Performance Management Program

Talent Development & Planning (TD&P)

Identify and build skills of internal talent to fill key positions and

expand talent pool

Minimize vacancies in critical positions

Retain top performers through increased professional

development and opportunities for promotion

Recognize and reward contributions to business results

Purpose

Building a Talent Program

3

- Goal Setting - Value Expectations - Employee Profiles - Individual Development Planning - Performance Evaluations - Rewards & Recognition

- Organizational Review - Discussion about organizational strengths, opportunities, and challenges

- Performance Scores (look back) - Potential (look forward) - Ranking - Alignment to Values Expectations

- Identify Critical and Key Positions - Identifying Top Talent for Critical Roles - Assign Readiness Codes - Identify Gaps

Key Components – PMP

Performance Management Program – April 2015

In Scope: management employees (exempt/white collared workforce) world-wide

Out of Scope: staff and hourly employees

Fully Automated: eCentral - a SAP Cloud Based tool

Employee Profiles – online resumes

Goal Plans – personal 3-5 SMART goals

Organizational Charts – for PMP Population

Reporting and Analytics Capabilities

Key Components – PMP

Performance Management Program – April 2015 (cont.)

Process: ongoing feedback between manager and employee

JELD-WEN Culture and Values integrated into PMP

Rewards and Recognition

eCentral will only contain manager level employee data. It will not include

staff or hourly paid employee data; therefore organizational charts will only

include direct reports who are manager level.

Performance Management Program

Develop goals using a

SMART Format

Enter Goals into eCentral

for approval from your

Manager

Establish, with your

Manager, 3-5 Individual

Performance Goals

Create your Employee

Profile in eCentral

Manager evaluates

Employee’s

performance using

eCentral

Complete Self-

Evaluation in

eCentral

Manager and

Employee meet for a

performance

discussion

Meet with your Manager to discuss

progress on goals and make updates in eCentral

Discuss professional

development and create an

Individual Development Plan in

eCentral

Manager establishes

expectations specific to the 10 Company Values

JULY 2015

AP

RIL

– M

AY

20

15

NO

V. 2

01

5 –

JA

N.

20

16

• Attend Goal Discussion with Manager – Goal Setting

• Develop Goal Plan in eCentral

• Develop Employee Profile in eCentral

• Discuss JELD-WEN Values with employees to:

ensure understanding of all 10 Values

set clear and appropriate expectations

demonstrate all the Values, all the time

PMP – Phase I

7

PMP – Phase I

8

Employee Profiles

Employee Profile

Importance of Creating Your Employee Profile

• Captures consistent employee background information relevant to

career progression:

Formal Education

Work History

Within JELD-WEN

Previous Work Experience

Work Preferences/Geographic Mobility

Certifications/Licenses

Language Skills

Professional Memberships

• Provides Company with an employee database of key talent, skills

and experience

• Supports Talent Development opportunities for employees

Getting Started in eCentral

10

HR Portal for PMP

11

https://hr.jeld-wen.com/

HR Portal for PMP

12

HR Portal for PMP

13

PMP – Phase I

14

Conduct a Demo of eCentral How to Navigate and Create a Profile

PMP – Phase I

15

Goal Setting

Goal Setting

Role of the Manager

• Meet with your employees to develop 3-5 SMART Goals for the

year

• Ensure goals are:

– aligned to business initiatives

– written in a SMART format

– include key job responsibilities

• Approve employee’s goals in eCentral

• Set appropriate expectations specific to Company Values and

observe behaviors

Goal Setting

Role of the Manager (cont.)

• Monitor progress of employee’s goals using eCentral

• Guide and support your employees throughout the year

• Establish two-way communication with employees; provide

feedback on an ongoing basis

• Ensure feedback is honest and clear and discussed in a

confidential setting

• Be a champion of the Performance Management Program and

Guidelines

Goal Setting

Role of the Employee

• Meet with your manager to identify SMART goals that align with

the team’s and organization’s goals.

• Enter goals into eCentral.

• Ensure manager approves goals in eCentral.

• Meet with managers to regularly review progress on goals.

• Continue to update goal status using eCentral.

• Focus current job performance on achieving goals.

Goal Setting

19

Writing SMART Goals

SMART Goals

20

Is a goal that contains detailed descriptions of defining the ”what” you will be doing. Being specific will assist you and your manager in determining and agreeing to the scope of the goal.

Poor Example Better Example

Improve quality of doors. Improve quality of all wood doors in the U.S.

SMART Goals

21

Is a goal that can answer the questions, ”how much?”, “how many?” or “how often?”. By providing measurable details, you and your manager will be able to determine appropriate levels of effort needed to complete the goal.

Poor Example Better Example

Improve quality of doors.

Improve quality of all wood doors in the U.S. by implementing 5 new quality controls .

SMART Goals

22

Is a goal that contains details to describe the if the goal is achievable. You and your manager will need to define the scope to decide if knowledge, resources, budgets, time-frames, etc. are in place to support achieving the goal.

Poor Example Better Example

Improve quality of doors.

Improve quality of all wood doors for 50% of the U.S. plants by implementing 5 new quality controls .

SMART Goals

23

Is a goal that represents alignment to support current business initiatives and departmental goals. Your manager will need to ensure the goal is appropriate and relevant to current business initiatives.

Poor Example Better Example

Improve quality of doors.

Based on this year’s business initiatives, improve quality of all wood doors for 50% of the U.S. plants by implementing 5 new quality controls .

SMART Goals

24

Is a goal that will specify a time-frame. You and your manager will need to determine if progress can be made towards completing the goal on time.

Poor Example Better Example

Improve quality of doors.

Based on this year’s business initiatives, improve quality of all wood doors for 50% of the U.S. plants by implementing 5 new quality controls before December 2015.

Getting Started with Goal Management

Demo in eCentral

26

PMP – Phase I

28

Company Culture and Values

What are Company Values?

Company Values are the operating philosophies or principles

that guide an organization’s internal conduct as well as its

relationship with its customers, partners and shareholders.

A Values-based Company Culture promotes a workplace that

is productive, respectful and professional.

29

Why define our Culture & Values?

• JELD-WEN is a large, diverse, global company.

• More than 20,000 employees in 29 countries

• Many recent changes at JELD-WEN

– New leadership in key roles

– Renewed focus on achieving results

– Launched critical Business Initiatives

» Operational Excellence

» Profitable Growth

» New Products & Technology

» Talent Management

30

The Values are critical for all JELD-WEN employees regardless of their role.

JELD-WEN Culture & Values: What do they mean?

• The Values are the Company’s expectations of how employees

should act in their daily jobs, roles and activities–

“Do the right thing”

• For example:

• Owning your actions and accepting consequences no matter what they

are

• Using good judgement to gather the facts before jumping to conclusions

– Remaining unbiased/objective

• Having the courage to admit your mistakes

• Providing employees the opportunity to raise concerns

• Respecting people and different points of view

• Building and strengthening customer relationships

• Understanding that safety is a priority and the responsibility of everyone

31

Achieving a Goal is not a reason to compromise a Value

Manager’s Responsibilities

• To be a role model of the behaviors as defined in the Company

Values – become a “champion”

• Employees pay more attention to what you do than what you say

(“actions speak louder than words”)

• Managers meet with employees to provide education on the Values

• Manager sets expectations with employees on behaviors that align

with the Values

• Be available to your employees for questions and guidance

• Contact Human Resources if you have any questions or concerns

32

The Company’s success depends on what we say, and more importantly, what we do.

10 Company Values

33

One Team. One Vision. One JELD-WEN.

• Always acts in an ethical and truthful manner. Builds trust in

relationships.

• Leads by example and earns the respect and trust of co-workers,

customers and other stakeholders.

• Protects the company’s reputation.

• Fully supports all company policies including environmental,

health and safety.

• Exercises full disclosure, objectively conveys negative information

and risks appropriately.

• Accepts consequences of actions and holds others accountable.

34

Respects Others and Follows the Rules

Ethics and Integrity – The Golden Rule

People, Leadership, Team Work

• Builds diverse teams with top talent.

• Seeks and promotes diverse perspectives while working effectively

across global team.

• Team first approach.

• Listens, coachable, and communicates effectively.

• Invests in attracting and developing talent - actively mentors

emerging leadership.

• Exhibits managerial courage by offering alternative views.

• Motivates teams and rewards successes.

35

Only the Team Can Win

Accountability

• Accepts responsibility for decisions and results. Hold others

accountable.

• Willing to take decisive and difficult actions as necessary to

meet commitments and achieve long-term objectives.

• Provides honest and open feedback to others.

• Exercises good judgment and deals appropriately with challenging

situations.

• Wins as a team, trusted by the team.

• Seeks to be engaged, solves problems, seen as part of the

solution.

Makes Difficult Decisions and Accepts Responsibility

36

Speed & Adaptability

• Aligned with the overall corporate objectives and acts as a catalyst

and leader of strategic and cultural change.

• Has the self-confidence to drive and accept change as an

opportunity to raise expectations.

• Constantly improving on a personal level through self-awareness

and behavioral learning.

• Bias for action…brings team along with them.

Moves Ahead and Demonstrates Agility

37

Execution

• Honors commitments and delivers results; dependable.

• Turns strategy into action. Fact based/data driven.

• Sets aggressive targets and maintains focus.

• Understands priorities and balances short-term and long-term

requirements.

• Committed to producing work of the highest quality in a timely

manner.

• Builds process capability for sustainable results.

• Measures constantly/benchmarks.

• Engages cross-functional and global teams.

Gets Things Done

38

Strategic Vision

• Analyzes short-term and long-term competitive position; considers

appropriate trends, customer landscape and internal/external

dynamics.

• Ability to translate strategic challenges in to relevant and

actionable plans; integrative thinker.

• Identifies and responds quickly to emerging trends in

technologies, customer requirements and competitive threats.

• Develops and communicates clear vision of strategy -engages

team, sets aggressive targets and prioritizes initiatives.

• Not afraid to “bet on growth”.

Sees the Long Term Direction to Run the Business development

39

Customer Focus

• Drives customer loyalty; service/quality/ delivery.

• Exceeds the expectations and requirements to internal and external

customers.

• Builds effective relationships with customers by listening and

understanding their needs.

• Builds win-win partnerships.

• Develops strategies from market-based perspectives and leverages

knowledge of customers and markets to innovate.

• Invests in growth. Maximizes customer success. Drives new

product velocity.

• Trusted and respected.

40

The Customer Comes First

Functional & Technical Excellence

• Committed to learning and enhancing a world-class skill-set within

a functional or technical area.

• Has required competence, depth and breadth of job-related

knowledge.

• Embraces and leverages new technologies with a passion for

innovation.

• Understands the details and has strong analytic skills. Data driven.

• Demonstrates excellent judgment in applying technical knowledge to

solve complex issues.

• Takes calculated risk.

• Uses technology to protect the environment.

41

Demonstrates Superior Skills and Invests in Others

Continuous Improvement

• Never satisfied with the “good enough”.

• Constantly benchmarks internal and external best-in-class practices

to leapfrog the current state and the competition.

• Develops and implements lean practices.

• Relentlessly focuses on elimination of waste and inefficiency.

• Establishes metrics aligned with the key initiatives.

• Sets the bar high and pushes teams to exceptional results.

42

Upgrading Products, Processes, Systems and Services

Global Mindset

• Defines the total available market from a global perspective.

• Has the mindset to drive global growth and profitability while

balancing total company interests.

• Has a multi-cultural perspective and the skills to effectively

promote international expansion.

• Sets aggressive goals for international growth and profitability while

developing and executing plans to achieve these goals.

• Respected by global team. Adaptive style. Trust in the team.

43

Understands Global Business and Industry

Next Steps

• Learn and embrace the JELD-WEN Culture & Values for yourself.

• Define what they mean for you in your role.

• Managers need to communicate with and educate their employees.

44

One Team. One Vision. One JELD-WEN - One Culture

Ratings Scale

45

Score Label Definition

5 Far Exceeds Expectations Significantly and consistently exceeds expected performance level. This rating should be used sparingly and reserved for truly outstanding performance throughout the review period.

4 Exceeds Expectations Consistently achieves and often exceeds expected performance level. This rating should be reserved for employees with strong, commendable performance.

3 Meets Expectations Consistently achieves expected performance level. This rating conveys solid, effective performance.

2 Needs Improvement Inconsistently achieves expected performance level. This rating conveys that performance is below expectations in one or more areas and must be improved.

1 Unsatisfactory Rarely achieves expected performance level; requires immediate coaching. This rating is used for performance that is well below the level expected of the positions in all or almost all key aspects.

Performance Rating Scale

5 Point Ratings Scale applied to both Performance Goals and JELD-WEN Culture & Values at year-end.

PMP - Next Steps

47

• Become a Champion of the Performance Management

Program

• Meet with your employees to establish goals for this

year

• Meet with your employees to talk about the Company

Values and expectations for the year

• Be the first to use eCentral and the HR Portal

Complete your Goal Plan

Complete your Employee Profile

Become comfortable assisting your employees

with in the PMP process and using eCentral

PMP Additional Support

48

HR Portal Access to:

• Performance Management – Tools and Training

• Performance Management – Overview and Video

• Performance Management – FAQ’s

Support Team

Who to Reach out to:

• Your Direct Manager

• Your HR Manager

• Lee Carthage – Director HR, Systems and Processes leec@jeld-wen.com

704-378-5804

50