Our robust performance management system, along with our focus on learning and development, contributes to our overall philosophy to support our people to develop not only the skills they need for their current job but those that will benefit them throughout their career. We take a lifelong learning approach, combined with annual identification of specific performance and development goals for all permanent employees.
We believe that powerful development involves a combination of:
Providing opportunities for job-related training, along with career and personal development, is a critical element of employee engagement, building productivity and contributing to staff attraction and retention.
Vermilion is committed to engaging and supporting employees as they identify and achieve career and development goals. Our performance management program is a yearly cycle that involves setting clear expectations for performance, identifying opportunities to learn and grow, providing ongoing feedback, evaluating goals, and recognizing accomplishments. 404-3 To support this, we provide informal and formal training and development opportunities that fulfill both company and employee needs. 404-2
We place high importance on our performance management program, as it supports two-way communication between leaders and staff, and we aim for 100% participation for permanent employees.
The process begins at the start of the year, when our people identify their performance and development goals, career aspirations and mobility interests through our Driving Excellence – Plan Forward process. Performance goals are tied to our six key strategic objectives, ensuring that employees know how their work supports the company, and how they make a difference to our success. Evaluation of individual performance, in terms of the results achieved and how those results were accomplished, is done via a mid-year checkpoint and then through the Looking Back – Performance Review process that occurs at year-end.
Performance conversations and ongoing feedback between leaders and staff throughout the year are key ingredients to ensure performance is on track and recognized.
Our international presence also provides selected staff unique opportunities to work on assignment, helping to broaden their operational expertise and understanding of our global operations while sharing key specialist expertise among our locations.
We use strong workforce and succession planning processes that identify company needs for skills, knowledge and experience, cross-referenced to our performance management process.
This creates an opportunity for us to identify potential career paths for staff within Vermilion, and areas where we may need to recruit externally for specific positions. Together with the Great Place to Work feedback, it also provides input to our training and development activities.
Over the past several years we have strengthened training offerings in such areas as HSE courses, and to expand our lunch ‘n’ learn program to topics such as reserves, investor relations, and employee benefit programs. In addition we have had a strong focus globally on leadership development.
We track answers to the question "I am offered training or development to further myself professionally" in every business unit through the Great Place to Work annual survey. This question provides a clear measure of employee engagement and satisfaction. Beginning in 2016, we were also able to compare the answers to this question to the training and development funding per business unit, track responses compared to funding levels.
In addition, our ongoing evaluation has allowed us to target increased communication on key performance management topics.