The Manager's Toolkit

If we are to achieve our vision of becoming the leader in our industry we need to engage and inspire our teams to be the best they can be.

We can achieve this through leaders who have the performance and development of their people at the heart of everything they do.

Our leaders should be role models for the Pernod Ricard Leadership Competencies and Chivas Values, creating meaningful employee experiences, enabling greater employee engagement and driving high performing results. supports and develops our leaders in all things relating to their people . It’s a resource which follows the employee journey and brings together relevant people topics in an easy e-book. The e-book provides information, links to relevant guidelines, policies and tools and soon we will launch additional, complimentary resources such as on-line learning and training sessions .

The Toolkit contains five headlines: :

Navigation is easy;

➢ Go directly to each headline by simply clicking on the relevant image .

➢ Each headline has a menu – each topic within the menu links directly to the relevant page.

➢ Return to the headline menu by clicking

➢ Return to the home page when you see

Click on

or to go forwards or

backwards through the pages.

➢ Use to search the e-book using keywords .

Display in full screen by clicking.

2 INDUCTION

3 PERFORMANCE MANAGEMENT

4 CAREER & TALENT MANAGEMENT

5 MANAGING DAY TO DAY

1 RECRUITMENT

1 RECRUITMENT

Topic

Content overview

Introduction to recruitment

Why it’s important to get recruitment right

Key points and Top Tips

Getting it right

The key steps

Recruitment Process & Timeline

Approval Job Descriptions Job Ads Deciding on tools

Getting started

Assessing candidates Unconscious bias

Shortlisting

Interview stages Top tips

Interviewing

Paper work Notice periods

Offering the candidate

When and how?

Giving feedback

Relevant policies etc.

Policies, Procedures & Guidelines

i-Move Hire Vue Linkedin

Additional Tools & Resources

WHY IT’S IMPORTANT TO GET RECRUITMENT RIGHT

For Chivas Brothers to deliver on its business objectives and to remain a competitive player in the industry, we must have the right people , with the right skills , at the right time . When we have a vacancy in our team, this allows us the opportunity to review the role and determine what skills, knowledge and team fit we need for the incumbent to be a success. This can change over time: we don’t have to restrict ourselves to hiring a carbon copy of the previous candidate in a role!

When striving for a high performing team, having the right team members with the right skills and behaviours is essential

Poor hiring is expensive , can lead to high turnover and may even put the company at risk

This following is designed to assist you through this journey and provide some guidance on how to recruit and the importance of getting it right!

The opportunity to recruit a new member of your team requires investment of time to find the right candidate. Before you start, you (and your leader) need to be aligned on profile you are looking for within the role. This is your chance to review the Job Description in the context of any other recent changes to the team or workload. How can you ensure that the right candidates are attracted to the role and then subsequently apply for the position? A pool of strong candidates to choose from will put you in a far better position to succeed than weaker or under- skilled candidates.

Think about how you may discover if the candidate is likely to fit well with the rest of the team and the culture of the organisation. Consider how you phrase your interview questions to get to the core of the candidate’s abilities: asking them to give

Remember to have an unbiased view of candidates - age, race,

Spend time on reviewing the Job Description ensuring you are happy with the skills, experience and

Take the time to review the job applications received against your requirements in the Job Description. This will assist you in shortlisting a higher calibre of candidates for the role. Set a standard of what you are looking for and stick to it throughout. gender, ethnicity, religion or sexual orientation should not determine if a candidate is successful in securing the role. In fact, diversity studies show that diverse teams always outperform non- diverse ones.

examples or setting a presentation topic, for example.

behaviours essential & desirable for the role.

Consulting with your manager, team and HR will assist you to get this right.

Partner with HR to assist you in the process. They’ve done this before, and can give you expertise, advice, support and guidance throughout. Make sure you are also keeping your stakeholders informed as the process progresses.

Listen to your team and seek feedback - they are in a great place to assist you to determine what attributes your team needs. Think about your teams strengths and gaps - this can help you determine where a new team member could add the greatest value.

RECRUITMENT PROCESS AND TIMELINE

From scoping out your new role, to writing a job description, reviewing candidates, selecting and hiring your new hire, the process of recruitment has several important steps where you and your HR Partner will need to work closely together. The following pages give more information on each of the key steps.

Getting Started

Giving Feedback

Selecting

Offering

GETTING STARTED

Hiring the right person can take time. CVs don’t flood in by themselves, and to find the right candidate you may need patience. Start the process with your HR Partner as soon as possible . Once the Job Description is crafted, they will help you with a Job Advert and will open the posting for internal and/or external applications. This usually takes 1-2 weeks . In the meantime, you can prepare yourself by developing questions for the first round interview . This often takes the form of HireVue , or alternatively a phone interview. You can also get ahead of the game by preparing a presentation topic for the final round interview candidates. Your HR partner will have examples of previous topics which have been used and can also help you if you are starting from scratch.

Make sure you have the approval of your manager to recruit, before kicking off the process

Align expectations of your manager and your HR Partner on the level of the role, which will help identify potential candidates within the right ball park

SHORTLISTING

Once the posting has been closed for applications, your HR Partner will share a shortlist of CVs with you.

For more information on unconscious bias, click here

Block some time in your calendar to review these objectively and be aware of unconscious bias at work!

…………

…………

Internal iMove applicants should generally be offered a first interview automatically.

It is easy to judge a CV by its font, the person’s name, their age, gender, university, photo, etc. but your role is to avoid these traps and remain fully objective.

Refer back to your initial criteria and ‘score’ the CVs accordingly.

INTERVIEWING

Stage 1:

Stage 2:

Bear in mind that candidates are busy too – you may need to be flexible on how quickly they can come in for their interview(s).

Most interview processes at Chivas Brothers involve 2 stages.

A final round interview with you, your HR Partner and often your leader or another manager within your team. These final round interviews are often a combination of generic interview with competency-based and probing questions, and a prepared presentation topic . Speak to your HR Partner about how to select the right presentation topic for your candidate and whether numerical or verbal reasoning tests may be right for your job vacancy.

Stage 1:

Using HireVue is a time-efficient way of conducting the first stage. See more information about HireVue in the “Tools” section.

A phone or HireVue first stage ‘screening’ interview, often conducted by you as Hiring manager or HR.

Look out for the upcoming training module on interviewing techniques!

Prepare insightful and probing questions which will give your candidate an opportunity to show their abilities and experiences. Poor interview questions run the risk of reflecting poorly on the company, as well as giving the candidate little to build upon in their answers.

Make the candidate feel comfortable and at ease

Make sure you allow time for the candidate to ask questions at the end of the interview, even if you feel they have not been successful. Every candidate is a potential consumer, future recruit and brand advocate. Clear your calendar before and after the interview to allow yourself plenty of time to be prepared, not distracted and able to finish without rushing. Interviewing is a two-way process: the candidate is forming their impression of you as a manager as well as the company overall.

Don’t be afraid to probe further if you feel a candidate hasn’t answered your question fully – never leave an interview with unanswered questions which are critical your decision- making. Agree with your fellow interviewer(s) in advance what type of questions you will be asking. This avoids potentially confusing the candidate and disrupting the flow of the interview.

but avoid becoming overly friendly and

especially avoid asking about family situations or intentions to start a family

– however well-meaning you may be!

Avoid the temptation to make up your mind within the first few minutes. Keep an open mind, give every opportunity for the candidate to show their strengths – when a person is nervous, it may take some time for them to warm up; likewise, an excellent start can come undone when you get to more technical questions.

Prepare yourself by reading the candidate’s CV but do

not fall into the trap of looking up their social media or other online presence:

this could bias you in an unfair way against the candidate before you have even met them!

OFFERING THE CANDIDATE

Once you have completed your interviews, assess the candidates versus your original criteria for the role.

Aside from the paperwork, you may wish to call the candidate yourself personally to deliver the good news!

Take some time to ‘sleep on it’, and use your HR Partner to calibrate your decision.

…………

…………

Remember that candidates can have lengthy notice periods depending on their contracts. This can be 3 months or even longer.

Once you have made your choice and have aligned it with your leader, your HR Partner can start the offer process .

GIVING FEEDBACK

Informing unsuccessful candidates of your decision is a critical moment of truth for internal candidates, as current Pernod Ricard employees, as well as external candidates, are potential brand advocates and consumers.

Agree with your HR Partner how and when to provide this feedback. For internal candidates, it is best practice that you, as the hiring manager, have this discussion.

Remember to base your feedback on concrete , observable reasons and avoid vague explanations such as ‘cultural fit’, or reasons that are linked to their age, sex, race, religious or sexual orientation.

This is feedback is intended to inform and develop the candidate , so prepare the discussion carefully and ask for help from HR in developing your message.

POLICIES, PROCEDURES & GUIDELINES

ALL TOOLS ARE AVAILBLE VIA THE PEOPLE SECTION OF CHIVAS SPIRIT

The Interview

Our Employee Value Proposition is the formulation of what makes working for Pernod Ricard a special experience. It is what makes us different and desirable. It is our promise as an employer.

You can read more about this tool for first round interviewing here

Find out here how to become an ambassador of Chivas Brothers on LinkedIn using “LinkedIn Elevate”

iMove is Pernod Ricard’s internal job posting site – visit iMove here

Need some help to prepare for your upcoming interview? What questions are you going to ask? What makes a great interview question? How can I make sure I am credible and professional? Look out for our training session on interviewing coming soon!

Access the PR Employer Brand Book here

2 INDUCTION

Topic

Content overview

Introduction to Induction

Why is Induction so important?

Key points and Top Tips

Getting it right

Content of Induction Stage 1 and 2

Induction Stages

Process flow

Induction Process

Manager Team HR

Responsibilities

Pre-arrival Welcome First month In role

Timescales

Planning & preparing

Key Points

Relevant policies etc.

Policies , Procedures & Guidelines

Induction e-book Managers Induction Checklist Chivas Spirit video Induction on-line learning i-zone

Additional Tools & Resources

WHY IS INDUCTION SO IMPORTANT?

At this stage, you have invested the time and effort to ensure you’ve made the right choice, and have found your newest team member. Your next moves are critical to their success and integration into the team and the organisation .

How was your first day/week in the company? What did you enjoy? What didn’t you like? What would you change? Use this knowledge to build a great Induction plan. Inducting new team members takes time and though t – if you want to do it properly. Try not to overwhelm them with too much too soon . Focus on the key things they need to know in the first few weeks.

An Induction programme can dramatically improve the performance , fit , and readiness of every person who takes on a new role in our organisation.

First impressions count . It’s a concept that we’re all familiar with. Ensuring a premium Induction experience for your new employee will create an impactful, positive and lasting first impression . Research tells us that the first 3 months of employment are critical for the employees perception of the business, and in deciding if this is a business they want to stay with.

Research has shown that 86 per cent of new

New employees should be introduced to their line manager (ideally on the first day) and their new team members. During the Induction allow time for them to meet key colleagues and senior managers , especially those they will have regular contact with.

hires make their decision to stay or leave their jobs within the first six months. A thorough, well planned and executed Induction builds understanding, resulting in delivery of results – helping the organisation to achieve objectives.

The Induction process may last between 3 – 6 months, depending on the role and the individual’s level of experience. A good plan is essential, however packing in too much won’t give the employee time to take things in.

A good Induction provides clarity about the role, business objectives, company values and ways of working. Remember the new environment may be quite different to what was previously experienced, give them time to settle in. Planned review times throughout the Induction provides support to the employee and gives the line manager opportunities to review performance and build a connection. It also gives the employee a chance to ask questions and check things out.

The Induction is effectively the first development process for your employee. Help your new employee become one of the team by creating moments which help them to starting building relationships.

Taking time to ensure a good Induction experience can ultimately reduce turnover. A great first impression helps to build your new employee’s commitment to the organisation.

Short term the Induction requires a significant amount of manager investment - the

long-term payoff is an integrated, independent team member.

Whilst the design of the plan is down to the Manager – the employee should be encouraged to drive the plan where they can.

.

INDUCTION STAGES

Stage 1:

Stage 2:

Both stages of the Induction may take place simultaneously .

At Chivas Brothers we have structured our Induction into 2 stages .

The second stage of the Induction is created and implemented by the Line Manager. This will include all aspects specific to the employee’s role and business area. During this time relationships will begin to form , key objectives and milestones agreed.

Stage 1:

A good practice is for Line Managers to arrange an informal call with their new employee a week or so before joining – this helps a new employee to feel more comfortable – and is a great introduction to the organisation .

Is our e-book company-wide Induction programme. This is completed by all new employees, regardless of role or business area providing an introduction to our organisation, our brands, company structure, processes etc. and access to key Health & Safety training.

HR advise Employee Development (ED) team

ED email Induction details to Line Manager (1 month before)

Manager completes CUARF for essential email address & password, desk/pc etc

HR & Line Manager agree start date & time

ED emails line Manager and

Employee completes remainder of Stage 1 Induction and checklist

1 st Day – employee completes mandatory online modules

Manager prepares Induction schedule for Stage 1 and Stage 2

employee confirming completion – Learning Plan updated

ED confirms Stage 1 completion to Line Manager and employee

Line Manager and employee agree Objectives & Learning Plan

Employee completes required PRU modules within 1st 12 months

Employee commences Stage 2 Induction

Agrees the start date with new employee & Line Manager.

All of the team have an important role to play in the successful Induction of a new team member.

Overall responsibility for a successful Induction lies with the line manager . You should work in conjunction with HR and Employee Development to ensure your new employee enjoys a smooth start. Enlist the support of one person as a co-ordinator for the Induction, however overall responsibility still sits with you. Create a personalised Induction Schedule for your new employee.

Advises Employee Development team of the start date for all new Employees . Ensures the employee completes the appropriate documents prior to joining and is given required literature regarding company benefits, policies, etc. and their terms and conditions of employment in general. Provides guidance to Line Managers regarding completion of relevant documentation.

Begin by involving them wherever possible in the design of the Induction schedule.

At your team meeting tell them about their new colleague – background, experience etc.

Provide opportunities for each team member to spend time with their new colleague as part of the Induction.

TIMESCALES

Phase 1 – Pre arrival:

Phase 2 – Welcome:

✓ Agree start date and time with HR and new employee ✓ Prepare Induction Plan/Schedule & send to new employee ✓ Arrange a call with to discuss Induction Plan ✓ Copy of Job Description ✓ Complete CUARF for all employees & send to 2280 (all need email address and password as a minimum) ✓ Organise desk space etc. ✓ Order PPE if required ✓ Arrange meetings with key contacts ✓ Ensure laptop/pc available for Day 1 Induction Modules ✓ Welcome card signed by team

✓ Meet employee on arrival ✓ Discuss Induction plan with them ✓ Introduce team members ✓ Give welcome card ✓ Job requirements – equipment & resources ✓ Fire assembly points & toilets ✓ Collect any o/s paperwork for HR ✓ Employee completes 4 priority Induction modules ✓ Lunch with the team

TIMESCALES

Phase 3 – First month:

Phase 4 – In-role:

✓ Induction e-book completed in full, checklist sent to ED ✓ Objectives set for year/period ahead ✓ Completion of relevant Pernod Ricard University e-learning modules (within first 12 months) ✓ Agree Learning Plan with associated development vehicles ✓ Evaluation of Induction ✓ Agree review points

✓ Build understanding of business and team structure ✓ Meet key contacts ✓ Confirm mandatory Induction Modules are complete ✓ Complete remainder of e-book ✓ Ensure employee received Welcome Gift Bag via HR ✓ Commence Role Specific training (as required) ✓ Complete Site Tour ✓ Visits to other sites/suppliers as appropriate ✓ DSE assessment (if required) ✓ Familiarisation with Chivas Spirit

KEY POINTS

PRIORITISE TO GET IT RIGHT

When Induction is done correctly, it leads to higher job satisfaction, organisational commitment, decreased turnover and better performance levels. It’s worth the time and investment upfront in getting it right. PLAN & PREPARE Be prepared , planned and clear on your expectations to ensure the Induction process is as successful as possible. Planning ahead will result in you being more organised and prepared for your new employees arrival. This speaks volumes and really helps to create that great first impression .

NAIL THE ESSENTIALS The first day and the first week are arguably the most critical to get right. Put yourself in their shoes and consider what you would want and need to feel welcomed, expected and supported . Don’t underestimate the value of the small things - a tidy desk, fully equipped with new stationary, or a personal hello and welcome from a senior manager can be powerful .

PARTNER WITH HR Work with HR to brainstorm the important elements that need to go into the Induction. By doing so, you’ll help ensure that you have everything covered.

ENJOY IT! You now have a new employee in place, and a team that is ready to welcome them. These first few weeks are a development necessity for the new employee, but Induction also provides development opportunities for you , and the team.

POLICIES, PROCEDURES & GUIDELINES

ALL TOOLS ARE AVAILBLE VIA THE PEOPLE SECTION OF CHIVAS SPIRIT

Manager’s Induction Checklist

Induction e-book

Chivas Spirit is the digital hub for all our employees. It provides up to date information on our brands, our business and our people. It’s a great tool to keep employees “in-the- know” and is a great introduction to our company.

It’s useful for you to have a good understanding of what the Induction programme contains. You can access the CBL Induction e-book here

The Manager’s Guide helps you to prepare and plan for the arrival of your new employee.

Access the Induction on-line learning modules directly here

The i-zone, our CBL on-line learning portal, provides a wealth of learning to help you prepare for your new employee’s first few days and weeks – and in the creation of meaningful Learning Plans to support their career.

Access the guide here

Here you can access the portal.

Have a look at what’s available here

3 PERFORMANCE MANAGEMENT

Topic

Content overview

Why is it important to manage performance? When do we review? Our Performance Management Process SMART Objectives Leadership Competencies Functional Skillsets Why is it important to develop our people? Great conversations Why is it important to manage Absence? Understanding Absence Absence Process Managing different types of Absence Return to work interview What is Capability Management? Capability and Conduct – the difference Causes of under performance Managing Capability - the process Capability Key points Why do we have a Dismissal & Disciplinary Policy? Who’s responsible? Types of misconduct The steps Investigation Hearing Levels of Disciplinary Action Appeals

Section 1

Section 2

Section 3

Section 4

Introduction to Grievance The Grievance Procedure

Section 5

Topic

Content overview

Introduction to Performance Management

Why is it important to manage performance?

Timelines

When do we review?

Process steps Performance Management e-book

Our Performance Management Process

Tips to make them SMART

SMART Objectives

Understanding and assessing behaviours

Leadership Competencies

What are Functional Skillsets? How are they used in CBL?

Functional Skillsets

The importance Development Options Responsibilities for learning Chivas CASK Creating meaningful Learning Plans Using the Learning Management System

Why is it important to develop our people ?

Inspiring great performance

Great Conversations

Relevant policies etc.

Policies , Procedures & Guidelines

Chivas CASK Management Development Programmes Pernod Ricard University Courses and MOOCs i-zone

Additional Tools & Resources

WHY IS IT IMPORTANT TO MANAGE PERFORMANCE?

Frequent and regular reviews and catch ups, which are two- sided discussions, and at which the employee feels they have participated actively towards the outcome, will result in strong manager/employee relationships , and a high performing team. Reviewing performance helps the business create a high performance culture . It provides an opportunity to celebrate success and reward achievement and also to highlight areas which may need improved.

In Chivas Brothers our employees genuinely are our most important asset . But this is only true if we are getting the best from them. One essential way that we can do this is through effectively supporting and managing their performance . Performance management is about getting results . It’s about getting the best from people and helping them to achieve their potential . It’s about sharing the vision, purpose, aims and objectives of our business, helping employees to recognise their role in contributing to them. A well structured approach to performance management; improves individual, team and business performance, motivates and develops employees and enables you to succeed in your role as a line manager . Your leadership is critical to the achievement of your team’s performance and it is essential you help them to continuously improve through the setting of stretching objectives, effective development and great feedback .

WHEN DO WE REVIEW PERFORMANCE?

The performance management process in CBL provides us with three formal opportunities to set and review performance in each year;

Looking Forward (July – Sep)

Mid-Year Review (Jan – Mar)

Looking Back (July – Aug)

However, it is incredibly beneficial to make reviewing performance part of your team culture, and simply a way of working.

PERFORMANCE MANAGEMENT PROCESS

In addition to providing formal opportunities to meet with your team member to set and review objectives and discuss their progress against developing competence, the performance review meetings should also be a time to discuss career aspirations and create and review Learning Plans . This time together is crucial - plan dates for meetings well in advance and stick to them. Focussed one to one time with your employee improves motivation and engagement levels and demonstrates your willingness to invest in them .

The Chivas Performance Management Guidelines e-book contains all you need to know about the process , the on-line form, the timeframes and contains some tips on how to get the best out of your meetings .

The e-book can be accessed via the Tools and Resources page of this section and (click here for further information).

Remember your HR Partner is always available to provide you with support and guidance.

S.M.A.R.T. OBJECTIVES

It’s important to set objectives with specific , clear, well-defined targets, that state exactly what the employee is expected to achieve. Unspecific, vague objectives don’t motivate people. Every objective should be measurable - amounts, dates and figures. This way both employee and manager can recognise when objectives have been achieved, or to what degree. It allows for meaningful feedback – what does the employee need to do more of, less of, and how far they have progressed. Including measurements means performance can be discussed more objectively and helps avoid subjective feedback. Effective objectives need to be seen as achievable by the employee who is expected to achieve them. It’s great to be ambitious in what we are trying to achieve, but if objectives are unattainable, incompatible, or inconsistent, it will likely result in disengagement and demotivation. Objectives must be relevant to the employee’s role. When setting objectives, it’s important to consider each person’s characteristics, and match factors such as their ability, self-confidence and experience. Objectives should be time-bound – have specific completion dates and deadlines, then it’s obvious whether they’ve been completed or not. When someone is working on a number of objectives or projects simultaneously, it’s important to set them clear priorities, so that they can manage their time and resources.

S

Specific

M

Measurable

A

Achievable

R

Relevant

T

Time-bound

LEADERSHIP COMPETENCIES

The Pernod Ricard ambition is to become the global leader in wines and spirits . As a leader within Chivas Brothers you have a key role in helping to achieve this goal by: ✓ Being fully aligned with the Pernod Ricard and Chivas Brothers values, culture and business strategy ✓ Presenting your teams with a consistent and compelling vision of where the business is going and how we will get there ✓ Motivating, inspiring and developing your team/s

The Chivas Performance Management Process is designed to support our employee’s performance, development and achievement in all aspects of their role.

But you may ask, “Which is more important for me and my team – achieving objectives or performing well in the competencies?”

The short answer is both . Competencies are enablers that, when performed well, will naturally lead to objective achievement. Performing well in the competencies/values of the role = objective achievement.

Our Performance Management Process is about assessing whole job performance – WHAT an individual does and HOW they do it.

FUNCTIONAL SKILLSETS

Functional Skillsets have been defined for the main functions with Pernod Ricard, Brand Companies and Affiliates.

Functional Skillsets are used within CBL to provide:

Once proficiency levels have been defined, it is then possible to create Job Profiles for each of the relevant roles within the business area. The employee, or “job holder” , can then be assessed against the profile – identifying their functional strengths and areas for development in relation to their current role and future career aspirations . Development areas can then be discussed with the employee and relevant development solutions can be agreed and added to their Learning Plan . We are currently in the process of developing an on-line Competency Assessment tool to support the recording and management of competency assessments – watch this space!

▪ Clarity around level of functional ability required for each role

▪ A common framework for assessment , multi-skilling , development and s uccession management

Where Functional Skillsets exist within a business area they feature a mix of specific and general functional skills (usually between 8-12 skills). 4 proficiency levels (1-4) are defined for each of the skills to better reflect the job role requirements with expected abilities . e.g. if a senior role required project management of a portfolio of projects, the level of proficiency required would be higher than that of a role where the need is to complete project tasks.

WHY IS IT IMPORTANT TO DEVELOP OUR PEOPLE?

Within Chivas Brothers we recognise the importance of developing our people to be the best they can be. Training and development helps to ensure employees’ productivity. Spending time and money investing in our employees helps increase employee engagement and commitment to our business . Training can help employees understand how their work fits into our company's structure, mission, goals and achievements. As a result, employees can become more motivated about their work as they understand how what they do matters to the success of the organisation . Providing opportunities for continuous development is one of the best employee motivators . Continuous development will not always take the form of a training session . When considering how to support your employee’s development gaps it’s important to consider the right mechanism for their need - and for them as an individual. Learning options within CBL take the form of; soft skills training courses, technical training, Health & Safety courses, e-learning, leadership programmes, Pernod Ricard University programmes, on-the-job coaching & assessment, career placements, mentoring, conferences & seminars, further education, languages, qualifications etc. The best method – is the one which suits the need - and this may be a combination of several activities over a period of time .

It may be the case that attendance on a course = competency for the individual. However it’s much more likely that a course will just be the beginning – as the learning is then complimented by additional activities such as coaching and reviews . The Employee Development Team is always on hand to discuss your team’s needs. They can help you to consider the best options to support your team members, taking into account their current role, future career aspirations and the needs of your business area.

CHIVAS CASK

provides our employees with on-line access to:

ompetencies ssessments

Functional Skillsets, Leadership Competencies and Operating Procedures

records of assessments and Learning Plans

kills

identification of skills gaps and resources to support access to a wealth of learning & development solutions

nowledge

And to:

our on-line performance management system and e-book guidelines a place to store Job Descriptions, qualifications etc. providing line managers with data at a glance

MEANINGFUL LEARNING PLANS

As a manager it is your responsibility to create meaningful Learning Plans for your direct reports. These should support:

▪ Ability levels and development needs for current role ▪ Development in support of future career aspirations ▪ Mandatory Health & Safety training (by role)

…………

Needs and options should be discussed and agreed together.

…………

For further guidance on using the system, click here

Responsibilities :

Employees – proactively managing and updating their Learning Plan by sourcing best options, enrolling in classes, completing e-learning etc. Managers – taking time to have great development conversations, providing feedback and

agreeing development needs, reviewing progress of Learning Plans ED – delivery of solutions, support & guidance on best options

GIVING FEEDBACK

GREAT CONVERSATIONS

A Harvard study reveals that employees need only demonstrate 31% of their true capability in order to do the basics. Which means 69% is up for grabs! “But what could prevent employees not reach their full potential?”

The top 4 reasons are;

A good leader taps into a great proportion of that discretionary effort – and it starts with creating clarity (or indeed removing ambiguity) around four items; clarity of purpose, clear objectives, roles and responsibilities and behavioural do’s and don‘ts. Fulfil clarity on these four items and you have gone a long way to inspiring better performance.

a) They don’t know what they’re supposed to do b) They don’t know how to do it c) They don’t know why they should do it d) They think they are already doing it (lack of feedback)

In spite of the mechanics of business – strategies, structures, processes, policies, systems, plans and projects – it is the interactions between people that drive the business machine. After all, projects don’t deliver themselves. All 4 reasons (above) why people don’t do what they need to do can be resolved through one medium – a meaningful interaction with a great conversation.

Want to find out ways give more meaning to your interactions and have a great conversation? Look out for the upcoming development session…...

POLICIES, PROCEDURES & GUIDELINES

ALL TOOLS ARE AVAILBLE VIA THE PEOPLE SECTION OF CHIVAS SPIRIT

Management Development

Pernod Ricard University’s aim is to provide PR Talents with Learning & Development (L&D) opportunities in order to reach excellence in their functional skills and develop their leadership abilities.

For competency assessment, learning solutions, on-line Chivas Performance and more - access Chivas CASK here

Within Chivas Brothers we support our current managers and our managers of the future through our internal Management

Looking for our company specific on- line development? Access the range of Pernod Ricard MOOC’s (e-learning courses) including targets and guidance here

The i-zone, our CBL on-line learning portal, provides a wealth of learning to help you create meaningful development plans for your team members enabling them to realise their full potential.

Development Programmes.

You can discover more about programme content and delegate suitability here

Click here to find out more.

Have a look at what’s available here

Topic

Content overview

Benefits of absence management

Why is it important to manage Absence?

Types Reasons Responsibilities

Understanding absence

Timelines and approach

Absence Process

Short and long term absence management approach Referral process

Managing different types of absence

Purpose, benefits and approach

Return to work interview

Relevant policies etc.

Policies , Procedures & Guidelines

Training Programmes Employee Assistance Programme CIPD i-zone

Additional Tools & Resources

WHY IS IT IMPORTANT TO MANAGE ABSENCE?

We all accept that people are going to be off work from time to time, for a range of reasons. However, employee absence can have a significant impact on our business; ▪ High levels of absence affects the morale of the team and department ▪ It disrupts achievement of goals and business objectives ▪ Making it difficult to plan effectively ▪ Poorly handled absence could result in potential claims Therefore its important that everyone understands their responsibilities regarding absence – and, as a manager, you need to ensure you communicate what’s expected and know how to deal with absence effectively.

A company absence policy ensures that all employees are treated in a fair and consistent way and are encouraged to seek help and support with any problems they may have which may result in non-attendance at work. The CBL absence policy provides a framework for a consistent approach to managing absence which fully meets the needs of our business , protects our employees and complies with UK employment legislation .

As a manager you need to; ▪ Understand the absence policy and processes ▪ Know why the employee is off and for how long

▪ Recognise possible patterns of absence and how to address these ▪ Understand the approach to long-term absence and referral process ▪ Manage your employee’s return to work

UNDERSTANDING ABSENCE

There are different types of absence:

The most common reasons for absence are:

▪ short-term sickness absence ▪ long-term sickness absence

▪ other authorised absences , including annual leave; maternity, paternity, adoption, or parental leave; time off for public or trade union duties, or to care for dependents; compassionate leave ▪ unauthorised absence or persistent lateness.

▪ Back Pain ▪ Stress ▪ Minor illnesses ▪ Musculo-Skeletal

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▪ Recurring Medical Conditions ▪ Home / family responsibilities ▪ Work related injuries / accidents

Responsibilities :

Employees - reading, understanding and adhering to absence policy procedures. Managers - ensuring policy procedure is followed, completion of relevant documentation, Initiation and completion of return to work discussion and form. HR – administration, maintenance of policy, support & guidance

It is important that we treat each case, where there is a genuine illness, with sympathy , understanding and compassion .

Employee calls (speaks to) line manager within 1 hour of starting work (ideally before) to advise of absence.

Employee states reason for absence, possible duration of absence and if attending GP .

Manager should discuss any work issues with employee .

Certification requirements: - absence < 7 days - self certificate

Absence after 3 days - employee should contact their manager to update on illness and if absence is likely to continue after 7 days .

Manager initiates the return to work form.

- absence > 7 days - medical certificate

Return to work interview held within 3 days of employees return (preferably on day of return).

Line Manager completes return to work form at return to work interview.

Completed form returned to Fiona McAulay, HR Dept, Paisley.

Effective interventions for managing short-term absence include: ▪ return-to-work interviews ▪ use of triggers to review attendance ▪ providing leave for family circumstances ▪ involving occupational health professionals ▪ flexible working ▪ employee assistance programme ▪ potential disciplinary procedures for unacceptable absence levels ▪ restricting sick pay

Effective approaches to managing long-term Absence are: ▪ seeking to understand the true medical position through your conversations with the employee and via the Occupational Health team ▪ you and Occ Health should consult and maintain regular contact with employee throughout the period of absence ▪ consider adjustments / alternative employment / training for the employee, in consultation with Occ Health ▪ a flexible working approach may be beneficial

Employees should be referred to Occ Health when: ▪ there are recurrent periods of absence ▪ there is an absence of + 2 wks ▪ the employee has sustained an injury at work ▪ the employee has developed possible work related symptoms ▪ there is any illness or injury

which may impact on work performance or attendance

Referrals should be discussed with the employee and completed forms sent to Occ Health, they will then make contact with the employee and agree appropriate next steps.

THE RETURN TO WORK INTERVIEW

Where required, emphasise the impact of the absence on the business/their team and discuss working arrangements. Address any problems that may be causing or contributing to the absence. The return to work interview is an opportunity provide support, advice and potentially agree an improvement plan , in order to improve attendance. It’s important to keep a track of the conversation through documented notes . The return to work interview makes the employee feel welcome and valued upon return. Make sure they are fit to be back at work and identify the reason for the absence. Discuss their state of health and find out if there is any underlying cause for the absence.

The interview can help identify short-term absence problems at an early stage . Prepare for the meeting in advance, have previous absence records with you. Review number of days absent, reasons for absence and if there is a pattern of absence . As employees we all have an obligation to fulfil our contractual requirements and our attendance is our responsibility , therefore it is important to follow the same process even if the employee has an excellent attendance record The threshold for entering an absence review process is; • Absence level greater than 4% over a 12 month rolling period OR • 4 unrelated occasions of absence in a 12 month rolling period

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RETURN TO WORK

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Topic

Content overview

Overview of capability

What is Capability Management?

Definitions and approach

Capability and Conduct – the difference

Causes and solutions

Causes of under performance

Stages and approach

Managing Capability - the process

Tips and techniques

Capability Key points

Relevant policies etc.

Policies , Procedures & Guidelines

Training Programmes Employee Assistance Programme CIPD i-zone

Additional Tools & Resources

WHAT IS CAPABILITY MANAGEMENT?

" Capability " refers to an employee's skills, ability, aptitude and knowledge in relation to the job that he or she is employed to do.

Very few employees choose to perform their work badly, make mistakes, fail to complete tasks or have poor relationships with colleagues or customers.

A lack of capability will, in most cases, lead to unsatisfactory job performance , which may result in objectives not being achieved and have an impact on both the employee's colleagues and you, as their manager. In the event that an employee is underperforming you should be prepared to examine the circumstances and give support to the individual to help them improve and reach the required standard of competence - rather than contemplating disciplinary action. Take appropriate action as soon as it is noticed that the employee is not performing certain aspects of their role satisfactorily. Delaying - or worse doing nothing - may cause the performance problem to escalate .

A lack of capability exists where, no matter how hard an employee tries, they are simply unable to perform the job to the required standard. It is the agreed standard that is relevant, and no t the line manager's personal opinion of the employee.

The result of this could be that you have to deal with a major crisis caused by underperformance rather than dealing with a problem while it is still in its infancy.

CAPABILITY AND CONDUCT – THE DIFFERENCE

One of the key distinctions between capability and conduct is that lack of capability will usually be outside the employee's direct control, whereas employees do have control over their conduct at work. e.g. it would be unrealistic to blame an employee for poor job performance if the cause of the problem is lack of training.

If an employee fails to come up to required standards due to their own carelessness, negligence or idleness, this will not constitute incapability , but could be regarded as misconduct .

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A lack of effort in applying skill and knowledge is, on the other hand, absolutely within the employee's control.

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In the event of under-performance, it is very important you try to identify the root cause of the issue and then deal with it accordingly.

It can sometimes be difficult to establish whether an employee's poor performance is due to inherent incapability or to lack of effort, laziness or indeed negligence. In some cases, there actually may be an element of both . As a manager you should aim to give the employee the benefit of the doubt initially and manage their performance - rather than immediately instituting disciplinary proceedings.

CAUSES OF UNDER PERFORMANCE

Causes of under performance include :

None of these issues are the employee's fault - other than the last two items on the above list, they are all arguably within your control as the manager. With under-performance the first step is investigate the underlying cause through discussion with the employee. The solution will flow from the cause, and may involve actions such as: ✓ training the employee's supervisor in "people management" skills

➢ inadequate or insufficient training ➢ poor systems of work, out-of-date policies or inadequate procedures which prevent efficient or effective work ➢ poor tools or equipment ➢ poor or inadequate management and/or support; ➢ employee lack of understanding of job duties, priorities or goals, which may arise due to lack of explanation or feedback ➢ unclear instructions ➢ large work overload causing stress or fatigue ➢ unrealistic targets or deadlines ➢ poor working relationships ➢ bullying or harassment ➢ physical or mental ill health ➢ personal problems

✓ coaching the employee ✓ improving communication ✓ rewriting procedures ✓ reappraising job duties or targets.

If you can remove or reduce the causes, the employee's performance is likely to improve .

Meet with the employee to discuss the possible cause of under performance. Ensure they understand the meeting is investigatory and not part of the disciplinary procedure.

Highlight the problem, explain why it is a problem and the potential consequences for the business due to mistakes / missed deadlines etc.

Give specific examples of instances when their performance has fallen below the required standard.

Consider any mitigating factors e.g. personal problems. Restate expectations in terms of job duties, outputs and targets.

Ask the employee's opinion on what they can do to achieve improvement. Seek to agree specific remedial action points – related to the cause of the under- performance.

Seek agreement that there is a problem with aspects of their performance. Ask them what they think the root cause may be.

Keep a record of the meeting and what has been agreed. The records are confidential will be necessary should under performance continue.

Agree a timescale for the improvement to be achieved and the level of improvement required. Give specific, achievable and measurable targets.

Arrange training where appropriate. Schedule a follow-up meeting to review performance - and make sure the meeting takes place! .

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