Individual Development Plan (Page 20 of 30) in pdf

Meets and Exceeds the Expectations of Customers

Rating:

Taking action with the needs in mind of customers inside and outside of FedEx Ground. Seeking information that will improve FedEx Ground services and

products. Using the quality process to ensure continuous improvement.

Somewhat

More than

No Action Taken

Meets Expectations

To Improve

Below Expectations

Meets Expectations

Exceeds Expectations

•

Does not take into consideration how

Works to ensure that all products and

Understands the customer’s business

business processes or changes ultimately

services are meeting/exceeding the

drivers and aligns products and services to

affect the customer.

expectations of the customers.

ensure significant value for customers.

•

Is not concerned about the

Encourages employees to seek

Continuously looks for ways of doing

customer’s perception of

customer feedback; views feedback as an

things better, faster, and at a lower cost while

products/services; puts forth minimal effort

opportunity for improvement.

maintaining focus on providing value to the

to understand customer needs before

customer.

establishing strategies or goals.

•

Does not take the time to determine

Assures all tasks and business

Turns even the most difficult customer

what the customer needs, and to align

decisions are ultimately in line with

situations into a positive experience for the

business strategies with those needs.

providing the best possible products and

customer and a “win” for the company.

services to customers, supporting the

Service Culture.

•

Uses inappropriate methods for

Builds a Service Culture mentality

Constructively uses customer

handling difficult customer interactions;

within own team by motivating and

feedback to evaluate current systems and

actions may escalate the situation.

rewarding those who provide superior

processes and make recommendations for

service.

improvement.

Develops Skills and Abilities of Others

Rating:

Building the skills and abilities of employees, providing stretching assignments and compelling employees to plan and develop. Accepting development of

employees as a building block for organizational success.

Somewhat

More than

No Action Taken

To Improve

Below Expectations

Meets Expectations

Exceeds Expectations

•

Tells people what to do versus

Collaborates with each employee to

Engages others in developmental

engaging them in decision-making to

create a personal development plan with

discussions in order to ensure buy-in and to

ensure buy-in and commitment.

specific objectives, goals, timelines,

gain commitment to developmental goals.

expectations and measures of results.

•

Provides little or ineffective direction,

Provides coaching, an appropriate

Helps others identify their own

coaching, or support to others as they work

level of support, and timely feedback.

personal strengths and weaknesses, and

toward goals.

incorporates those into their personal and

career objectives.

•

Takes little action to facilitate the

Considers past experience,

Places a high priority on developing

personal development of others; focuses

educational achievement, and assessment

talent within the organization; eagerly serves

primarily on own personal achievements

of competencies against future positions

as a mentor; motivates others to view

and career progression; may even thwart

when building succession plans.

developmental areas as opportunities to

the advancement efforts of others.

grow and achieve greater successes;

challenges others to assume responsibility

for personal development.

•

Does not follow-up on development

Regularly monitors performance

Views development as an ongoing

plans; does not reward or recognize

plans in order to ensure goal attainment

process and continually motivates others to

successes; reacts negatively to failures of

and modify the plan as needed; rewards

identify growth and learning opportunities.

others.

and recognizes successes; views failures

as opportunities to learn and grow.

•

Identifies appropriate business

Celebrates each person's small steps

opportunities that will develop the

toward goal achievement; helps others

knowledge/skill base for purposes of

manage responses to failure by redirecting

succession planning.

them to future opportunities.

Demonstrates Accountability

Rating:

Stepping forward to take the lead, even when disapproved of by peers or politically risky to do so. Taking initiative and responsibility in resolving challenging

issues and emergency situations. Holding people accountable through clear goals and consistent follow-up.

Somewhat

More than

No Action Taken

Meets Expectations

To Improve

Below Expectations

Meets Expectations

Exceeds Expectations

•

Is not results focused OR ignores or

Follows established processes,

Participates in the development of

"works around" established processes and

standards, and safety guidelines in holding

processes, standards and safety guidelines

guidelines in order to attain results;

self and others accountable for results;

that maximize efficiencies and guide others

accepts responsibility for successes, but

accepts responsibility for failures and errors

in driving results throughout the organization.

blames others and outside forces for

made by self and the team.

failures and errors.

•

Communicates vague expectations,

Communicates clear expectations,

Transforms the thinking and work

works inefficiently and is unavailable to

works hard and supports others in the

approach of others to focus on results and

support others in the pursuit of goal

pursuit of goal attainment; monitors

forward progress; creates an atmosphere

attainment; does not follow-up

progress, implements consequences and

where others feel comfortable admitting and

appropriately and fails to provide timely

delivers rewards as appropriate.

learning from mistakes and celebrating

and accurate feedback regarding

successes.

successes and failures.

•

Avoids making unpopular decisions

Is willing to make unpopular

Steps up to the plate to resolve

and/or is risk averse, which results in

decisions and take reasonable risks in

challenging problems and provide direction

maintaining the status quo.

order to meet the best interests of

to others, despite potential negative

customers and the organization.

reactions; takes calculated risks that push

the organization to the next level.

•

Undermines own credibility as a

Uses good judgment and sound

Sets the standard for ethical behavior

leader by engaging in questionable ethical

business ethics to build a trust and respect

and sound judgment, thereby building a

Page 2 of 3

behavior or using poor judgment.

as a leader.

reputation as trusted leader whose authority

is unquestioned.

•

Consistently applies the above

behaviors across all locations he/she

supervises.

Individual Development Plan Page 20

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