rewards
Retention – Recognition
Recognition
 Merit
 Bonus
 Long-term incentives
 Spot awards
 Peer-to-peer awards

Total Rewards
Employee mobility
Mobility
 Promotions
 Restructuring
 Mergers and divestures
 Retention compensation programs
 Development opportunities

Total Rewards
Market strategies
Pay Program Strategies

 Differentials
 COLA
 Market job reviews
 Market salary adjustments
 Total compensation review

Total Rewards
Summary
Total rewards is a delicate balance

 Create programs that attract, retain, and
motivate employees
 Ensure you have total rewards strategy that
aligns with your corporate culture
 Communicating and making employees
aware of all the components of total rewards
programs is key to success

Thank you
open@sap.com

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Week 2 Unit 1: Overview

Employees do not do things because their company

Employees do things because they want to do them,

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 2

Direct their attention

Increase their self-awareness

Recognize their accomplishments

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 3

What is the How is the company

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 4

Lightweight coaching to keep employee engaged and on track

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 5

National product specifications may vary.

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 7

After completing this unit, you will understand:

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 2

Goal management is the process of setting and Business

Ensure employees are working on the right

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 3

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 4

 Copy of a job description

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 5

Refine goals during Write initial goals,

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 6

 Tie goal achievements to pay, promotions, and

 Leaders have insight into the goals

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 8

National product specifications may vary.

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 10

After completing this unit, you will understand:

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 2

Effective and ongoing conversations about

Provide timly guidance to align to

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 3

 Provide training offerings to allow managers to

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 4

 Continuous coach and provide feedback

Provide regular and effective

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 5

Get the feedback

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 6

 Leverage technology to help reinforce

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 7

 Engaged employees lead to a high-

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 8

National product specifications may vary.

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 10

After completing this unit, you will

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 2

 Gain holistic insight into your workforce

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 3

Used to allocate limited

Used to provide coaching

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 4

 Employees document goal

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 5

There is inherent subjectivity in measuring

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 6

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 7

 Employees understand how decisions are

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 8

National product specifications may vary.

© 2016 SAP SE or an SAP affiliate company. All rights reserved. Public 10

After completing this unit, you will be able to: