PERFORMANCE AND DEVELOPMENT PLAN

EMPLOYEE NAME: JOB/ROLE:

MANAGER NAME:
PERFORMANCE CYCLE FROM: TO:

The Coca-Cola Company Mission: To become the world’s premier relationship company
that markets and sells branded non-alcoholic refreshment.

The Coca-Cola Purpose: The Coca-Cola Company exists to benefit and refresh everyone
who is touched by our business.

Directions: In preparing your performance and development plan, have your appropriate
division and department strategic plans on hand.

The Performance
Management Cycle
• Key Result Areas
• Objectives
• Competencies
• Development Plan
• Reaching Agreement

• End-of-Cycle Review Reflection

Reflection
• Continuous Progress
and Development

• Tracking
• Feedback
• Coaching
• Mid-year Review

Part I: The Whats

Choose 5 to 7 KRAs. Each KRA can have multiple objectives.

Key Result Area #1:

Tracking Actual
Rating
Objectives Source(s) Results

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 Part I: The Whats

Key Result Area #2:

Tracking Actual
Rating
Objectives Source(s) Results

Key Result Area #3:

Tracking Actual
Rating
Objectives Source(s) Results

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 Part I: The Whats

Key Result Area #4:

Tracking Actual
Rating
Objectives Source(s) Results

Key Result Area #5:

Tracking Actual
Objectives Rating
Source(s) Results

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 Part I: The Whats

Key Result Area #6:

Tracking Actual
Objectives Rating
Source(s) Results

Key Result Area #7:

Tracking Actual
Objectives Rating
Source(s) Results

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 Part II: The Hows
Choose the 4 or 5 competencies most critical to your objectives.
Key Tracking Actual Behaviors Rating
Competencies Actions Sources (STARs*)

* STARs = Situation – Task – Action – Result

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 Part III: Development Plan
GUIDING PRINCIPLES

 Focus on developing key  Limit the number of development  Consider how you will use the
competencies in your current role areas you will develop to 1-3 at a developed competencies/skills/
before considering those needed in a time, depending on the complexity knowledge in achieving your current
future role. and degree of difficulty for year’s performance objectives.
development.
Competencies Development Development Time Involvement/ Actual Results
for Goals Activities Frames Support From
Development Others

Part IV: Career Aspirations (Time in Current Role _______)

Short Term
Career Goals
(Now to 3
Years)

Long Term
Career Goals
(3 Years +)

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 Part V: Coaching Log
(Reference any coaching discussions during the Performance Cycle in support of
the interim or end-of-cycle review)
Date Details of Discussion

Part VI: Interim Review

Date of Interim Review:
Not on Track 
Associate’s Objectives/ Competencies:
On Track with Some 
On Track with All 
Areas of Focus:

Associate’s Signature Date Manager’s Signature Date

Part VII: End-of-Cycle Review

Associate’s Comments
(optional):

Manager’s Comments
(optional):

Overall Rating:

Associate’s Signature Date Manager’s Signature Date

Your signature indicates acceptance of, not necessarily agreement with, the data contained in this document.
Pursue the appropriate channels to appeal issues related to the Performance Management process.

I have reviewed this assessment to ensure

consistency and fairness in the performance
management process.
Reviewing Authority Signature Date
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 Remember, the primary intent of the review is not about assigning ratings, but about
having productive conversations based on the performance data for the objectives (the
Whats) and the competencies (the Hows).
Performance Ratings
Consistently Exceeds – CE:
Performance Objectives/
“WHATs”
Competencies, Skills and
Knowledge/“HOWs”
Meets and Exceeds – ME:
Performance Objectives/
“WHATs”
Competencies, Skills and
Knowledge/“HOWs”
Successfully Meets – SM
Performance Objectives/
“WHATs”
Competencies, Skills and
Knowledge/“HOWs”
Meets Some – MS
Performance Objectives/
“WHATs”
Competencies, Skills and
Knowledge/“HOWs”
Fails to Meet – FM
Performance Objectives/
“WHATs”
Competencies, Skills and
Knowledge/“HOWs”
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Contributions significantly exceed the stated objectives(s) in terms
of quality and timeliness. Results add value beyond the scope of
the current role/department, often benefiting the Company, Division
and/or Department in a significant way.
Consistently role models this behavior and/or coaches others.
Demonstrates well-developed expertise in applying this area to get
outstanding results.
Contributions consistently meet the objective(s) and frequently
exceed objectives. Results add value beyond the scope of the
current role, often benefiting the Division and/or Department.
Frequently demonstrates an advanced ability in using the
competencies, skills and knowledge in order to achieve and
exceed results.
Contributions consistently meet and occasionally exceed the
objective(s), which are based on challenging goals. Results create
value expected in the current role.
Demonstrates competence and applies skills and knowledge to
achieve expected levels of performance.
Contributions meet some but not all of the objective(s) and
performance improvement is necessary. Performance is
somewhat inconsistent and more than normal direction on job
responsibilities and objectives is required. There must be a plan to
improve performance currently in place, and/or, built into the next
year’s Performance and Development Plan.
Demonstrates limited working knowledge of this area. Observable
gaps exist in applying some critical competencies, skills, and
knowledge areas to achieve expected results. Further coaching
and development is required to be successful.
Contributions frequently do not meet the stated objective(s).
Performance requires frequent monitoring and substantial direction
from the manager. A short-term performance improvement plan
must be developed and sustained. Significant improvement must
be immediately demonstrated.
Demonstrates very limited ability in this area. Significant
improvement is required in order to be successful.
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