Grace encourages the creation of robust development plans and a healthy coaching relationship between employees and their manager. All are encouraged to consider ways to improve technical, business and leadership capabilities for both their current role and any potential roles they may aspire to. Employees are expected to take responsibility for their growth and development plan, seek support when needed, take advantage of tools and resources, and continually reassess their needs and plans. Managers are accountable for supporting these efforts.
At all locations and in all positions, Grace invests in our employees to develop opportunities and capabilities.
Often the most valuable and lasting growth occurs not in the classroom, but in real work experiences. Employees are encouraged to apply a 70-20-10 rule of thumb—70 percent of learning from work/job experience; 20 percent coaching and feedback; and 10 percent formal training—when planning their development and to work with their manager to identify real-world opportunities. For the 10 percent of traditional development, there are a wide array of business, professional, and leadership training available in the company's online learning center and through facilitated courses.
Grace supports continuing education, including generous tuition reimbursement and classroom attendance time for eligible employees.
Performance Management is what enables us to strengthen our high-performance culture of mutual accountability, constructive dialogue, and ongoing professional development. Our Performance Management process helps us support each other in our shared goal of company and individual success.
Our goal is for all Grace employees to receive formal and informal performance reviews within our global Performance Management system.
At Grace, Performance Management means improving in four ways:
Setting goals that count: aligned goal setting that reflects business goals as well as Grace's Leadership Behaviors;
Ongoing feedback and coaching: richer, more frequent feedback and coaching;
Effective Performance Reviews: more consistent and reliable performance assessment differentiated across the team;
Professional Development: a strong commitment to meaningful professional development.
A Grace manager's responsibility in Performance Management includes helping employees become self-aware; helping employees develop their career interests and competencies; aligning Performance Management with business strategies and plans; engaging with employees in dialogue about their performance throughout the year; sharing knowledge to help employees develop; and providing frequent feedback and coaching.
GRACE LEADERSHIP BEHAVIORS
Grace expects every employee to exhibit our Leadership Behaviors:
Deliver Results – Performance, outcomes, walking the talk, meeting commitments; results-oriented Grace leaders can be counted on to exceed goals and consistently outperform.
Think Critically – Effective Grace leaders look beyond the immediate and the obvious. They probe for answers through honest analysis and can uncover hidden problems and contingencies. Rigorous logic and problem solving are second nature and key to the balance and insight they provide to others on the team.
Communicate – Grace leaders inform, inspire, and persuade, enabling team members to make sound decisions while inviting feedback.
Engage – Grace leaders are engaged and excel at engaging others. They are actively involved with and taking ownership for their teams' priorities, contributing ideas to improve things, adapting to change, always willing to help, and ready to expand their role in response to a team need. They engage others through delegation, empowerment, and recognition.
Be Authentic – Authentic Grace leaders have a profound sense of purpose and are willing to live according to their core values, remaining dedicated to personal growth and learning. Grace leaders strive to leave a positive and lasting legacy.
At Grace, Great Talent is defined by the high engagement, capability, and aspiration of Grace employees. Added up across all employees worldwide, these qualities are essential for supporting our intense focus on delivering value to our customers and investors. These qualities also are key criteria when we plan talent moves within the company, make employee development decisions, and select new employees to join our company. Each employee's personal demonstration of these qualities is as unique as they are, based on their life experiences, perspectives, and career goals. Actively engaging this diversity is an important part of making Grace a great place to work and strengthens our competitive advantage.
To maintain the strength of our global team, we invest in our people and culture, and successfully manage employee performance. In the spirit of continuous improvement, we strive to raise the bar on our individual performance so we continue to meet the rising expectations of our customers and continuously outperform our competition. Meeting these expectations rewards us as a company and as individuals.
Grace offers internships and apprenticeships as well as our Manufacturing Leadership Program. Our 12-week internship program provides real experience on a wide variety of projects that are mission critical to Grace's business performance. Participants are paired with a veteran Grace employee outside of their reporting hierarchy to offer the widest array of exposure to various Grace roles.
Participants in the Manufacturing Leadership Program join a three-year rotation that gives them invaluable breadth of exposure and experiences to well equip them to realistically select a career path that is both professionally satisfying and in high demand.