John Deere

Page 2 of 2 John Deere continues to refine and adapt its processes based on feedback from its participants. Within the last 2 years, John Deere changed its performance rating scale. “We had feedback from employees that our previous scale was de-motivating,” said Chesmore. “We’ve developed a new rating scale with behavioral examples in order to assist managers in differentiating levels of performance.” The previous scale provided rating options for: Far exceeds Exceeds Fully meets Does not fully meet Fails to meet The new scale offers the following choices to managers: Outstanding Highly successful Successful Learning (An option used to rate employees in new roles) Needs improvement (Defines a situation that requires an employee to get performance back on track.) Unsatisfactory Competency assessments, position responsibilities and stretch goals are included in the employee’s overall rating. Development goals are also established, but those are not part of a final performance rating. Phyllis Bleymeyer, Manager of Performance Development, said the move to a global performance management process also was linked with a job re-evaluation project to consolidate and standardize job profiles. “During that process, we identified 5 competencies for each job that are automatically populated onto an employee’s performance plan,” she said. “Managers assess each critical competency annually. They are also asked to comment on how an employee’s competency rating ties to their performance and development.” John Deere uses Softscape software for their performance management process. SAP serves as their Human Resources Information System (HRIS). The SAP environment provides employee self-service for career planning activities including an internal resume. A web application offers managers a special area where they can get tips on career coaching and development suggestions to support their efforts to develop team members. John Deere’s Chesmore and Bleymeyer believe the mechanics of the global process are fairly well in hand. Their new focus is on helping managers improve their skills for holding performance discussions. “Best practice companies conduct training on performance management every year,” Chesmore said. John Deere’s participation in performance management reaches the 98% mark annually. No one has commented on this article. You are encouraged to offer your thoughts and comments in this dialog. Name: E-mail: (required) Company: Comment(s): << Start < Prev 1 2 Next > End >>