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Access SAP Portal/User Wiki Manual & Cartoons/ Employee/ Competencies to watch the video
https://sapportal.lavazza.com/help/hr_en/index.php/Competencies_Appraisal_(for_Employee)
Antonio Baravalle, LAVAZZA CEO
Access SAP Portal/User Wiki Manual & Cartoons/ Employee/ Competencies to watch the video
https://sapportal.lavazza.com/help/hr_en/index.php/Competencies_Appraisal_(for_Employee)
The Leading Change Project is essential to ensure the values,
sustainability and growth of Lavazza
Our people strategy is in
line with our business
objectives and is intended
to define, measure and
develop what is needed to
support growth objectives
in the coming years.
People Strategy
Change Leadership
Competencies
Performance
Leading Change provides everyone with the tools to lead change
successfully
Map distinctive competencies needed today, and even more so tomorrow
Develop leadership at all levels
Promote professional development opportunities
Recognize and reward achievements
Measuring the three components of leadership, competency and
performance will promote professional development
Leading Change provides everyone with the tools to lead change successfully
Competence to lead
change regardless of
job and role in
company
Knowledge and skills are
used in certain jobs and
business processes
Own work results
compared to the
objectives assigned
Competences and Leadership factors are measured using different
tools and at different times depending on position within company
A few Leadership Drivers are
included in the competence
evaluation
Criteria and tools for performance measurement
will be defined in 2015
Massimo Bonello, Human Resources Director
Access SAP Portal/User Wiki Manual & Cartoons/ Employee/ Competencies to watch the video
https://sapportal.lavazza.com/help/hr_en/index.php/Competencies_Appraisal_(for_Employee)
The competence model guides the organization towards a common
understanding of which knowledge and skills are needed today and in the
near future. Our model allows Lavazza to:
Define the key competencies for each job within the organization
Provide the organization with a common evaluation methodology
Identify and map the competencies of each individual within the
organization
Identify strengths and weaknesses to build development plans for
individuals and the company as a whole
Each job has a nested level (the professional roles) where different levels
of complexity (NOT seniority) associated with that job are specified.
Therefore the same job may have a different proficiency levels according
to differenct roles.
Our model starts from the company’s key processes and identifies the
competencies which have built that success and are essential for the future
The skills and capabilities library was designed with the support of more
than 60 colleagues across all departments.
Relational and behavioural skills Technical skills, related to
knowledge of methodologies,
systems, technologies, tools
Negotiation
Communication
Planning
Analysis
Independent Trade
Local Law
Sales Forecasting
Sales Techniques
Our professional system is organized into families and jobs, creating
the professional identity of roles within homogeneous business areas
and processes
CECILE
Works in Sales, in France
Job Position: Home Business Regional Key Account
Professional Family: Commercial Agreement
Job: Key Account
Professional Role: Key Account 1
Her target profile includes 10 Skills and 5 Capabilities,
all necessary for the role of Key Account 1
Our professional system is organized into families and jobs, creating
the professional identity of roles within homogeneous business areas
and processes
PAOLO
Works in the Purchasing Department, Headquarters
Job Position: Appliances Specialist
Professional Family: General Procurement
Job: Buyer
Professional Role: Buyer II
His target profile includes 10 Skills and 5 Capabilities,
all necessary for the role of Buyer II
Each skill and capability is classified from 1-5 to show the competency
level desired (i.e. the ideal target to aspire to)
Skill A: 3
Skill B: 2
…
Capability A: 4
Capability B: 4
…
The competency model is a "reference map" showing the
knowledge and behavior critical for the company’s success
Each Lavazza employee is given a professional role which
describes the target competence profile (skills and capabilities)
needed to best do his/her job
Competence evaluation (appraisal) enables us to promote
professional development
Further information:
• Glossary
• Competency Library (Skills and Capabilities)
• Sample Competencey Evaluation evaluation form
The evaluation process involves employees, first and second level
supervisors and is carried out as follows:
The evaluation process is completed using SAP HCM (Me – Io e Lavazza –My appraisal) using a special evaluation
form which each employee must complete. The skills and capabilities which are to be assessed have already been
filled in
The direct supervisor evaluates his/her employee/employees and can see the self-evaluation of his/her
employee/employees
The second level supervisor has a supervisory role and may propose any modifications
The feedback interview between the supervisor and employee is the time when the final result is discussed and the
development priorities are identified
Self-Evaluation Supervisor’s
Evaluation
Secon Level
Supervisor’s
Validation
Feedback
interview
Development
Priorities
The evaluation process involves the employee, and the direct and
second level supervisors and is carried out as follows:
Self-Evaluation
The Employee:
Access the SAP HCM Portal – ME –Lavazza and Me – My evaluations- Competences
Open the competency form and desired levels
Complete in the evaluation and submit it to the direct supervisor
View the evaluation form, now validated by the second level supervisor, showing the desired levels, the direct
supervisor’s evaluation and the self-evaluation.
The supervisor:
Support the employee, clarify any eventual doubts regarding job and related competences
HR:
Provide ulterior clarification on the evaluation and how to self-evaluate effectively
IT Service Desk:
Provide technical and functional support
Before completing the evaluation, it is worth having a look at the documents available in SAP HCM (Wiki Manual)
The evaluation process involves the employee, and the direct and
second level supervisors and is carried out as follows:
The supervisor:
Access the SAP HCM Portal – My Team – Evaluations – Competency Evaluation
Open the employee’s form showing desired and self-evaluated competency levels
Complete the form for each employee and submit to own supervisor
View the final evaluation form, now validated by the second level supervisor, showing the desired levels, his/her
evaluation and the self-evaluation of the direct report.
Identify the gaps (strengths and areas for improvement) and come up with an action plan
In order to effectively prepare the feedback interview, he/she analyses strengths and areas of improvement of
his/her direct reports
HR:
Provide ulterior clarification on the evaluation form and how to evaluate effectively.
IT Service Desk:
Provide technical and functional support
Before completing the evaluation, it is worth having a look at the documents available in SAP HCM
Supervisor’s
Evaluation
The evaluation process involves the employee, and the direct and
second level supervisors and is carried out as follows:
Second Level supervisor:
Access the SAP HCM Portal – My Team – HR Points of Attention
Open the relevant employees’ evaluation forms showing desired competency levels, employee’s self-evaluated
competency levels and the evaluation done by their direct supervisor
Validate the form if accurate. Should changes be necessary, send the form back and discuss them with the direct
supervisor
First Level supervisor:
Receive validation. If form has not been validated, discuss proposed changes with second level supervisor
IT Service Desk:
Provide technical and functional support
Before completing the evaluation, it is worthwhile having a look at the documents available in SAP HCM
Secon Level
Supervisor’s
Validation
The evaluation process involves the employee, and the direct and
second level supervisors and is carried out as follows:
Feedback
interview
Development
Priorities
The Employee:
• Access the SAP HCM Portal and print out the evaluation form (self-evaluation and that of direct supervisor). The
form is only visible after the second level supervisor has approved the evaluation
• Schedule feeback interview with supervisor
The supervisor:
• Prepare for the interview, focusing on key areas in order to agree the final results and the development priorities
• Think about improvement areas to be discussed with the supervisors in order to identify development priorities
• Monitor the progress of his/her direct reports in completing the proposed development actions
HR:
Provide further clarification on how to prepare for/ manage interview
Before completing the evaluation, it is worth having a look at the documents available in SAP HCM
The competence evaluation is based on the skills related to the professional
role of each employee. It is organized as follows:
Comments may be inserted here.
There is a description and target level for each skill.
The rating scale is unique
Leadership Drivers are available only for those who did NOT take part in the
Leadership Survey
There is a description and target level for each
capability.
The level description is specific for each capability.
Read it very carefully because it provides specific
indicators and examples for each proficiency level
The 3 Drivers (sense making, self-awareness ed energy)
are the same for everyone.
There is no target level
Each driver is specific and samples are provided
The employee can also add other competences from the catalogue to his/her
evaluation form. This enables us to map all the skills and capabilities of everyone
in the company.
Maximum of 5
Self-evaluation
Supervisor’s evaluation. If the supervisor is not able
to evaluate a specific skills he can indicate this in
the comments
The addition of self-proposed skills or capabilities is further information
useful for Human Resources. It is important to point out that the supervisor
will not necessarily always be able to evaluate them, in this case they will
be mapped out and discussed further.
Maximum of 2
Self-evaluation
Supervisor’s evaluation. If the supervisor is not able
to evaluate a specific skills he can indicate this in
the comments
Further guidance to help you when you do not feel you have the necessary elements
to formulate an evaluation
You need to evaluate the competences added by your team
members. If you don’t feel that you have sufficient elements
on which to formulate an evaluation, approve their
self-evaluation and add a note in the comments section,
indicating that follow-up is therefore necessary.
If you have only recently started working with the person you are
evaluating (less than 6 months), complete the evaluation and specify in
the comments section that follow-up may be needed because you do
not have sufficient elements on which to formulate an evaluation.
LEADERSHIP DRIVERS LEVEL (1-5)
ENERGY 1-5
SELF-AWARENESS 1-5
SENSE MAKING 1-5
SKILL DESIRED LEVEL
(1 – 5)
Communication techniques 3
Client development plan 3
Procurement Processes 3
Legal Basics 3
Tax Basics 3
Market and customer base 4
Sales forecasting techniques 3
Sales techniques 4
CAPABILITY DESIRED LEVEL
(1-5)
CLIENT ORIENTED 4
SELF-CONTROL 3
NEGOTIATION 4
SUMMARY 3
RESULTS ORIENTED 3
Works in the Sales in
France.
Associated to Role of:
Key Account 1.
It is based on five levels (1 to 5) which are described in the same way
for all skills.
Communication
Techniques
Client
Development
Plan
The rating scale is based on two principles: the level of complexity and the level
of supervision required.
Synthesis
It is based on five levels (1 to 5). Specific indicators are given for each level.
Description
Ability to identify patterns and connections between situations not obviously
connected to each other and identify the underlying crucial aspects of complex
situations. This requires creative, conceptual or inductive reasoning.
Level 1: Zero ability
Level 2: Identifies models based on practice.
Identifies models from practical experience: can recognize patterns, trends, or
missing data and information; realizes when a situation is like a previous one and
identifies similarities.
Level 3: Sees and applies conceptual schemes.
Sees and applies conceptual schemes: uses knowledge of a theory or different
situations or previous trends to analyse the actual situations and applies suitably
modifying concepts and / or methods previously learned.
Level 4: Clarification of data or complex situations.
Clarifies data or complex situations: makes complex ideas or situations clear, simple,
and/or comprehensible. Puts together ideas, questions and observations in a clear
and useful explanation. Reformulates existing knowledge or observations in the
simplest ways.
Level 5: Createsnewconcepte
Builds new concepts: able to come up with new concepts and pull out new ways to
transfer knowledge.
Further information:
Capabilities library
Self-evaluation demands a genuine assessment of strengths and weaknesses in order
for the action plan to be truly in line with the development objectives.
While examining each skill and competency, think of the
context in which you use them.
Reflect on your level of dependence on colleagues and the
supervisor in carrying out assigned tasks.
Think about your ability to deal with on-going/complex and
new situations and your ability to manage them
effectively/autonomously.
Do not just rely on sporadic events but examine your
professional experience over the last 6-12 months.
Support your evaluation with objective data/facts:
"I believe, It seems to me ..." are not evidence.
When self-evaluating, it is important to take into account some factors
that may affect our objectivity in how we see ourselves
Personal feelings:
above all, skills assessment is the way you see
yourself and should not be influenced by how you
think you are perceived / evaluated by others
Indulgence / Levelling / Severity:
think of other situations in which you
self-assessed and the feedback received.
Try to focus on a yard stick to apply to yourself.
Can be seen by the direct supervisor, the second level supervisor and Human
Resources supervisors
Evaluation results are given in the form of individual reports
and show the desired competence level, assessed by the
supervisor and self-evaluated for the professional role the
person is associated with.
Gap analysis of actual and desired competences provides the basis for
action plan
Combined reports for management, professional family and country
identify critical gaps / priorities from which to start development
programmes.
Further information:
• Competency Library (Skills and Capabilities)
• Sample Competency evaluation form
• Wiki Manual SAP HCM
Skills assessment is a process involving co-workers (employees),
direct and second-level supervisors
Each employee’s evaluation form shows a skills profile, i.e. 5
capabilities and 5-8 skills related to his/her professional role
The Leadership Drivers are available for those not involved in the
Leadership Survey
The process is managed through the SAP HCM Portal
Evaluation and feedback are important for personal growth and:
Asking for feedback during the evaluation process is not enough.
Feedback is a continuous growth mechanism and helps people and
the entire organization to improve.
The feedback interview is fundamental to:
The feedback interview is a key part of the skills evaluation process as
it allows both parties to 'take stock' and put together an action plan
1. Where there is disagreement on
evaluations, these should be
discussed openly, and the evidence
and facts examined.
2. We must all drive our own
development: identify areas in need
of improvement and try to come up
with proposals/requests to discuss
with your supervisor
Preparation for the interview is a must
for both employee and supervisor:
Sometimes we tend to perceive feedback as a "personal criticism“ so
it is important to keep in mind the fact that it is a fundamental part
of a professional relationship
Listening is essential, be ready for the
conversation so that it is open and
constructive
Ask questions and ask for explanations
if you need clarification. It is important
to share the reasons that lead to the
final evaluation
Suspend judgment: feedback is a time
to spark a spurt of growth. Look at
yourself in the mirror objectively
Some pratical advice:
The feedback interview requires careful planning for it to be
effective
Analyse and interpret results to discuss with your team member
Highlight strengths, areas to be improved, possible expectations – the
overall strategy
Organise a time for the interview
Remind them of the purpose and significance of the meeting.
Ask your team member to evaluate him/herself and prepare for the interview
Plan the meeting and the setting. The interview can be brief but free
from interruptions.
An important moment of the feedback interview is the discussion of
development priorities
Focus the discussion on a few development areas
(2/3 critical competences that you think your team member
should concentrate on)
Define «on the job» development actions (assign projects or tasks)
and/or shadowing with more experienced colleagues.
In this initial launch phase, it is vital that development priorities defined
together with your team member are focused on actions that can be put
into action in the short term. Training programmes will be defined later on
by Human Resources, based on the critical competence gaps that emerge.
An action plan, by its nature, has to be challenging and in line with
objectives and career path. It is advisable to prioritize the actions.
Not in line with the desired profile. I have to improve
Is there a critical competence «preventing» you from reaching
your required objectives?
Not a priority today, but I would like to develop it for future
Is there any area/topic which could provide potential
opportunities for professional development?
In line, but I would like to improve further
Is there a critical competence which could make a difference
in my development?
Competences can be developed using various tools and strategies. It is important
to focus on them and identity which ones are both effective and feasible
Job shadow more
experienced
colleagues for some
activities
Discuss the best way to
carry out certain
activities with colleagues
Identify a colleague to
act as a «tutor» for new
or complex activities
Regular feedback
updates with supervisor.
Assign new activities to be carried out under
the supervision of a more experienced
colleague
Assign tasks that will serve to strengthen a
given competence (eg. project presentation)
Assign a task to be carried out in a different
way, or using different tools
Organise activities that encourage integration
with colleagues from other areas
Classroom training sessions
Training with external bodies
Self-training online
Training initiatives are in the planning phase.
Human Resources will help you define priorities
We have created a form to map out comments which emerge from feedback
interviews, indicating development actions.
The form is to be discussed and completed during the feedback interview.
At the end of the interview the evaluation form must be uploaded as an
attachment so that Human Resources can access the information and have
details of all proposed actions.
As supervisor you have a fundamental role in developing the competences of your
team members:
MOTIVATE people to aspire to a high
level of PERFORMANCE
and assume full RESPONSIBILITY FOR
EXPECTED RESULTS
by creating an environment that
encourages
the acquisition and development of
COMPETENCES
The development of your team members is a continuous process that evolves over
time:
PROCESS
Coaching is not a one off episode. Learning takes time…time to try, to repeat,
to reflect
PLANNED LEARNING
Objectives must be clearly defined
The search for planned learning opportunities
RELATIONSHIP
Coaching is a two-way relationship of trust and partnership. We cannot
force development
CONTINUOUS ACTIVITY
Every day work situations are opportunities to learn
As a supervisor you will receive an e-mail notifying that one of your direct report
completed his/her self-evaluation and now you are required to fill the card
Competencies evaluation card is available in SAP HCM Portal - Me
https://sapportal.lavazza.com/irj/portal
Enter your user id and password to
access to the portal. Click on Get
Support to ask for technical support.
The evaluation cards of your direct reports are available in Sap HCM Portal, My team,
Appraisal- Competencies
The evaluation card is associated to a status
depending on its progress.
Possible statuses are:
Self evaluation: self evaluation is not
initiated yet. The employee has to evaluate
him/herself;
Evaluation: first or second level evaluation is
still missing/not complete;
Concluded: the card has been accepted by
the second level team leader and the process
is complete;
In review: the card is under review due to
changes proposed by the second level team
leader.
Once you will get access to your direct reports cards, you will be requested to fill each
section (same process of self-evaluation)
For each competence you will see: the
target level for the role your direct
report is associated to, your direct
report self-evaluation.
Select the drop down list to fill the
Final Appraisal with your own
evaluation
You will see the full list of skills and capabilities, including eventually the ones added by
your direct report
Skills and capabilities added by the
employees are shown in the initial section
of the evaluation card .
The can be easily identified: the are
provided with a label (Added by employee)
and they don’t have a target level.
Click on Value Description, to access the
description of each proficiency level.
IMPORTANT: we strongly recommend to
read them carefully.
The system offers two options: save the evaluation card without sending it or submit it
to the second level survervisor once complete
Click on Save and Exit if you want to
postpone the evaluation or click on
Send to the team leader if you want to
submit the card to the second level
team leader (supervisor) .
