2014 Goal-Setting in Workday January 2014

Key Points

• Ratings will be weighted 70/30 between “what” we do and “how” we

do them.

• As in previous years, performance will be measured based on what,

and how, work is delivered, and how this compares to the delivery of

your peers.

• Everyone will use Workday to enter goals and development items. Note: Beginning this year, managers can create a goal and cascade it to the entire team

or specific direct reports. Once a goal is assigned, it will become part of their 2014 goals.

• All 2013 goals that are still marked “In-Progress” in Workday will be

automatically carried over to the 2014 goal plan. If the employee

does not wish to carry over any of those goals to 2014, then s/he will

need to change the status to “Complete.”

Setting Goals

Set 5 to 8 SMART goals (Specific, Measurable, Adds Value,

Realistic, Time-based) of what you expect to achieve in 2014. This

includes your People Goal, which will be automatically entered in

Workday.

Performance against your goals will account for 70% of your overall

performance rating at the end of the year. All goals should have

tangible metrics, such as time, cost, quality, quantity or any other

measures that will define success. 30% of your rating will be based

on how you achieved those goals.

People Goal

Create a high-performance culture by managing effectively, differentiating

performance, developing talent, and building diverse teams.

METRICS TO MEASURE THE PEOPLE GOAL:

Performance against the People Goal will be assessed using the

following three metrics:

1. Ensures year-end ratings support overall performance distribution

guidelines set by the company.

2. Ensures there are diverse and/or female candidates on slates for all

external hires, internal hires and promotions at the director level or

equivalent and above (diversity categories are defined locally). (For

managers who don’t anticipate an open role, use alternative metrics

provided)

3. Successfully demonstrates fundamental management behaviors.

In addition to the above 3 metrics, managers can write an optional metric to support the People Goal that

aligns with specific priorities for their area or business unit.

People Goal

In most cases, managers will be assessed on this metric via a short,

confidential survey given to a manager’s direct reports* and based on

the following behaviors:

Promoting the most competent people (new)

Encouraging employees to suggest ideas for improvement (new)

Encouraging employees to speak their mind

Communicating clear priorities

Upholding standards of behavior that others can follow

Delivering timely and candid feedback

Recognizing people for their contributions

Demonstrating a genuine interest in employees’ career and development

Motivating people to go above and beyond

Holding people accountable for their actions and decisions

For managers with fewer than three direct reports, their manager will assess effectiveness.

Additional Metrics for the Diversity Metric Managers who did not have an open role in 2014 should indicate how

they contributed to the development of a pipeline of diverse and/or

female candidates (diversity categories are defined locally). Examples of

metrics that support increasing our pipeline of candidates include:

Participate in internal or external leadership and management programs with a focus on

diversity and inclusion

Actively participate in employee resource groups, ambassador programs or

internal/external global diversity initiatives

Conduct exploratory or informational meetings of women and diverse referrals

Ensure female and diverse team members are included in the development and

succession plans for all employees

Ensure there are diverse and/or female candidates on slates for all external hires, internal

hires and promotions for all open positions

In addition to local definitions, at Thomson Reuters we embrace a culture of diversity including

race, color, gender, national origin, religion, gender identity or expression, sexual orientation,

disability, age, marital status, citizenship status, and veteran status.

Drafting Your Development Items

Identify your strengths and development areas that relate both

to your current role and responsibilities you would like to have

within the next five years. Refer to your previous year-end reviews

as needed.

Select two to three development priorities (specific skill,

knowledge, experience or behavior) that you would like continue or

acquire in 2014.

For people managers, you may want to refine your skills related to

building or managing teams. Visit Management at Thomson

Reuters on the Hub for tips, tools and online discussions with fellow

managers.

Goal-Setting Discussions

Provide constructive feedback to your direct reports and make

adjustments to ensure their goals are SMART and in line with

business and team priorities.

Meet with your own manager to discuss and agree on:

– Your 2014 goals and metrics

– Your career aspirations and the related development priorities on which you should

focus in 2014

USING WORKDAY

Job Aids

Using Workday

Enter your 2014 goals, including the corresponding metric(s)

Enter and/or update 2014 development items

Once submitted, your goals items will be sent to your manager for

approval. Development items will also be visible to your manager but

will not require approval.

Key Dates

The 2014 goal setting and development planning for most employees

will begin on January 21. However, some BUs may have an

accelerated timeline.

Actions Required TR Over-all

Timeline

F&R

Timeline

Goal setting launches Jan. 8

No change

2014 Goal Setting & Development

Planning begins in Workday.

Jan. 21 No change

2014 goals and development items

entered and approved in Workday

Feb. 28 Jan. 31