At Delivery Hero, we want to promote employees who are consistently performing at the next level. We determine this by individual & role readiness and living the values.
Team Member must haves:
Single level move, i.e. M2 to M3
"Exceeding", "Outstanding" or “On Track”* in the current cycle
Minimum “Performing” or “On Track” in previous cycle
Minimum tenure 12 months at promotion effective date
Not promoted in the previous cycle
360 feedback: A minimum of 6 x feedbacks from a range of stakeholders over the past 12 months
(manager & employee align on selection of feedback givers)
Other important considerations:
Embodiment of company values
Consistent performance at the level they are being promoted into for at least the last 6 months
Examples of role readiness and individual readiness submitted via the promotion recommendation task in Workday referring to the leveling frameworks
*During mid-year promotion committees managers need to provide examples of high performance that would align with an Exceeding or Outstanding rating
Considerations for a manager before recommending a team member for promotion
Promotion comes with significant scope increase, or scope increase has happened gradually over time and justifies the new level. We do not promote for tenure at DH, however a history of high performance is favourable. Please refer to the DH leveling guide or the respective career frameworks (where available).
Individual readiness (whom to consider)
Employees who meet the promotion guidelines and are consistently performing at their next level over a sustained period of time. Managers will need to look at the What (Level expectations) and the How (DH Values) of their work. There will need to be evidence and examples provided that showcase the team member’s work, achievements and where have above and beyond their current level (for example: OKRs; additional activities like mentoring, volunteering, etc; stepping up in a crisis situation, etc)
When do we start to prepare
Preparation between employee and manager can start very early on as you should decide to align on deliverables that would be worthy of the next level. It should be an ongoing conversation throughout the performance period as to whether they are meeting those expectations. It is also a good idea to have the alignment conversations with the skip level manager early on to see if they support the expectations that have been set and that the scope is there for the promoted level.
How do we prepare:
Refer to the levelling criteria or career framework for the respective job profile(s)
Role Readiness: Determine how will the role change or how has the role changed over time to justify the proposed level
Individual Readiness: What are the main achievements, impact & strengths of the team member that display individual readiness for a promotion? Consider the company values and individual readiness against the levelling criteria and factors.
Collect 360 Feedback from relevant stakeholders - (We suggest: to try and get a range of feedback from different stakeholders, levels above/below/peers, etc)
Pre-align the promotion case with key decision makers (manager, tribe lead, people partner, etc).
During conversations between managers and employees throughout the performance cycle it is important not to set high expectations that could later lead to discontent if the promotion doesn’t go through.
360 feedback for promotions
Minimum 6 collected in the past 12 months.
During the calibration/promotion committee this will be reviewed as part of the discussion. Managers will need to ensure that sufficient supportive feedback is received to strengthen their case. For more information on 360 feedback click here.
Writing a promotion recommendation
The promotion recommendation follows the Manager Evaluation task on Workday. The task automatically appears if the manager rating is submitted as exceeding/outstanding/on track to send or decline a promotion recommendation.
Submitting this task is mandatory, otherwise the evaluation can’t be processed.
Questions in the Promotion Recommendation Log
What is the new level this individual is under consideration for?
This is the new proposed level after promotion. This is particularly important for a level move after IC3 - will the employee continue on the IC track or will they move to M track?
What is the new job title this individual is under consideration for?
This should be inline with the title conventions within the job profile. Any titles outside of the title conventions should be discussed with your People Partner.
ROLE READINESS: How will the role change? Please list and assess the role readiness against the levelling criteria and factors.
It is important that scope reflects the new role that the employee would be moving into. In this question you should articulate this. Sometimes the scope has evolved organically over the time concurrently with the employee’s development so it’s OK to describe this.
INDIVIDUAL READINESS: What are the main achievements, impact & strengths of the team member that display individual readiness for a promotion? Please include reference to the company values / PLPs and individual readiness against the Career frameworks or the DHSE levelling criteria.
This is a chance to boast about the achievements of the employee and the things that they have done that show that they are ready for the next level. Don’t forget to talk about their soft skills and how their actions align with our values
Managers will need to present their team member’s promotion case at the calibration (end-of-year) or promotion committee (mid-year). For more information about this process click here.
Promotions will need to be signed off by the C level & Management Team to be confirmed.
Communication with team members
For managers it’s important to remember when communicating and setting expectations with employees that there is an approval process for promotions. The calibration process is there with the aim of decreasing bias, getting a 360 degree view of someone’s performance, creating consistency and collecting feedback. Therefore, if the promotion doesn’t go through at the calibration stage the manager must take notes so that there is clear feedback to communicate and clear actions to create a growth plan for the employee.
Read further for performance and pay conversation guide.
Setting team members up for success in their new level/role
We don’t stop the conversations of development and growth after a successful promotion. We continue to work with our team member to help them succeed at their new level. Managers need to remember to collect feedback from both the calibration and 360 feedback to help form the growth plan. Find more resources for growth planning here.
Access the tutorial below to learn how submit a promotion recommendation:
(Exclusive for managers)