Development Planning

Development Planning
Shaping the future now

Agenda

3

Employee journey
in today’s world

You in support of
employee
development

The toolkit and the
development
planning process

Constructing
development
items

Development
planning
conversations

Module 1
The Employee journey

4

Open Ended

What does being employee-centric mean for you both as an employee and as a leader of others?

Employee Value
Proposition (EVP)

– Focuses on what Sandvik offers to us,
the overall work experience, benefits,
and rewards.

– Supports creating employee-centric
“moments that matter” through entire
employee journey from attracting and
recruiting through off-boarding

Module 1

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Employee Value Proposition

Our EVP enhances key
moments that matter

Module 1

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Our integrated EVP delivers on our promise
to current and future employees
throughout the complete employee journey

Attract

Introduce
and onboard

Recruit

Engage

Perform

Reward

Develop in
new role

Leave as
a Sandvik
Ambassador

Develop

Grow
new roles at
Sandvik

Employee Value Proposition

Module 2
You in support of employee
development

8

Multiple Choice

What time of the year do Development Planning activities occur?

• Q1

• Q2

• Q3

• Q4

• Throughout the year

Performance
Management
Cycle

– Individual development planning is
part of the overall Performance
Management cycle

– Conversations and collaboration are
ongoing!

9

Q1

Q2

Q3

Q4

Annual Salary
Review

Succession
and talent
reviews

QPulse

Mid-Year
Performance
Review

Performance Dialogues

Gather Feedback

Self-evaluation

Assess Potential

QPulse

QPulse
QPulse

Planning for 2024 Add
OKRs & Individual
Development Items

Open Ended

What is your role as a manger in supporting the development of your teams?

Roles and Responsibilities
Development Conversations

Employee

Manager

– Promote an inclusive culture of
continuous learning and
development

– Understand and communicate the
business vision and strategy

– Encourage and support employee’s
career development process

– Advise and coach employees on
appropriate development
opportunities, career moves, etc.

– Provide ongoing feedback on your
employee’s development

– Asks for progress updates from your
employees continuously

10

– Owner of their own career
development process

– Develop an understanding of the
competencies needed for success in
current role and future opportunities.

– Initiates ongoing career development
conversations with their manager

– Creates an action plan for own
development

– Asks for feedback from their manager
continuously

– Supports coworkers by sharing their
own knowledge and competences.

Human Resources

– Shares knowledge of the
process, steps and tools with the
management team and employees

– Coaches, supports and challenges

– Provides recommendations
about training opportunities

Poll

Sandvik Employee, Expert, and Leadership models

How many of you are familiar with Sandvi's Employee, Expert, and Leadership models that show the expectations of each type of employee?

• I'm not familiar

• I've heard they exist but don't know what is included

• I am very familiar with them

• I have a general idea

•Integral component of expectations
on all

•Shows awareness of personal
impact on others

•Stays curious, seeks feedback and
takes responsibility for own
development

•Is authentic and compassionate

•Acts with integrity and builds trust

Module 2

Self-awareness as a
leader and employee

16

Open Ended

What obstacles might be preventing you from building development plans?

Self awareness – Johari
Window

• 4 areas

• Traits and behaviors

• We are aware of, and others are as
well – “Open”

• We are aware of, but others are not –
“Hidden”

• We are not aware of, but others are –
“Blind spots”

• We are not aware of, and others are
not as well – “Unknown”

Module 2

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Open area

Hidden

Unknown

Blind spot

Things I don’t know about me

Things others
know about me

Things I know about me

Things others
don’t know
about me

Multiple Select

Why should we use the Johari window as a tool to support the development efforts of others?

• Build trust through sharing information about yourself.

• Improve own self-awareness by discovering what other people think about you

• Improve communication and team interpersonal relationships.

Self awareness

– Explore more about self awareness

– Strengthen Your Capabilities –
“Building Self-Awareness”

– Curated playlist

– LinkedIn Learning

Self Awareness courses, videos, collections

– SGL – Sandvik Global Leadership course

– Focus on importance of self-awareness

– Opportunities for reflection and growth as a
leader

Module 2

19

Photo credit: Vondrell Leadership

10 minute break

20

Module 3
The toolkit and development
planning

21

Multiple Choice

What are the components of the 70:20:10 approach to learning?

• 70% Job Experience

  20% Collaboration

  10% Formal Learning

• 70% Collaboration

  20% Formal Learning

  10% Collaboration

• 70% Formal Learning

  20% Collaboration

  10% Job Experience

The 70:20:10 Approach to Learning

•70% Job Experience

•20% Collaboration

•10% Formal Learning

Module 3

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Learning on the job

Learning from
others

Participating in
Training
Classes

Intranet Page

Poll

Have you worked with your direct reports to establish on-the-job training as part of their development planning?

• Yes

• No

​Employee Development Planning timeline snapshot

Multiple Choice

Whose responsibility is it ultimately to drive learning and development at Sandvik?

• Managers

• Employees

• Senior Leaders

• Human Resources

Multiple Choice

You have collaborated with your team, approved development plans and they have been added to Workday. As a manager are your responsibilities completed?

• Yes

• No

–Solo brainstorming session

–Starting point in any gap
analysis

– What skills am I good at in my role?

– What skills do I need to improve or
grow in my current role?

– What behaviors in the Sandvik
employee model do I need to work on
developing further?
–Template provided

Module 3

Step 1: Where am I right
now?

25

DEVELOPMENT PLANNING FOR EMPLOYEES - Dan Gauthier

STEP 1: Where am I right now?

Development Planning
STEP 1: Where am I right now?
Page 1 of 1

Skills I am good at in my current role

Skills I want/need to improve in my current role
and skills I need to have for roles I am interested in

Strategy Development

Negotiation

People Leadership/Performance Management

Holistic Business Approach - outside of ROTO

Communication

Knoweldge of Divisions outside of Rock Tools

Business forecasting and planning

Business Development

Use Step 1 of the template to document one or
two skills you are good at and one or two skills
you wish to improve.

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–What do I enjoy doing?

–What am I doing when I feel
most excited or motivated at
Sandvik?

–Do I prefer leading a group,
working with peers or working
alone?

–What energizes me? What
drains my energy?

–What other roles at Sandvik
am I interested in?

–Step 2 template provided

Module 3

Step 2: Where do you want
to go?

27

DEVELOPMENT PLANNING FOR EMPLOYEES - Dan Gauthier

STEP 2: Where do I want to go?

Development Planning
STEP 2: Where do I want to go?
Page 1 of 1

Question

My input

What do I enjoy doing?

What am I doing when I feel most excited or

motivated working at Sandvik?

Do I prefer leading a group, working with peers or

working alone?

What energizes me at Sandvik?

What other roles at Sandvik am I interested in?

What are my career ambitions?

How does my current role fit with my career

vision/ambitions?

Connecting with people, helping others, learning about our business and our
customers

Developping ideas that can further our organization

I love them all equaly but in different situations

The sheer opportunities both internally and externally

SA Leadership, Division/Product Line Leadership

SA Leadership, Division/Product Line Leadership

It is a good starting point and provides opportunities to prepare myself these
roles.

Use Step 2 of the template to focus on
“Where do I want to go?”

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Step 3: Identify the gaps
Module 3

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Use Step 3 to input one or two skills and
complete the template for those one or two
skills.

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Step 4: Prioritize to start drafting your journey

Current responsibilities, tasks, future role interests

– Prioritize the list of skills
– Your choice – can be ones with biggest gap,
immediate need, biggest interest

– Answer questions in last column to focus on the
70 and 20
– What activities can I engage in on the job to increase
my skill with . . .?
– Whom do I need to contact?
– Whom can I work with?

Module 3

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Step 4: Prioritize to start drafting your journey (cont’d.)

Current responsibilities, tasks, future role interests

– “The 10” - Training Courses, Certifications,
Degrees

– List any training courses you wish to complete.
– Should support development items
– Include activities you will engage in after the course
to apply your learning on the job.

– Explore existing platforms
– Workday Learning
– Strengthen Your Capabilities
– LinkedIn Learning
– Adobe Learning

Module 3

32

STEP 5 – The rest is up to you!

We can’t say “this is the final step” because
the next step begins the real process of
working to achieve your development goals.
Invest in yourself to make it happen!
Step 5 has a several components

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Open Ended

Do you see any obstacles that might make it difficult to implement these toolkits with your employees?

Open Ended

Take a few minutes to reflect on your own development.

Will you do anything differently moving forward regarding your own development as a leader?

Module 4
Constructing development items

35

Objectives and Key Results (OKR)

Module 4

I will have 100% of my team’s development plans in

Workday by March 29 as measured by

•Conducting development planning training by
December 15,

•Completing development planning discussions
with each team member by March 1

•Approving development plans that have been
added to Workday by March 29

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Example

Objectives and Key Results (OKR) samples

– I will increase my skills at facilitation by

end of Q1 2024, as measured by

– facilitating 3 upcoming project updates with
the team, getting feedback from them and my
facilitation coach

– facilitate a new hire training session by the
end of Q4 and gain feedback on
effectiveness.

– meet once per month with my facilitation
coach to discuss progress and areas of
growth.

– I will increase my technical skills with
BEV by end of 2024, as measured by

– successful completion of the SAE
International BEV course with a 90 or greater
score on assessment,

– participating in each monthly meeting with
the Control Systems team,

– attending 2 product launches

– participating in 2 product testing activities.

Practice

Write out one or two goals based on your own input
regarding skills development.

38

Module 5
Development Planning
Conversations

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Roles and Responsibilities
Development Conversations

Employee

Manager

– Promote an inclusive culture of
continuous learning and
development

– Understand and communicate the
business vision and strategy

– Encourage and support employee’s
career development process

– Advise and coach employees on
appropriate development
opportunities, career moves, etc.

– Provide ongoing feedback on your
employee’s development

– Asks for progress updates from your
employees continuously

40

– Owner of their own career
development process

– Develop an understanding of the
competencies needed for success in
current role and future opportunities.

– Initiates ongoing career development
conversations with their manager

– Creates an action plan for own
development

– Asks for feedback from their manager
continuously

– Supports coworkers by sharing their
own knowledge and competences.

Human Resources

– Shares knowledge of the
process, steps and tools with the
management team and employees

– Coaches, supports and challenges

– Provides recommendations
about training opportunities

Preparation for
Development
Conversations

Employee Preparation

– One (+) month prior to
development conversation:

– Meet with and go through
development planning toolkit with
employees

– Give employees 3 weeks (approx.) to
complete prior to development
conversation

– 1-2 weeks prior to development
conversation:

– Review:

– Past IDP discussions and plans

– SMR strategic direction and
business needs

– Possible upskilling opportunities

– Your view of employee’s areas of
strength with specific examples and
growth opportunities

Manager Preparation

– One (+) month prior to
development conversation:

– Meet with manager to go through
development planning toolkit

– Set meeting date (3+ weeks out) for
development conversation

– 3+ weeks prior to development
conversation:

– Work on and complete development
planning toolkit

– Confirm meeting date, time and
location with manager to discuss
and finalize

– Plan to bring completed templates to
meeting.

Module 5

41

Think about:

– Have you allocated a decent amount of
time for the meeting?

– Is the surrounding environment
conducive to concentrating on the
discussion?

– What questions will you ask?

– Are they open-ended questions to
generate discussion with the employee?
– Are you focused on actively listening to
your employee to understand and not
to simply reply?

– Are you prepared to drill deeper into
discussions to get to the heart of any
matters?

Module 5

Development
Conversations – day of the
meeting

42

– Overview of meeting

– Manager welcomes employee, safety overview,
catches up and shares agenda,

– Discuss strengths (from Step 1 template)
– Employee goes first
– Manager goes next

– Discuss areas of growth (from Step 1 template)
– Employee goes first
– Manager goes next

– Manager and employee discuss any additional
opportunities not considered

– Employee drives discussion of current
proficiencies, priority skills and activities for
development and training classes (70 20 10)

– Manager and employee review final
development items –i.e. do they pass the “SMART” test, etc.?

– Manager gives verbal approval and next step
(employee to enter plans into Workday)

Module 5

Development
Conversations - Agenda

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46

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Best practices for
development
planning
conversations

Best practices

– Employee owns their
development and does the
“heavy lifting” when creating
their development plan draft

– Use the templates and instructions
– Collaboration with employee is
key

– Allow the employee to lead
discussion when offering areas
of strength and growth

– Ask open ended questions during
discussions

– Managers share ideas for
development opportunities, but
employees should have ultimate
say.

Avoid

– Manager doing the majority of
the work – this is employee’s
responsibility

– Manager “telling” as opposed to
asking

– Leads to not being heard

– Negatively affects employee
investment in self-development

– Adversely affects employee
engagement

– Waiting until the last minute to
plan for development
conversations

Module 5

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What’s Next?

Module 5

–Study the toolkit to become
more familiar with the
content and process

–Set appointment(s) with your
direct reports

– at least one month before
scheduling development
conversation to go through the
toolkit.

– for development conversations
about 4-6 weeks after going
through the toolkit.

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Resources

Articles, Courses, Podcasts on Employee Development

Module 5

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​Employee Development Planning timeline snapshot

Thank you!

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