180 eployees comeptency appraisal employee ebm3 2

CompetencyAppraisalsEmployees

Our greatest strength is OUR PEOPLE!

Employee Training Toolkit 3

Introduction

This is why it is important that we fully understand each stepand hold ourselves accountable! Let’s take a look specificallyat, COMPETENCY APPRAISAL & REVIEW.

This is the time to:

• Identify strengths & opportunities for development

• Reflect on the positives and negatives that occurred over the past months

• Think about the future and discuss what we need and how to get there!

We are committed to developing and challenging our people to help them grow. This is why we have our yearly People Cycle.Each step in the Cycle feeds and impacts the next, whether you

are an individual contributor or a team manager,WE ALL PLAY AROLE.

ARE YOU READY?As an employee, here is all you need to know.


Own your career

PRINCIPLE #2:Great people grow at the pace of their talent.

• Make sure your manager has booked at least 1 hour with you

• Ask your manager for specific examples so you understand his/her feedback

• Commit to actions for continued development (your Personal Development Plan)

• Share your career aspirations & mobility

• Own your career!

• Block at least 1 hours to complete your self evaluation

• Consider the last 12 months, not just your more recent work

• Understand the competencies and rating scale

• Think about specific examples that support your ratings

What is an Appraisal vs Review?

Competency Appraisal

Competency Review Meeting

Competency Appraisal

Competency Review Meeting

• Evaluate your leadership competencies.Identify your strengths, gaps & opportunities for improvement.

• In this 1:1, your manager will review the competency appraisal report and discuss gaps between your self-ratings, peer ratings and manager ratings. Your manager will outline what you need to do to develop further or to improve performance.

• You’ll start building your Personal Development Plan (PDP).

DIFFERENT MOMENTS FOR FEEDBACK!

LET’S LEARN MORE ABOUT THE COMPETENCY

APPRAISAL


What is a competency?

Competencies are:

• Behaviors

• Knowledge

• Skills

These determine how effective

you are in your job or function

They describe HOW you do your

job – helps distinguish GOOD

from GREAT!

What does this actually mean?

As an AB employee, there is more than just

WHAT you do - there is HOW you do it!

For example, a waiter...

WHAT THEY DO• Take your order

• Communicate to the kitchen

• Carry the food

• Receive payment

THESE ARE COMPETENCIES!!

HOW THEY DO IT• Greet you with a smile

• Anticipates your needs

• Makes you feel welcome

• Helps train other waiters

• Cleans up your table quickly

AS ALEADER, WHAT ARE THE NEW LEADERSHIP COMPETENCIES YOU

NEED TO KNOW ABOUT?


Leadership Competencies

Our Leadership Competency Model defines the behaviors we expect our leaders to demonstrate every day.

These are based on our 10 principles and Dream, People, Culture.

• Grow Talent• Fostering Diversity & Inclusion

• Drive Results• Lead with Impact

• Turns our Dream into Reality• Own Change

TURN OUR DREAMINTO REALITY

DRIVE RESULTS

OWN CHANGE

GROWTALENT

LEADWITH IMPACT

FOSTER DIVERSITY AND INCLUSION

DREA

MBI

GDE

VELO

PPE

OPL

ELI

VE O

URCU

LTUR

E

Define strategy and inspire commitment to our Dream

Set the bar andchallenge current practices

Drive change andlead through ambiguity

Create talent strategy and pipeline of future leaders

Lead in an effective,engaging and inspiring way

Role model for diversity and inclusion

Translate strategy into action and encourage innovation

Apply best practices and drive efficiency

Manage change and sustain team performance through ambiguity

Develop talent pipeline

Manage in an effective, engaging and inspiring way

Support and enable diversity and inclusion

Bring new ideas andalign behavior with action

Deliver consistently and raise personal bar

Embrace change with focus and positivity

Recruit and develop others

Act and communicate effectively across teams

Respect and include others

GOODGREAT

LET’S EXPLORE THE LEADERSHIP

COMPETENCIES FURTHER...


Turn our dream into reality

LL1EBM, Bands 0 – II,Band III if EBM-1

LL2Bands III & IV,

Band V with direct reports

LL3Band V without direct reports,

Band VI & below (not operational)

• Uses understanding of consumer and front line perspectives to identify game-changing opportunities to reach our Dream.

• Drives teams to higher levelsof performance by constantlyraising the bar and settingambitious targets in line with our company Dream.

• Drives enthusiastic commitment to our Dream through clear, candid and compelling communication.

• Seeks greater understanding of consumer and front line perspectives to develop solutions.

• Drives teams to higherlevels of performance by setting challenging yet achievable targets.

• Drives enthusiastic commitment to our Dream through clear, candid and compelling communication.

• Applies knowledge of consumers and stakeholder groups as well as deep technical expertise to bringnew ideas to the company.

TURN OURDREAM INTO REALITY

OWN CHANGE

DR

EA

MBI

G

GROW TALENT

FOSTERDIVERSITY AND INCLUSION

DE

VE

LOP

PE

OP

LE

DRIVE RESULTS

LEAD WITH IMPACT

LIVE

OU

RC

ULT

UR

E


Own change


LL2Bands III & IV,




• Provides clarity of directionto the company in times ofchange or uncertainty.

• Approaches challenges with enthusiasm, helping others believe there is a positiveway forward.

• Rapidly adapts thinking to the ever-changing environment.

• Provides clarity of direction to the company in times of change or uncertainty.

• Approaches challenges with enthusiasm, helping others believe there is a positiveway forward.

• Rapidly adapts thinking to the ever-changing environment.

• Seeks challenging experiences, always looking to learn new things.

• Stays focused and positive when faced with change, obstacles and setbacks.


OWN CHANGE

DR

EA

MBI

G

GROW TALENT


DE

VE

LOP

PE

OP

LE

DRIVE RESULTS

LEAD WITH IMPACT

LIVE

OU

RC

ULT

UR

E


Grow talent


LL2Bands III & IV,




• Participates in recruiting diverse global talent who have the potential to be extraordinary leaders.

• Builds strong teams withdiverse backgrounds to support current and future challenges.

• Provides timely and constructive feedback while effectively coaching for performance.

• Recruits diverse talent.• Builds solid teams with diverse

backgrounds to support current and future challenges.

• Provides timely andconstructive feedback while effectively coaching for performance.

• Recruits diverse talent.• Finds opportunities to share

knowledge and insights withothers.


OWN CHANGE

DR

EA

MBI

G

GROW TALENT


DE

VE

LOP

PE

OP

LE

DRIVE RESULTS

LEAD WITH IMPACT

LIVE

OU

RC

ULT

UR

E


Foster diversity & inclusion


LL2Bands III & IV,




• Lives the value of diversity andinclusion at AB InBev as part ofthe leadership agenda.

• Models respectful behavior, enabling an inclusive environment.

• Communicates the value of diversity of skills and backgrounds to team members.

• Enables an inclusive environment that fosters innovation and constructive debate.

• Challenges and addresses discriminatory or disrespectful behavior.

• Considers diverseperspectives when faced with complex problems.

• Respects and includes the perspectives of others in group discussion.

• Challenges and addresses discriminatory or disrespectful behavior.


OWN CHANGE

DR

EA

MBI

G

GROW TALENT


DE

VE

LOP

PE

OP

LE

DRIVE RESULTS

LEAD WITH IMPACT

LIVE

OU

RC

ULT

UR

E


Lead with impact


LL2Bands III & IV,




• Uses strong internal network to produce game changing results

• Builds external network toexplore, bring insights and generate new opportunities for the business.

• Acts as an ABI cultureambassador.

• Takes personal accountability for improving employee engagement.

• Acts as a positive role model in caring for the wellbeing and safety of oneself and others.

• Effectively works across functions to get things done.


• Takes personal accountability forimproving employee engagement.

• Recognizes and celebratescontributions to the larger team.

• Acts as a positive role model in caring for the wellbeing and safety of oneself and others.

• Communicates with clarity of direction to get things done.


• Participates in efforts to improveemployee engagement.

• Celebrates when the team wins.• Cares for the wellbeing and safety

of oneself and one’s colleagues.


OWN CHANGE

DR

EA

MBI

G

GROW TALENT


DE

VE

LOP

PE

OP

LE

DRIVE RESULTS

LEAD WITH IMPACT

LIVE

OU

RC

ULT

UR

E


Drive results


LL2Bands III & IV,




• Takes ownership for achieving results.

• Makes tough decisions with asense of urgency.

• Drives simplification, focusingon what is key.

• Takes ownership to deliver results.

• Makes tough decisions with asense of urgency.

• Drives Excellence Programs,benchmarking, best practice sharing and AB InBev’s methodology (such as Belts and PDCA) to close performance gaps.

• Takes personal responsibility to ensure that the quality of work meets the expectations of stakeholders and customers.

• Executes with discipline anda sense of urgency.

• Keeps processes and solutions simple and clear while copying and sharingbest practices when possible.

• Uses methods (such as Beltsand PDCA) to suggestnew ways of improving performance.


OWN CHANGE

DR

EA

MBI

G

GROW TALENT


DE

VE

LOP

PE

OP

LE

DRIVE RESULTS

LEAD WITH IMPACT

LIVE

OU

RC

ULT

UR

E

HOW DO WE RATE THESE COMPETENCIES?

A look at the rating scale

It is important that you USE THE WHOLE SCALE when evaluating your employees. Don’t rate everyone Proficient – every employees, regardless of the

level, should have 1-2 areas that they could develop further!


Rating scale

Rating Category Definition

Exceptional Sets example by demonstrating consistent excellence in this area, even in the most challenging situations

Real Strength Demonstrates high level of effectiveness in this area in most situations

Proficient Demonstrates fully satisfactory level of effectiveness in this area across a variety of situations

Development Need Needs some improvement to successfully perform in thisarea

Weakness Requires significant improvement to successfully perform in thisarea

BE CONSISTENT!

ONCE YOUR APPRAISALIS COMPLETE, IT’S TIME TO

MOVE ON TO THE COMPETENCY FEEDBACK

MEETING...


Employee Tips

• Review & compare your results

Spend time reviewing the full feedback report.

• Come prepared with specific examples

The more specific examples you have to share, the richer the discussion will be.

• Be open to feedback

1:1 review meetings are to be honest, open discussions about what you need to improve/develop in order for you to grow in the company.

• Identify growth and development opportunities

Agree on 1-3 areas of focus and build your Personal Development Plan together with your manager

• Be honest with your line manager

Make sure they know how you feel about your career aspirations, desired next steps and mobility.

180 eployees comeptency appraisal employee ebm3 2

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