Individual Development Planning

How to use this? This is a standard guidance document that explains how the Individual Development Plan (IDP) is used as a tool to support effective development conversations between line manager and employee. What is different? Shell Leaders take an active role in personally developing their people through in-role experiences. The focus of the IDP is to provide a guide to having a robust development conversation and appropriately agree and record relevant actions to ensure success. The IDP should be assignment based meaning it is centered on developing an individual to perform to a high standard in their current role and only once that is achieved, shifting the focus to development needed for the next assignment. IDPs will also focus on development of Professional Competences and Leadership Attributes through in-role experiences, and leverage an individuals strengths, as well as capture development areas. What is the role of the Line Manager? As the owner of the IDP (with the employees input), Line Managers should review and update the IDPs for their staff as part of the normal Individual Performance Review cycle. What is the role of the Employee? Employees provide input into their IDP through sharing their perspectives and examples of experiences during the development discussions. Employees are also responsible for updating Personalised Assignment History (under My Data and Reports on HR Online). What is the role of HR? The role of HR is to provide guidance and coaching to line managers and employees on how to strengthen IDPs and have good development conversations.

What is the purpose of the IDP and how is it used?

The purpose of the IDP is to: Reflect Individual Development Discussions between Line Manager and employee. Facilitate Talent discussions to help decision makers understand accumulated professional experience, skills, leadership attributes and development areas. Allow employee an opportunity to provide their own perspective on aspirations and mobility. The Principles of the IDP are to: Capture both Professional Competences and Leadership Attributes Provide an assignment based view of strengths and development areas which are connected to business goals. Align development with in-role opportunities. Link to Leadership Development Website to access other Toolkit Materials.

Be owned by Line Manager with input from the employee. Leverage employees strengths, as well as capture development areas. Be refreshed at the start of each new assignment & updated throughout the year.

Focus on the Development Discussion:

IDPs are only as good as the coaching conversations which they support. The focus is on having good development discussions and recording the data in the IDP. When writing an IDP, below are some questions for the employee and Line Manager to consider. At the start of a new assignment, it may be beneficial to ask others (including the previous Line Manager) for their views if the current Line Manager has not had sufficient opportunity to observe the employee. Consider the Assignment: How does this assignment impact the business and Shells strategy? are the big challenges of this assignment? What

At the end of the assignment what does the employee want to be remembered for delivering? What are the employees strengths that can be leveraged in this assignment? What key experiences, professional (functional/technical) competences, business and/or geographic experiences does the employee bring to the job? What behaviours have you observed which are good examples of Leadership Attributes? Identify specific examples of where an employee has been confident, regarded as highly effective, and/or where you have seen personal passion. What did you notice?

Consider the Development Areas that the Individual will need to address to be effective in role/for future career: What will the employee need to develop to be successful in the assignment/for their future career (in terms of Professional Competences, exposure, and Leadership Attributes)? The focus should be on what needs to be developed to be highly effective in the current role and once that is mastered the focus of development should shift to what is needed for future roles. Identify specific examples where an employee has struggled or has not been as effective as possible. How could a different approach or behaviour help them? Consider Actions to Address Development Needs which are focused on the Assignment: Pick 1-2 areas to focus on as development themes. Ensure the Actions to Address Development Needs have a clear line of sight with the Strengths or the Areas for Development.

Link to Leadership Development Website to access other Toolkit Materials.

Review task/projects over the next quarter-6 months. What work/tasks needs to be accomplished which will allow for the employee to demonstrate the development themes? What specific actions need to be taken to help the employee successfully accomplish the task? What support is needed? How will the line manager and the employee review the tasks and the learning?

Link to Leadership Development Website to access other Toolkit Materials.

What content should go into an IDP?

Professional Competences Professional Competences are those Functional and Technical competences that support an individuals overall Competence Development in Shell. Professional Competences and associated framework support individuals in their overall development in the respective Skill Pool / Discipline. Professional Competences differ from those areas of Competence Assurance which are individually assured via the Shell Open University. Competence Assurance must be tracked in SOU, while Competence Development will be recorded in the Individual Development Plan. For additional emphasis the line manager and employee, may also choose to note Competence Assurance requirements in the IDP but this is not mandatory. Strengths Behaviors, skills, knowledge, and/or characteristics which have been demonstrated by the individual in the respective Skill Pool / Discipline competence framework. Succinct bullet points highlighting examples of Professional Competences. Specific Language skills. Areas for Development Behaviors, skills, knowledge, and/or characteristics which have been seen as needing further improvement or attention to reach a higher level of performance or competence by the individual in the respective Skill Pool / Discipline competence framework. Refer to gaps individual needs to close for current assignment and reflect those areas which need to be worked for future assignments. Actions to Address Development Needs This section should contain SMART (Specific, Measurable, Actionable, Relevant, and Time-framed) actions that employee will work on to address development or to leverage a strength to become more effective. The Actions to Address Development Needs should focus on developing into the expectations of the current role first. After mastering these expectations, developmental focus should shift to what is needed for next role. Actions should be focused primarily on development experiences that will occur through day to day work. The Actions to Address Development Needs should connect to work being done on the job as part of the inrole focus of development and therefore may reflect some of the goals in the GPA, but it is not anticipated that development goals will be captured in the GPA. Leadership Attributes The Leadership Attributes are capabilities important for Shell Leaders to be able to deliver on our strategic priorities. Leadership Attributes apply to all Shell employees and specific behaviours are defined here for each Leadership Group (including Individual Performers). A self assessment against the Leadership Attributes is available for Individual Performers, Leaders of Teams, Link to Leadership Development Website to access other Toolkit Materials.

Leaders of Community, and Strategic Leaders to reflect on their own strengths and development areas. Employees who are in leadership roles are encouraged to draw on assessment insights from both Core Programme Assessments and the Mid-Assignment Leadership Assessment. For the Mid-Assignment Leadership Assessment, Leaders should include summary themes from the 360 assessment and from their Shell People Survey results (if available) for the People Development dimension. Leaders may also choose to include the quantitative results to provide context (e.g., 3.0 for Authenticity), and data against the SPS question Team leader is personally involved in my development question (% unfavourable, % neutral, and % favourable). When recording results of the Mid-Assignment Leadership Assessment, it is also recommended that the date of the results be included to ensure that they are only being reviewed for the maximum 2 year time frame. Strengths 2-3 aspects of Leadership Attributes with supporting evidence statements and assessment themes (if applicable). Areas for Development 2-3 aspects of the Leadership Attributes which need focused development to be effective in assignment (based on feedback and assessment themes if applicable). Actions to Address Development Needs This section should contain SMART (Specific, Measurable, Actionable, Relevant, and Time-framed) actions that employee will work on to address development or to leverage a strength to become more effective. The Actions to Address Development Needs should focus on developing into the expectations of the current role first. After mastering these expectations, developmental focus should shift to what is needed for next role. Actions should be focused primarily on development experiences that will occur through day to day work. Examples of in-role experiences which will help develop the Leadership Attributes are available through Lead-In: Developing Leadership In-Role resource. The Leadership Experiences Guide may be useful to inform experiences that will support development. The Actions to Address Development Needs should connect to work being done on the job as part of the in-role focus of development and therefore may reflect some of the goals in the GPA, but it is not anticipated that development goals will be captured in the GPA. Next Job/Positions Options: Line Managers view of potential roles and employee should consider next and why. The next role should help to close experience gaps or deepen experience in a particular area. Long Term Career Options: Link to Leadership Development Website to access other Toolkit Materials.

This is the type of role in which the company thinks the employee may achieve their potential. This anticipated final job at Shell should align with the employees CEP rating. Own View and Wishes (To be owned and written by the employee): This section is for the individual to share their own views, aspirations and wishes which they would like to have considered in future career planning. Examples include: Ideal next role, future roles preferred function/business to work in local/global role or country preferences areas the individual would like to contribute to in future assignments Mobility (To be owned and written by the employee): Employee expands on standard options of fully mobile (willing to relocate to any location at any time), mobile with constraints (willing to relocate, but may have some limits on location or timing) and not mobile (unwilling to relocate). Honesty is critical to clarify constraints and timeframe, if existent. Examples would include childrens educational requirements, partners work, etc. Availability: Line manager responsibility to keep up to date. Both manager and employee can include commentary Important that date is accurate so that individual is clear how long they will be in the role and can plan accordingly.

Link to Leadership Development Website to access other Toolkit Materials.

Individual Development Plan (EXAMPLE)

Name: Miss Sales & Operations
Position/Organisation Current Position Position History (full history plus pre-Shell if applicable) Primary Skill Pool Current Salary Group CEP EE Base Country Performance Record (IPF) 2012: IPF Professional Competence 2011: IPF 2010: IPF Sales & Operations Retail Manager External experience with Company XX as Regional Sales Lead (2001 2005) Retail 03 CEP With effect from Date last assessed NL- The Netherlands 1 March 2010 15 Nov 2012 SG 03 Dates To From Ongoing 01 March 2010 18 Feb 2010 1 Jan 2006

Strengths
Sales and Operations: Strong experience from Retail and Sales & Operation roles in different geographic locations (Netherlands, Singapore, Malaysia). Demonstrated ability to assess issues with operating processes and make effective recommendations. Demonstrated ability to work with a team to develop and implement territory sales strategy and action plan. Marketing: Demonstrates understanding of the market dynamics and pricing strategies and can effectively carry out customer and competitor analysis. Languages: Fluent in English, Dutch, and Mandarin.

Verbal skills in French and Japanese.

Link to Leadership Development Website to access other Toolkit Materials.

Areas for Development

Business Knowledge: Has broad experience within the Sales & Operations, Retail and Marketing areas of the business and could improve knowledge on broader Shell business in order to improve interactions with customers/stakeholders. Needs to broaden understanding of customer requirements and JV structures and management. Business Partnering: There is a need for greater business partnering with key stakeholders. This area of development was observed in the recent negotiations with a supplier where the deadline was not met due to conflicts which were not worked through effectively

Actions to Address Development Needs

Use strength of internal relationship building to expand network and increase business knowledge. Meet with 2 people outside of business every quarter to understand their work. Share learnings and themes at team meeting once per quarter as cross business/JV update. As business partnering has been noted as an Areas of Development, one action to address these areas of development should include seeking regular feedback from clients and suppliers. This will bring greater awareness to the area of development and allow for self reflection on progress.

Leadership Attributes Strengths

Performance: Has a strong drive to achieving high standards and meeting deadlines. Takes ownership for issues or tasks and can effectively delegate in order to gain support for delivery. Strong attention to detail and ensures accuracy. Mid-Assignment Leadership Assessment completed May 2013 indicates real strength in setting stretching goals and gaining commitment to deliver specific outcomes with urgency (4.5 on this behaviour and 4.0 on Performance Attribute). Growth: Displays genuine interest in tying new and different approaches and encourages team to do so as well. This was seen in leading teams proposal for new method of analysing customer credit. Was a strong advocate of the proposal and effectively led the implementation. Mid-Assignment Leadership Assessment completed May 2013 indicates strength in Harness the creativity of others to generate new approaches and Champion change and overcome resistance (4.0 on this behaviour and 3.5 Growth Attribute). Shell People Survey results on People Development dimension from 2012 indicate that team feels they are receiving feedback and being developed although there is some room to improve. For Team leader is personally involved in my development question scores indicate 72% favourable, 15% neutral, and 13% unfavourable.

Link to Leadership Development Website to access other Toolkit Materials.

Areas for Development

Growth: Focuses on specific teams delivery and needs to broaden thinking to include an external perspective. Would also benefit from encouraging others to learn about other businesses to and approaches outside of Shell. Mid-Assignment Leadership Assessment completed May 2013 indicates specific focus needed on encouraging the team to apply ideas from outside of Shell (2.5 on this behaviour). Authenticity: When faced with challenging situations, unwilling to challenge and speak up. Would increase credibility through being able to engage in difficult conversations. Mid-Assignment Leadership Assessment completed May 2013 indicates employee is generally perceived as Authentic (3.0), but low scores on the behaviour of display real self and willing to speak even difficult truths (2.0).

Actions to Address Development Needs

Make a quarterly practice of having external focus team sessions where all bring ideas/successful practices from other organizations to share. Lead a discussion on how to adapt these practices for team. Share best ideas with Leadership Team. To address need to challenge in difficult situations, practice what to say before the meeting so that message is clear. Think about how to frame the challenge so that it comes across as respectful and focused on the issue not an individual. Consider using open-ended questions to fully understand the issue before challenging the issue. Agree with a trusted colleague before the meeting that they will provide you feedback on how your message and challenge is being received.

Text in italics are Leadership Behaviours for Leader of Teams from the Leadership Attributes

Next Job/Position Options (Line Managers view of what employee should do next and why):
Sales Manager- ability to provide coaching and mentoring to Sales team

Longer-term Career Options (Possible Roles in which the Company thinks employee may achieve
their potential may be the intended final role at Shell, subject to opportunity and performance) General Manager Retail Sales & Operations

Own Views and Wishes (Individual to share their own views, aspirations and wishes which
they would like to have considered in future career planning) Short term: Maximize learning and development in current position, take on broader/more strategic projects, develop fuel pricing knowledge further. Long term: To assume Sr. Leadership position in the Retail Market within or outside the region

Mobility (Employee expands on standard options of fully mobile, mobile with constraints and
not mobile.) Mobile with constraints related to timing. Prefer to relocate in summer months to coincide with childrens school year. No location constrains.

Availability (Accurate and agreed to date that an individual will no longer be in role)
March 2013

Link to Leadership Development Website to access other Toolkit Materials.