2016-2017
Employee
Company:
Name:
Position:
Manager
Position Start date:
(dd/mm/yyy)
Name:
Company:
Position:
Position Start date:
(dd/mm/yyy)
We invite you to refer to the “Performance & Career Review Guide” before completing this form. It
will guide you along each section and it is accessible from any device:
http://lvmh-individual-review.com
I
PERFORMANCE ASSESSMENT
OVERVIEW OF 2016 (BY THE EMPLOYEE)
Employee's comments
2016 ACHIEVEMENTS
E = Employee
M = Manager
2016 Objectives:
1.
2.
3.
4.
5.
6.“Talent & Organization Development”
objective
Exceeded
E
M
E
M
E
M
E
M
E
M
E
M
7. Other accomplishments, contributions during the year:
Achieved
Partially
Achieved
Not
achieved
LVMH COMPETENCIES
Identify in the list below the three competencies critical to your function / organization. If there is a gap
between the assessment of the employee and the manager, make sure it is considered during the
discussion.
A description of each LVMH competency is given in the appendix.
E = Employee M = Manager
Key
Strength
LVMH competency
Creativity/ innovation management
Strategic agility
Managing vision and purpose
Customer focus
Building effective teams
Motivating others
Drive for results
Dealing with ambiguity
Integrity and trust
Delegation
Development
opportunity
Non
Applicable
E
M
E
M
E
M
E
M
E
M
E
M
E
M
E
M
E
M
E
M
Identify, if necessary, the specific competencies in the position and/or your company (technical
competencies, languages etc.).
E
M
E
M
OVERALL APPRAISAL (BY THE MANAGER)





Outstanding
Exceeds objectives
Achieves objectives
Partially achieves objectives
Does not meet expectations
Manager’s comments:
Provide a qualitative evaluation of the yearly performance (results + competencies) pointing out the
main strengths and the areas to be developed.
2017 OBJECTIVES
Define a maximum of six objectives related to the strategy of the company and the objectives of the
department. These objectives must be S.M.A.R.T. (Specific, Measurable, Achievable, Realistic, Time related)
and should refer to success measures/KPIs
Dedicate at least one objective to your individual contribution to building talent’s progression and
organizational upgrade.
Potential topics:
Foster career progression of your team members within your organization and LVMH Group
Provide development opportunities for your team
Maximize engagement to limit undesirable turn-over
Contribute to the agility and attractiveness of your organization and LVMH Group
2017 Objectives proposed by Employee:
2017 Objectives validated by Manager:
1.
1.
2.
2.
3.
3.
4.
4.
5.
5.
6. “Talent & Organization Development”
objective
6. “Talent & Organization Development”
objective
II
CAREER
SHORT TERM AND LONG TERM CAREER ASPIRATIONS & PERSPECTIVES
WITHIN THE MAISONS AND LVMH
For instance: new assignment within the current job, more responsibility, vertical and lateral moves,
functional / geographical moves…
Employee’s comments:
Manager’s comments:
DEVELOPMENT ACTIONS
Development actions undertaken in 2016
Employee’s suggestions:
Manager’s suggestions:
Development actions for the future
Employee’s suggestions: indicate what would keep you engaged
Manager’s suggestions: indicate the priorities and the target completion date
III
SIGNATURES
Date (dd/mm/yyy):
Signatures:
Employee
Manager (N+1)
Manager (N+2)
The employee’s signature does not indicate his/her agreement, but only that the document has been
presented to him/her.
IV
APPENDIX
LVMH COMPETENCIES
CREATIVITY / INNOVATION MANAGEMENT
MOTIVATING OTHERS
Comes up with a lot of new and unique ideas; easily
makes connections among previously unrelated
notions; tends to be seen as original and value-added
in brainstorming settings.
Creates a climate in which people want to do their
best; can motivate many kinds of direct reports and
team or project members; can assess each person’s
hot button and use it to get the best out of him/her;
pushes tasks and decisions down; empowers others;
invites input from each person and shares ownership
and visibility; makes each individual feel his/her work
is important; is someone people like working for and
with.
Is good at bringing the creative ideas of others to
market; has good judgment about which creative
ideas and suggestions will work; has a sense about
managing the creative process of others; can facilitate
effective brainstorming; can project how potential
ideas may play out in the market place.
STRATEGIC AGILITY
DRIVE FOR RESULTS
Sees
ahead
clearly;
can
anticipate
future
consequences and trends accurately; has broad
knowledge and perspective; is future oriented; can
articulately paint credible pictures and visions of
possibilities and likelihood; can create competitive and
breakthrough strategies and plans.
Can be counted on to exceed goals successfully; is
constantly and consistently one of the top
performers; very bottom-line oriented; self-mobilize
and mobilize others for results.
MANAGING VISION & PURPOSE
DEALING WITH AMBIGUITY
Communicates a compelling and inspired vision or
sense of core purpose; talks beyond today; talks about
possibilities; is optimistic; creates mileposts and symbols
to rally support behind the vision; makes the vision
sharable by everyone; can inspire and motivate entire
units or organizations.
Can effectively cope with change; can shift gears
comfortably; can decide and act without having the
total picture; isn’t upset when things are up in the air;
doesn’t have to finish things before moving on; can
comfortably handle risk and uncertainty.
CUSTOMER FOCUS
INTEGRITY AND TRUST
Is dedicated to meeting the expectations and
requirements of internal and external customers; gets
first-hand customer information and uses it for
improvements in products and services; acts with
customers in mind; establishes and maintains effective
relationships with customers and gains their trust and
respect.
Is widely trusted; is seen as a direct, truthful individual;
can present the unvarnished truth in an appropriate
and helpful manner; keeps confidences; admits
mistakes; doesn’t misrepresent him/herself for
personal gain.
BUILDING EFFECTIVE TEAMS
DELEGATION
Blends people into teams when needed; creates
strong morale and spirit in his/her team; shares wins and
successes; fosters open dialogue; lets people finish and
be responsible for their work; defines success in terms of
the whole team; creates a feeling of belonging in the
team.
Clearly and comfortably delegates both routine and
important tasks and decisions; broadly shares both
responsibility and accountability; tends to trust
people to perform; lets direct reports finish their own
work.
PERFORMANCE LEVELS
OUTSTANDING
Performance is clearly exceptional.
Performance reflects competence, reliability and the capability to exceed the objectives with a high
degree of autonomy and an exemplary behaviour.
EXCEEDS OBJECTIVES
Performance is over and above what is required.
The results exceed most of set objectives.
Performance level demonstrates the capability to identify problems and to provide solutions with little
supervision.
ACHIEVES OBJECTIVES
Performance is entirely satisfactory.
Set objectives are achieved.
Work is performed with a minimum of difficulties and errors.
Some supervision is required.
PARTIALLY ACHIEVES OBJECTIVES
Performance does not fully meet expectations.
Some objectives have not been achieved.
Improvement is needed in certain competency areas.
Supervision required remains important.
DOES NOT MEET EXPECTATIONS
Performance is quite insufficient.
Most objectives have not been achieved.
Improvement is strongly required virtually in all areas.
Degree of supervision required is very high.