CONTENT
• General Introduction:
– Why managing performance?
– What is performance management?
• Performance Management at BESIX?
– Appraisal Meeting
– Objective Setting 2015

WHY MANAGING PERFORMANCE?
The global market obliges every international oriented company to be in a continued process of finding ways to improve its organizational effectiveness and increase its business performance through :
Measuring performance at corporate level based on strategic and operational objectives
Measuring individual contribution to the corporate performance based on individual objectives
Result: Aligned Employees, One Direction & Focus

WHY MANAGING PERFORMANCE?
Performance management is the process of creating a work environment or setting in which people are enabled to perform to the best of their abilities.
Performance management is a whole work system that begins when a job is defined and allocated to someone.
Then it needs to be monitored and reviewed continuously in order to be finally evaluated.

THE CAREER CYCLE @ BESIX
3. Yearly Appraisal: performance evaluation & competence assessment
1. Yearly Objectives :
Performance objectives (what)
Development
Plan for competencies
(how)
2. During Year:
Continuous monitoring & feed back
Interim Appraisal (when transfer, change of line manager, …)
Continuous goal setting
Use of individual activity logbook to add extra tasks, objectives, trainings,
….

Development
Competence Management
Training
Resource allocation
Employability of people
Performance Management
Performance measurement
Staff evaluation
Reward
Remuneration & bonus allocation
Promotion

Development Performance

PERFORMANCE MANAGEMENT @ BESIX

WHAT DOES IT MEAN TO BE A LINE
MANAGER?
Getting the best out of the individual for BESIX and getting the best out of BESIX for the individual
Helping others realise their potential
Helping others be more selfaware
Enhancing the performance and development of others
Facilitating our people management processes
Helping to motivate and retain staff
What does it mean to you?

TIPS FOR THE PERFORMANCE APPRAISAL
DISCUSSION:

APPRAISAL: THE SETTING
• Plan your appraisal meeting in time so that employee and you can prepare
• A quiet room
• The right interview position
• The right moment
• Sufficient time
Never delegate the performance appraisal discussion !

APPRAISAL: DO’s and DON’Ts FOR LINE
MANAGERS
• Read self-appraisal of your N-1
• Base your review on the main outcomes achieved – look back over 12 months, possible with input of other line managers
• Collect information that demonstrate an improvement compared with the previous year
• Gather supporting documents
• Gather input from others (client, colleagues, peers and superiors)

APPRAISAL: DO’s and DON’Ts FOR LINE
MANAGERS
• Highlight the positive points
• Isolate the difficulties without implicating the person
• Illustrate your review with significant facts collected throughout the year
• Don’t start with the negative points
• Don’t be vague
• Don’t avoid your responsibilities
• Don’t judge on the most recent facts (especially if they are negative)
• Don’t make a decision too quickly
• Don’t defend yourself
• Don’t attack
• Don’t apologize

TIPS FOR EMPLOYEES AND LINE MANAGERS:
Flight:
• People say …
• Everyone makes mistakes
• Better next time
Assertive:
• I-statements
• facts & figures
• raise your questions or concerns
Aggressive:
• You are wrong
• You never agree
Manipulative:
• Gossip
• Flattering

OBJECTIVES 2015
• Objective can be a task, a competence or a behaviour on which the employee focus in order to achieve a specific result.
• Objectives should be SMART
– Specific
– Measurable
– Achievable
– Realistic
– Timely
• Objectives should support the business needs and the individual’s plans to progress
• Employee should commit to the objectives
• Focus on average 3 objectives per year