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Employee Lifecycle

Rosana Imaz

Created on June 18, 2026

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Planificar la estructura de tu comunicación.

Planificar la estructura de tu comunicación.

Discovering opportunities and taking the next step in your career

Discovering opportunities and taking the next step in your career

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Planificar la estructura de tu comunicación.

Planificar la estructura de tu comunicación.

Discovering opportunities and taking the next step in your career

Discovering opportunities and taking the next step in your career

Planificar la estructura de tu comunicación.

Planificar la estructura de tu comunicación.

Discovering opportunities and taking the next step in your career

Discovering opportunities and taking the next step in your career

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STEP 2

STEP 2

Manager’s accountability

Manager’s accountability

Candidate experience

Transparency

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After the selection process, the Hiring Manager and People BP finalize the decision based on selection phase feedback, with the Hiring Manager taking the lead.

ROLES & RESPONSABILITIES

STEP 2

STEP 2

STEP 2

People Business Partner / People Local (Strategic and advisor role)

Hiring Manager (Owner of the Recruitment Process)

People Business Partner / People Local (Strategic and advisor role)

Info

Info

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Recruiter (RPO / Headhunter - Support)

Talent Acquisition – CoE (Strategy & Optimization)

Info

Info

ROLES & RESPONSABILITIES

STEP 2

STEP 2

STEP 2

At ESTEVE, following a consistent and fair approach in recruitment ensures an inclusive, transparent, and discrimination-free workplace. By upholding these principles, we strengthen our culture and attract top talent, fostering both individual and collective growth.

01

03

Open Communication

Open Communication

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04

02

Non-Discrimination Ensure compliance with ESTEVE's Code of Conduct, Equality Plans, and Third Party Code throughout the recruitment process. Respect principles of non-discrimination and equal opportunities during recruitment.

Open Communication

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STEP 2

STEP 2

INITIATING THE PROCESS

INITIATING THE PROCESS

INITIATING THE PROCESS

STEP 4

STEP 5

STEP 2

STEP 3

STEP 1

This process will evaluate the job skills, potential, motivation, and cultural fit of the person at ESTEVE.

INTERNAL POSTINGSMost ESTEVE vacancies are published internally

INTERNAL POSTINGSMost ESTEVE vacancies are published internally

INTERNAL POSTINGSMost ESTEVE vacancies are published internally

INTERNAL POSTINGSMost ESTEVE vacancies are published internally

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Phase

Phase

nd

Phase

nd

nd

Interview RecruitmentPartner

Interview RecruitmentPartner

Interview Hiring

Manager

All interviews are based on the STAR methodology.

After the selection process, the Hiring Manager and People BP finalize the decision based on selection phase feedback, with the Hiring Manager taking the lead.

After the selection process, the Hiring Manager and People BP finalize the decision based on selection phase feedback, with the Hiring Manager taking the lead.

ROLES & RESPONSABILITIES

STEP 2

STEP 2

STEP 2

At this stage, four key aspects will be evaluated: Job Skills, Behaviors, Motivation, and Potential. Each of these elements is crucial to ensure that the new member not only meets the requirements of the position but also contributes to the team and develops within the company. This integral approach will allow us to make more informed and strategic decisions in talent acquisition.

Subtitle
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Subtitle

To evaluate these concepts, it is essential to refer to the interview manual (LINK TO THE DOCUMENT). This document will provide the necessary guidelines and questions to ensure an effective and consistent assessment of candidates, aligning the process with our organization's objectives.

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INTERNAL RECRUITMENT

Subtitle

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STEP 2

STEP 2

STEP 2

Recruitment Toolkit Resources to support effective and consistent hiring decisions Prepare and conduct successful interviews using the following tools: 📋 Interview Question Cheat Sheet A practical guide with suggested questions to assess technical expertise, behaviors, motivation, and cultural fit. ✅ Interviewer Checklist A step-by-step checklist to help managers prepare, conduct, and evaluate interviews consistently and objectively. 📖 Interview Manual Comprehensive guidance on the interview process, best practices, evaluation criteria, and interview techniques.

INTERNAL RECRUITMENT

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INTERNAL RECRUITMENT

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STEP 2

STEP 2

INTERNAL SOURCE OF TALENT

EXTERNAL SOURCE OF TALENT

INTERNAL RECRUITMENT

AGENCY RECRUITMENT / RPO

IN-HOUSE RECRUITMENT

In-house recruitment  • The Hiring Manager is trained and committed to be the owner of the recruitment process • We have the internal resources to manage the recruitment process • We have built an external talent community of the profile • Profile attraction is not very difficult

Internal Job Posting:• Job vacancies that are openly communicated to the company, in a local or in a global level. – majority of the cases, except confidential cases. • In some cases, we might have detected internal talent that, by career development can be a good candidate for the role. In this cases we can still communicate it to the organization but we inform in this vacancy that there’s a Lead candidate.  • In the cases where we open the vacancy both internally and externally, it’s important that we communicate this to the candidates of the process for transparency.

When should we use it? • There’s a lack of internal resources to manage the recruitment process  • There’s lack of knowledge on the market and the profile It’s a difficult market to attract  • The vacancy demands a more objective or sophisticated selection tools (for example, headhunting for executive positions or leadership assessment tests)

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INTERNAL RECRUITMENT

INTERNAL RECRUITMENT

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STEP 2

STEP 2

Grow >

Day one >

Prepare >

Orient >

Integrate >

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INTERNAL RECRUITMENT

Before starting

From 6m

First day

From 3-6 months

First 3 months

to 1 year

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STEP 2

STEP 2

January – February (y)

March – November (y)

December (y) – January (y+1)

February (y+1)

ContinuousEvaluation

Assessment

GoalSetting

1:1 Conversations

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Steps of the Performance management framework

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STEP 2

STEP 2

Assessment (Dec. –Jan. year +1)

Calibration (Jan. year +1 –Feb. year +1)

Completion (Mar. year +1)

Goal Setting (Jan. –Feb.)

Continuous Evaluation (Mar. –Nov.)

Launch Performance forms to eligible employees

Calibration Sessions creation

Goal Setting (Jan. –Feb.)

Start

Continuous Evaluation reporting & follow-up

Assessment reporting & follow-up

Goal Setting reporting & follow-up

Calibration reporting & follow-up

Goal Setting (Jan. –Feb.)

Calibration Sessions (bottom-up)

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Manager Assessment(until Jan. 25

Goal Setting (Jan. –Feb.)

Validate Goals

End

Recurrent Goals Follow-up & use of Continuous Feedback tool

IDP creation / modification / follow-up

Form Completed

Enter Goals according to ESTEVE & Area priorities

Feedback 1:1 conversation

Employee Self-Assessment(until Jan. 15

Goal Setting (Jan. –Feb.)

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STEP 2

STEP 2

Assessment (Dec. –Jan. year +1)

Calibration (Jan. year +1 –Feb. year +1)

Completion (Mar. year +1)

Goal Setting (Jan. –Feb.)

Continuous Evaluation (Mar. –Nov.)

Launch Performance forms to eligible employees

Calibration Sessions creation

Goal Setting (Jan. –Feb.)

Start

Continuous Evaluation reporting & follow-up

Assessment reporting & follow-up

Goal Setting reporting & follow-up

Calibration reporting & follow-up

Goal Setting (Jan. –Feb.)

Calibration Sessions (bottom-up)

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Manager Assessment(until Jan. 25

Goal Setting (Jan. –Feb.)

Validate Goals

End

Recurrent Goals Follow-up & use of Continuous Feedback tool

IDP creation / modification / follow-up

Form Completed

Enter Goals according to ESTEVE & Area priorities

Feedback 1:1 conversation

Employee Self-Assessment(until Jan. 15

Goal Setting (Jan. –Feb.)

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STEP 2

STEP 2

People Managers play a key role in fostering a culture of continuous feedback, using the tool effectively will be a key success factor its adoption across the organization

Goal Setting: Setting the foundation for performance and development Goal Setting is the starting point of the performance cycle. Managers play a key role in translating business priorities into clear objectives, aligning expectations, and creating ownership from the beginning of the year. Key manager responsibilities Ensure alignment between individual goals, team priorities, and ESTEVE’s strategic objectives. Support employees in defining SMART and meaningful goals. Clarify expectations and success criteria from the start. Use goal-setting conversations to foster engagement, accountability, and development. Establish the foundation for ongoing performance and development discussions throughout the year. 📎 For detailed guidance and system instructions, access the Goal Setting Quick Guide.

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📎 For detailed guidance and system instructions, access the Goal Setting Quick Guide.

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STEP 2

STEP 2

People Managers play a key role in fostering a culture of continuous feedback, using the tool effectively will be a key success factor its adoption across the organization

Feedback is continuous and on-going: not a one-time event

“Use feedback to strengthen performance and meaningful development conversations”

“Foster a culture of continuous feedback”

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Watch

Watch

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STEP 2

STEP 2

People Managers play a key role in fostering a culture of continuous feedback, using the tool effectively will be a key success factor its adoption across the organization

Feedback is continuous and on-going: not a one-time event

“Use feedback to strengthen performance and meaningful development conversations”

“Foster a culture of continuous feedback”

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Watch

Watch

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STEP 2

STEP 2

Use this feature to request feedback, give input to your direct reports, and access the history of feedback received and sent.1. Access from the Main Menu and,2. open the Continuous Feedback tab from the main navigation menu.

Continuous Feedback tab

Main Menu

Continuous Feedback main page

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STEP 2

STEP 2

Tabs: Feedback received, Given and Requestes Sent

Active Channels

Continuous feedback dashboard

This screen serves as the central hub for your ongoing feedback interactions.

  1. Active Channels: on the left sidebar, you can quickly access your direct team or relevant colleagues.
  2. Tabs: the main view allows you to toggle between "Feedback Received," "Feedback Given," and "Feedback Requests Sent" to review your history.
  3. Actions: use the buttons in the top-right corner to manage your dialogue. You have two primary capabilities:
  4. Give Feedback: provide proactive feedback to colleagues or team members.
  5. Request Feedback: solicit input regarding your own performance or contributions.

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Actions: Request and Give feedback

As a manager, you can request and give feedback for anyone who is not part of your team by clicking directly on the Actions section (Request/Give feedback), without having to select anyone from your team.

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STEP 2

STEP 2

Option A: Give feedback

USE THIS FUNCTION TO PROACTIVELY PROVIDE RECOGNITION OR CONSTRUCTIVE INPUT TO A COLLEAGUE OR DIRECT REPORT.

ACTIONS: GIVE FEEDBACK

Manager

Manager

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Direct reports

Direct reports

Direct reports

Direct reports

Continuous Feedback main page

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STEP 2

STEP 2

Option A: Give feedback

USE THIS FUNCTION TO PROACTIVELY PROVIDE RECOGNITION OR CONSTRUCTIVE INPUT TO A COLLEAGUE OR DIRECT REPORT.

ACTIONS: GIVE FEEDBACK

Questions you might answer when giving feedback.

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Questions you might answer when giving feedback.

Questions you might answer when giving feedback.

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STEP 2

STEP 2

Option A: Give feedback

USE THIS FUNCTION TO PROACTIVELY PROVIDE RECOGNITION OR CONSTRUCTIVE INPUT TO A COLLEAGUE OR DIRECT REPORT.

ACTIONS: GIVE FEEDBACK

Manager

Manager

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Direct reports

Direct reports

Direct reports

Continuous Feedback main page

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STEP 2

STEP 2

Option A: Give feedback

USE THIS FUNCTION TO PROACTIVELY PROVIDE RECOGNITION OR CONSTRUCTIVE INPUT TO A COLLEAGUE OR DIRECT REPORT.

ACTIONS: GIVE FEEDBACK

ACTIONS: GIVE FEEDBACK

USE THIS FUNCTION TO PROACTIVELY PROVIDE RECOGNITION OR CONSTRUCTIVE INPUT TO A COLLEAGUE OR DIRECT REPORT.

Questions you might answer when giving feedback.

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Questions you might answer when giving feedback.

Questions you might answer when giving feedback.

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STEP 2

STEP 2

Notifications

The following table outlines the different types of feedback notifications, who receives them, and their purpose.

NOTIFICATION TYPE

WHAT IS IT FOR?

WHO RECEIVES IT

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STEP 2

STEP 2

A PIP should be considered when performance concerns persist despite regular feedback, coaching and support.

People Managers play a key role in fostering a culture of continuous feedback, using the tool effectively will be a key success factor its adoption across the organization

Goal Setting: Setting the foundation for performance and development Goal Setting is the starting point of the performance cycle. Managers play a key role in translating business priorities into clear objectives, aligning expectations, and creating ownership from the beginning of the year. Key manager responsibilities Ensure alignment between individual goals, team priorities, and ESTEVE’s strategic objectives. Support employees in defining SMART and meaningful goals. Clarify expectations and success criteria from the start. Use goal-setting conversations to foster engagement, accountability, and development. Establish the foundation for ongoing performance and development discussions throughout the year. 📎 For detailed guidance and system instructions, access the Goal Setting Quick Guide.

INTERNAL RECRUITMENT

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INTERNAL RECRUITMENT

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STEP 2

STEP 2

People Managers play a key role in fostering a culture of continuous feedback, using the tool effectively will be a key success factor its adoption across the organization

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INTERNAL RECRUITMENT

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STEP 2

STEP 2

Once logged into MyESTEVE platform, in the Home Page, scroll down to “My Specialization” and click on “Review Employee Performance: Assessment Performance 2025”. There you will find as many Performance forms as direct reports you have.

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STEP 2

STEP 2

You can also access your direct report’s performance form through the drop down on top of the screen. Click it and select the Performance tab. Once in your inbox, you will see all the performance forms you can review as a manager:

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STEP 2

STEP 2

Once inside the form, in the Goals section, click on each goal to review its details, including defined activities and KPIs.

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STEP 2

STEP 2

Once inside the form, in the Goals section, click on each goal to review its details, including defined activities and KPIs.

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STEP 2

STEP 2

Once inside the form, in the Goals section, click on each goal to review its details, including defined activities and KPIs.

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STEP 2

STEP 2

Once inside the form, in the Goals section, click on each goal to review its details, including defined activities and KPIs.

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STEP 2

STEP 2

Once inside the form, in the Goals section, click on each goal to review its details, including defined activities and KPIs.

Performance:consideringboththeWHAT(goalsachievement)andtheHOW(ESTEVEbehaviors)

Potential

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STEP 2

STEP 2

Once inside the form, in the Goals section, click on each goal to review its details, including defined activities and KPIs.

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STEP 2

STEP 2

Once inside the form, in the Goals section, click on each goal to review its details, including defined activities and KPIs.

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STEP 2

STEP 2

Once inside the form, in the Goals section, click on each goal to review its details, including defined activities and KPIs.

Goal Setting: Setting the foundation for performance and development Goal Setting is the starting point of the performance cycle. Managers play a key role in translating business priorities into clear objectives, aligning expectations, and creating ownership from the beginning of the year. Key manager responsibilities Ensure alignment between individual goals, team priorities, and ESTEVE’s strategic objectives. Support employees in defining SMART and meaningful goals. Clarify expectations and success criteria from the start. Use goal-setting conversations to foster engagement, accountability, and development. Establish the foundation for ongoing performance and development discussions throughout the year. 📎 For detailed guidance and system instructions, access the Goal Setting Quick Guide.

Goal Setting: Setting the foundation for performance and development Goal Setting is the starting point of the performance cycle. Managers play a key role in translating business priorities into clear objectives, aligning expectations, and creating ownership from the beginning of the year. Key manager responsibilities Ensure alignment between individual goals, team priorities, and ESTEVE’s strategic objectives. Support employees in defining SMART and meaningful goals. Clarify expectations and success criteria from the start. Use goal-setting conversations to foster engagement, accountability, and development. Establish the foundation for ongoing performance and development discussions throughout the year. 📎 For detailed guidance and system instructions, access the Goal Setting Quick Guide.

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INTERNAL RECRUITMENT

INTERNAL RECRUITMENT

EDUCATION (10%)

EXCHANGE (20%)

ENABLERS

EXPERIENCE (70%)

OUR DEVELOPMENT ECOSYSEM

Our Development ecosystem

STEP 2

STEP 2

Where and how do you want to grow?

“At ESTEVE, development is ashared responsibility:enabled by the company and owned by each one of us.Through our“Own your Development”behavioural mindset and the70-20-10approach, we create multiple ways for you to grow, expand your impact and prepare for future opportunities. “

Exchange (20%)

Education(10%)

Experience (70%)

Enablers

ESTEVE skills trainings

Performance management

Role changes

Mentoring

Training programs aligned with organizational priorities

Regular feedback and guidance to align expectations, track progress and support

Permanent role transitions that expand your

Learn from experienced colleagues who share insights, guidance and career advice

your development

Leadership programs

Individual Development Plan (IDP)

Practical tools, peer learning and reflection

Promotions

Coaching

Structured reflection and professional

Assignments

Define your development goals and actions to support your learnings and career

Language courses

Temporary opportunities while remaining in Geographical assignmentsStretch assignmentsCross-functional projects

Improve your language skills

Self-awareness (Insights Discovery)

Tailored solutions

Learning opportunities tailored to your identified development needs

Understand your preferences, strengths and communication style

Opportunities are driven by business needs, they are not created on demand. What each one of us can control is how prepared we are when those opportunities arise

OUR DEVELOPMENT ECOSYSEM

EXCHANGE (20%)

EDUCATION (10%)

ENABLERS

EXPERIENCE (70%)

Experience (70%)

STEP 2

STEP 2

Learning through real work challenges and new responsibilities

Lateral moves

Promotions

Role changes

Move to a different role at a same level to broaden your experience and build new skills

Move to a role increased responsibility, scope

Info

Cross-functional

Stretch assignments

Secondments

Geographical assignments

Assignments

Working temporarily in another team or function to gain new perspectives

Taking on challenging responsibilities or projects beyond your current role to accelerate development

Temporary opportunities to work in a different location or market

Collaborating with colleagues from different teams or areas on strategic projects

Info

What can you do?

OUR DEVELOPMENT ECOSYSEM

EXPERIENCE (70%)

EDUCATION (10%)

ENABLERS

EXCHANGE (20%)

Exchange (20%)

STEP 2

STEP 2

Learning through interaction, feedback and shared experience

Coaching

Mentoring

Develop your skills and achieve your goals

Learn from experienced colleagues who share insights, guidance and career advice.

It provides

It provides

• Greater self-awareness and clarity on strengths and areas of development • Stronger decision-making and problem-solving skills • Enhanced leadership and professional effectiveness

Learn from experienced colleagues who share insights, guidance and career advice.

Partnership:

What can you do?

OUR DEVELOPMENT ECOSYSEM

EXPERIENCE (70%)

EXCHANGE (20%)

ENABLERS

EDUCATION (10%)

Education (10%)

STEP 2

STEP 2

Learning through structured training and formal development opportunities

ESTEVE skills trainings

Leadership Programs

Language courses

Tailored solutions

Customized development solutions designed to address your specific individual development needs or business required typically aligned with manager’s approval

Programs designed to strengthen leadership capabilities and prepare you for leadership view and responsibilities

Training programs designed to improve language proficiency and support collaboration in an international environment

Structured learning programs designed to build capabilities identified at

It provides

It provides

It provides

It provides

technical skills

Development of leadership mindset Targeted learning solutions for specific Support to accelerate professional

• Personalized development opportunities aligned with individual goals • Targeted learning solutions for specific capability gaps • Support to accelerate professional growth

• Improved communication across teams and locations • Greater confidence in international collaboration • Expanded career opportunities

Examples

Examples

Examples

Examples

What can you do?

OUR DEVELOPMENT ECOSYSEM

EXPERIENCE (70%)

EXCHANGE (20%)

EDUCATION (10%)

ENABLERS

Enablers

STEP 2

STEP 2

Learning through interaction, feedback and shared experience

Individual

Performance

Self-awareness

development plan (IDP)

(Insights Discovery)

management

It provides

It provides

It provides

• Alignment between individual contributions and organizational goals • Clear performance expectations and priorities • Regular feedback to support growth and continuous improvement

• Greater self-awareness and understanding of your strengths • Improved communication and collaboration with others • Insights that support personal effectiveness and leadership development Provide your feedback on BizChat

• Clear direction for personal and professional growth • A structured approach to plan learning and development actions • Alignment between individual career aspirations and development opportuniti

What can you do?

INDIVIDUAL DEVELOPMENT PLAN

STEP 2

INTERNAL RECRUITMENT

Career aspirations

Planning& Executing

Development

areas

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Action Plan

Planning& Executing

INDIVIDUAL DEVELOPMENT PLAN

STEP 2

English LanguagesCourses

Action Plan

Subtitle
Subtitle
Subtitle

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This paragraph is ready to be filled with incredible creativity, experiences, and stories.

INDIVIDUAL DEVELOPMENT PLAN

STEP 2

LinkedIn Learning: Online courses for professional development.

FLEXIBILITY:

CONTENT AVAILABLE IN ALL ESTEVE LANGUAGES

EXTENSIVE LEARNING CATALOG:

Training completion at your own pace, myESTEVE– Access through myESTEVE’s “View my Learning”

Explore more than 20,000 training courses across three specialized libraries

anytime, anywhere

Spanish

Italian

English

German

sectionLinkedIn.com – Learn directly from linkedin.com/learning*LinkedIn Learning mobile App – Train on the go from your mobile device. Download training courses and complete them offline.*

Technology

Creative

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Business

LinkedIn Learning mobile App – Train on the go from your mobile device. Download training courses and complete them offline.*

Chinese

French

Portuguese

*Once activated through myHR

INDIVIDUAL DEVELOPMENT PLAN

STEP 2

STEP 2

Grounding Our Pay Philosophy in ESTEVE’s Values and Behaviors

PAY FOR PERFORMANCE

COMPETITIVENESS

EQUITY

ACCOUNTABILITY & OWNERSHIP

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FLEXIBILITY

TRANSPARENCY

DIFFERENTIATION

CONFIDENCIAL © ESTEVE, 2023

INDIVIDUAL DEVELOPMENT PLAN

STEP 2

STEP 2

Our pay Framework: How we bring structure, fairness, and clarity

Willis Towers Watson (WTW) Methodology

What Job Evaluation Is

    Willis Towers Watson (WTW) Methodology

    • Widely used in the pharma industry to evaluate roles
    • Ensures fairness and consistency
    • Supports transparent pay decisions
    • Makes benchmarking easier
    • Is clear and easy to communicate

    • Assesses the value of the role, not the person
    • Based on accountabilities
    • Looks at:
    • Scope, complexity, and impact
    • Required expertise & leadership
    • Breadth of influence (team, function, geography)
    Why it matters:
    • Ensures fairness across roles
    • Defines clear salary ranges
    • Supports career and growth decisions

    Willis Towers Watson (WTW) Methodology

    • Widely used in the pharma industry to evaluate roles
    • Ensures fairness and consistency
    • Supports transparent pay decisions
    • Makes benchmarking easier
    • Is clear and easy to communicate

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    INDIVIDUAL DEVELOPMENT PLAN

    STEP 2

    STEP 2

    Our Evaluation Process: Step by Step

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    1 Organizational Context

    2 Band Selection

    3 Job Evaluation

    Career Pathing

    Grading with WTW

    Scoping the role

    Watch

    Watch

    Watch

    INDIVIDUAL DEVELOPMENT PLAN

    STEP 2

    STEP 2

    When is job evaluation needed?

    Change on Job complexity & size

    To grant promotions to good performers

    New roles within the organization

    Not when

    The employee acquires new qualificatoins or capabilities

    When

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    Role replacements without role change

    Restructuring/ change in reporting line

    INDIVIDUAL DEVELOPMENT PLAN

    STEP 2

    STEP 2

    Our pay Framework: How we bring structure, fairness, and clarity

    Pay Structure

    HOW IS IT BUILT?

    • ESTEVE’s framework for managing compensation
    • Classifies jobs of similar internal and external worth under the same ESTEVE Level and Salary Range
    • Ensures consistent, transparent, and market-aligned pay decisions across the organization

    With a Job Evaluation Methodology

    • Assess the relative size and value of each role
    • Similar roles are grouped at the same ESTEVE Level

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    With Market Data and a Pay Strategy

    • Salary Ranges are built using market data
    • ESTEVE’s Pay Strategy defines our market positioning and how data is applied
    • Base pay is benchmarked to P50, Incentives to P75

    75th Incentives

    L1

    L2

    L3

    L4

    L5

    50th Base Salary

    INDIVIDUAL DEVELOPMENT PLAN

    STEP 2

    STEP 2

    Hypothetical salary range EUR p.a., gross

    Levels

    • Group roles with similar accountabilities
    • Share the same Salary Range

    Salary Ranges

    • Define the pay range: Minimum – Midpoint – Maximum *
    • Midpoint aligns with our market positioning
    • 100% range width supports a Broad Band Structure for flexibility and growth within the same level

    Employee’ example

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    Compa-Ratio (CR) Guidance

    • Salary Range: 67% (min) to 133% (max)
    • Healthy range: 80%–120% CR

    Employee’ example

    Watch

    Employee’ example

    Watch

    INDIVIDUAL DEVELOPMENT PLAN

    STEP 2

    STEP 2

    January Job Evaluation Window Period

    November - January Annual Salary Review preparation

    12

    11

    Feb - March Annual Salary Review

    October Salary Planning Review (Salary Ranges and Matrixes, every 2 years), STI design for the following Year

    Q4

    Q1

    10

    March STI pay-out

    ESTEVE’S annual C&B cycle

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    September Budget formation

    Q3

    Q2

    July - August Internal data collection, macroeconomics, and Labor market analytics

    April - June Salary survey participation

    INDIVIDUAL DEVELOPMENT PLAN

    STEP 2

    STEP 2

    To recognize and assess the employees’ level of skills, experience and performance

    Salary Ranges

    To link employee’s increase to Compa-Ratio

    Promotions & Equity Increases

    Lista/procesos

    As a framework that gives a consistent approach on Compensation Reviews

    Compensation Review

    INDIVIDUAL DEVELOPMENT PLAN

    STEP 2

    STEP 2

    To recognize the employees’ level of skills, experience and performance which may differ on a similar position:

    Salary Ranges

    Reveal

    Promotions & Equity Increases

    For individual Salary Review, it is crucial to understand the following topics to use them correctly:

    Reveal

    Lista/procesos

    As a framework that gives a consistent approach on Compensation Review

    Compensation Review

    Reveal

    INDIVIDUAL DEVELOPMENT PLAN

    STEP 2

    STEP 2

    Where to find my team data?

    Subtitle
    Subtitle

    Lista/procesos

    INDIVIDUAL DEVELOPMENT PLAN

    STEP 2

    STEP 2

    STI (Short-Term Incentive) The STI framework defines the annual incentive plans and performance criteria for each business area. Please refer to the corresponding document below for detailed information on eligibility, objectives, metrics, and payout calculation. 📄 2025 STI Plan – Global – CMO Insert hyperlink to document 📄 2025 STI Plan – Global – PHGSM Insert hyperlink to document

    Lista/procesos

    2025 STI Plan – Global – CMO 📄 2025 STI Plan – Global – PHGSM

    2025 STI Plan – Global – CMO

    Lista/procesos

    STEP 2

    STEP 2

    Lista/procesos

    Building the talent and organization required to deliver our strategy

    Strengthen organizational agility & structure Enable fast, data-driven decisions by aligning talent and continuously reviewing and optimizing the organizational structure to support strategy, scalability and efficiency

    Ensure business continuity & pipeline Anticipate critical talent risks and gaps while building strong succession pipelines for key roles to guarantee operational continuity

    Elevate talent visibility & differentiation Provide organization-wide visibility of high-performing and high-potential talent to enable differentiated investment and accelerate development

    Drive strategic workforce planning & development Align planning with future business needs through targeted hiring, upskilling and reskilling to ensure long-term capability readiness

    A global cross-functional process designed to identify and prioritize strategic business needs, ensuring the organization has the right talent, structure and capabilities to deliver sustainable performance

    Lista/procesos

    STEP 2

    STEP 2

    Feedback, Action Planning & Follow-up

    Lista/procesos

    Organizational Review Meetings

    Strategic Alignment & Insight Gathering

    PBP + SLT + SLT’s LT (Talent Support OnDemand)

    CEO + EM member + PBP’s + Talent

    Functional EM member + SLTs + PBP + Talent

    PBP with SLT

    PBP with SLT -N

    PBP with SLT

    WHO

    All completed by July 6th

    All completed by July 6th

    All completed by July 6th

    As of July 15th

    April 9th – July 6th

    As of April 9th

    WHEN

    STEP 1.N

    STEP 2.1

    STEP 2.1

    STEP 1

    STEP 2.1

    STEP 2.1

    GOAL

    Presenting, discussing and agreeing on OR Meeting Pre-Work consolidated by function:

    • Ideal scenario: Plenary meeting Functional EM + SLT’s + PBP + Talent
    • Alt. scenario: 1:1 meeting Functional EM + PBP + Talent

    Presenting, discussing and agreeing on OR Meeting Pre-Work consolidated by function:

    • Ideal scenario: Plenary meeting Functional EM + SLT’s + PBP + Talent
    • Alt. scenario: 1:1 meeting Functional EM + PBP + Talent

    Individual meeting to present and agree on Step 2,2 outcomes.

    Presenting, discussing and agreeing on OR Meeting Pre-Work consolidated by function:

    • Ideal scenario: Plenary meeting Functional EM + SLT’s + PBP + Talent
    • Alt. scenario: 1:1 meeting Functional EM + PBP + Talent

    • Each PBP cascades down the final agreements with SLTs under their scope.
    • Talent defines Global Action Plan and PBP complements according to functional / local needs.
    • Follow-up sessions (every 6 months) between SLT / Line Managers & PBP to:
    • Ensure IDP / action plan is being followed.
    • Adapt/modify IDP / action plan if necessary.

    Presenting, discussing and agreeing on OR Meeting Pre-Work:

    • Ideal scenario: Plenary meeting(s) SLT + SLT LT + PBP
    • Alt. scenario: 1:1 meeting(s) SLT + PBP

    Completing OR Meeting Pre-Work:

    1. Business Challenges
    2. Review Existing Structure
    3. 9 Box (Sustained Performance & Potential)
    4. Critical Roles Identification & Succession Planning
    5. Readiness & Risk of Flight

    HOW

    Presenting, discussing and agreeing on OR Meeting Pre-Work:

    • Ideal scenario: Plenary meeting(s) SLT + SLT LT + PBP
    • Alt. scenario: 1:1 meeting(s) SLT + PBP

    Presenting, discussing and agreeing on OR Meeting Pre-Work consolidated by function:

    • Ideal scenario: Plenary meeting Functional EM + SLT’s + PBP + Talent
    • Alt. scenario: 1:1 meeting Functional EM + PBP + Talent

    STEP 2.3.1

    15th of July 2026

    • Each PBP cascades down the final agreements with SLTs under their scope.
    • Talent defines Global Action Plan and PBP complements according to functional / local needs.
    • Follow-up sessions (every 6 months) between SLT / Line Managers & PBP to:
    • Ensure IDP / action plan is being followed.
    • Adapt/modify IDP / action plan if necessary.

    Final plenary meeting (CEO + EM Members) to share and discuss Talent at ESTEVE.

    Lista/procesos

    STEP 2

    STEP 2

    Feedback, Action Planning & Follow-up

    Lista/procesos

    Organizational Review Meetings

    Strategic Alignment & Insight Gathering

    PBP + SLT + SLT’s LT (Talent Support OnDemand)

    CEO + EM member + PBP’s + Talent

    Functional EM member + SLTs + PBP + Talent

    PBP with SLT

    PBP with SLT -N

    PBP with SLT

    WHO

    All completed by July 6th

    All completed by July 6th

    All completed by July 6th

    As of July 15th

    April 9th – July 6th

    As of April 9th

    WHEN

    STEP 1.N

    STEP 2.1

    STEP 2.1

    STEP 1

    STEP 2.1

    STEP 2.1

    GOAL

    Presenting, discussing and agreeing on OR Meeting Pre-Work consolidated by function:

    • Ideal scenario: Plenary meeting Functional EM + SLT’s + PBP + Talent
    • Alt. scenario: 1:1 meeting Functional EM + PBP + Talent

    Presenting, discussing and agreeing on OR Meeting Pre-Work consolidated by function:

    • Ideal scenario: Plenary meeting Functional EM + SLT’s + PBP + Talent
    • Alt. scenario: 1:1 meeting Functional EM + PBP + Talent

    Presenting, discussing and agreeing on OR Meeting Pre-Work consolidated by function:

    • Ideal scenario: Plenary meeting Functional EM + SLT’s + PBP + Talent
    • Alt. scenario: 1:1 meeting Functional EM + PBP + Talent

    • Each PBP cascades down the final agreements with SLTs under their scope.
    • Talent defines Global Action Plan and PBP complements according to functional / local needs.
    • Follow-up sessions (every 6 months) between SLT / Line Managers & PBP to:
    • Ensure IDP / action plan is being followed.
    • Adapt/modify IDP / action plan if necessary.

    Individual meeting to present and agree on Step 2,2 outcomes.

    Presenting, discussing and agreeing on OR Meeting Pre-Work:

    • Ideal scenario: Plenary meeting(s) SLT + SLT LT + PBP
    • Alt. scenario: 1:1 meeting(s) SLT + PBP

    Completing OR Meeting Pre-Work:

    1. Business Challenges
    2. Review Existing Structure
    3. 9 Box (Sustained Performance & Potential)
    4. Critical Roles Identification & Succession Planning
    5. Readiness & Risk of Flight

    HOW

    Presenting, discussing and agreeing on OR Meeting Pre-Work:

    • Ideal scenario: Plenary meeting(s) SLT + SLT LT + PBP
    • Alt. scenario: 1:1 meeting(s) SLT + PBP

    Presenting, discussing and agreeing on OR Meeting Pre-Work consolidated by function:

    • Ideal scenario: Plenary meeting Functional EM + SLT’s + PBP + Talent
    • Alt. scenario: 1:1 meeting Functional EM + PBP + Talent

    STEP 2.3.1

    15th of July 2026

    • Each PBP cascades down the final agreements with SLTs under their scope.
    • Talent defines Global Action Plan and PBP complements according to functional / local needs.
    • Follow-up sessions (every 6 months) between SLT / Line Managers & PBP to:
    • Ensure IDP / action plan is being followed.
    • Adapt/modify IDP / action plan if necessary.

    Final plenary meeting (CEO + EM Members) to share and discuss Talent at ESTEVE.

    Lista/procesos

    STEP 2

    STEP 2

    Lista/procesos

    A comprehensive review of organization, talent and succession to identify strengths, gaps and priorities

    What are we assessing

    By the end of the process, we will have

    Organization

    • Business challenges
    • What is working well & what could be improved

    • Potential organizational structure changes

    Talent

    • Sustained performance (last 3-years)*
    • Potential **
    • Talent cards

    • Top talent pipeline visibility
    • Clear talent decisions

    Succession

    • Critical roles identification
    • Risk of flight
    • Succession readiness (for critical roles/SLT/EM)

    • Identified successors for critical roles/SLT/EM

    Agreed actions

    • Individual action plans
    • Upskilling: promotion, hiring needs, etc.
    • Capability priorities (cross-organization and per business)

      1. Planes de desarrollo.
      2. Promociones.
      3. Movilidad.
      4. Sucesión.

    Lista/procesos

    STEP 2

    STEP 2

    Lista/procesos

    By completing the table with the Key Business Challenges for your SLT's functional area, including both mid and long-term challenges for 2026.

    Note: You can download your current organization chart from MyESTEVE Platform. Use the Snipping Tool to capture the image and paste it into a new presentation slide, where you can write and reflect on the questions below.

    Lista/procesos

    STEP 2

    STEP 2

    Lista/procesos

    XX%

    Key context this year (example) 

    • Reorganization into [X structure] → impacting readiness
    • +X% HC growth driven by [expansion / new scope] → pipeline under pressure
    • New leadership in [critical roles] → stabilizing key areas
    • Integration / transformation → short-term succession gaps

    Engagement

    X talents identified (YTD)

    Talent

    X talents identified (YTD)

    Talent

    Talent

    All scope

    Scope & growth

    Talent

    Talent

    Talent

    Talent

    58

    HC (+X% YoY)

    Talent Movements

    Talent

    Talent

    Internal mobility: XX% Promotions (YTD): X

    % New joiners: XX%

    Talent

    Leadership

    • X% are fix-term employees covering temporary leaves (example)
    • X People Leaders
    • X New leaders (external hires)
    • X New leaders (internal promotions)
    • XX% come from XX integration, replacements or new HC budgeted for Q4 (example)

    Talent

    Talent

    Lista/procesos

    STEP 2

    STEP 2

    Lista/procesos

    New for 2026

    SUSTAINED PERFORMANCE

    SUSTAINED PERFORMANCE: The extent to which an employe consistently* delivers business / functional results over time, while demonstrating ESTEVE behaviors and leadership principles (* over the past 3 years)

    • Underperformance: The employee does not consistently meet its goals or role expectations or with only occasional or situational achievement. Performance remains below role requirements across different periods or conditions, indicating the need for ongoing support to reach a stable and expected level of contribution.
    • Solid Performance: The employee consistently meets expected goals or role expectations over time, demonstrating a stable, reliable, and competent level of performance across different situations and demands. They may occasionally exceed expectations, but their key strength is the ability to deliver steady and dependable results aligned with role requirements and organizational expectations.
    • Outstanding Performance: The employee consistently and sustainably exceeds goals over time, delivering exceptional results across different contexts and challenges. Their performance is not only high, but durable and repeatable, and they act as a role model through both what they achieve and how they achieve it, in line with organizational values and behaviors.
    • Underperformance: The employee does not consistently meet its goals or role expectations or with only occasional or situational achievement. Performance remains below role requirements across different periods or conditions, indicating the need for ongoing support to reach a stable and expected level of contribution.
    • Solid Performance: The employee consistently meets expected goals or role expectations over time, demonstrating a stable, reliable, and competent level of performance across different situations and demands. They may occasionally exceed expectations, but their key strength is the ability to deliver steady and dependable results aligned with role requirements and organizational expectations.
    • Outstanding Performance: The employee consistently and sustainably exceeds goals over time, delivering exceptional results across different contexts and challenges. Their performance is not only high, but durable and repeatable, and they act as a role model through both what they achieve and how they achieve it, in line with organizational values and behaviors.
    • Underperformance: The employee does not consistently meet its goals or role expectations or with only occasional or situational achievement. Performance remains below role requirements across different periods or conditions, indicating the need for ongoing support to reach a stable and expected level of contribution.
    • Solid Performance: The employee consistently meets expected goals or role expectations over time, demonstrating a stable, reliable, and competent level of performance across different situations and demands. They may occasionally exceed expectations, but their key strength is the ability to deliver steady and dependable results aligned with role requirements and organizational expectations.
    • Outstanding Performance: The employee consistently and sustainably exceeds goals over time, delivering exceptional results across different contexts and challenges. Their performance is not only high, but durable and repeatable, and they act as a role model through both what they achieve and how they achieve it, in line with organizational values and behaviors.

    Watch

    Watch

    Watch

    SUSTAINED PERFORMANCE: The extent to which an employe consistently* delivers business / functional results over time, while demonstrating ESTEVE behaviors and leadership principles (* over the past 3 years)

    POTENTIAL: The extent to which an employee has the potential to be successful in a role of broader scope or scale at ESTEVE. People with high potential demonstrate great levels of learning agility, ambition and people orientation.

    • Underperformance: The employee does not consistently meet its goals or role expectations or with only occasional or situational achievement. Performance remains below role requirements across different periods or conditions, indicating the need for ongoing support to reach a stable and expected level of contribution.
    • Solid Performance: The employee consistently meets expected goals or role expectations over time, demonstrating a stable, reliable, and competent level of performance across different situations and demands. They may occasionally exceed expectations, but their key strength is the ability to deliver steady and dependable results aligned with role requirements and organizational expectations.
    • Outstanding Performance: The employee consistently and sustainably exceeds goals over time, delivering exceptional results across different contexts and challenges. Their performance is not only high, but durable and repeatable, and they act as a role model through both what they achieve and how they achieve it, in line with organizational values and behaviors.
    • Underperformance: The employee does not consistently meet its goals or role expectations or with only occasional or situational achievement. Performance remains below role requirements across different periods or conditions, indicating the need for ongoing support to reach a stable and expected level of contribution.
    • Solid Performance: The employee consistently meets expected goals or role expectations over time, demonstrating a stable, reliable, and competent level of performance across different situations and demands. They may occasionally exceed expectations, but their key strength is the ability to deliver steady and dependable results aligned with role requirements and organizational expectations.
    • Outstanding Performance: The employee consistently and sustainably exceeds goals over time, delivering exceptional results across different contexts and challenges. Their performance is not only high, but durable and repeatable, and they act as a role model through both what they achieve and how they achieve it, in line with organizational values and behaviors.
    • Underperformance: The employee does not consistently meet its goals or role expectations or with only occasional or situational achievement. Performance remains below role requirements across different periods or conditions, indicating the need for ongoing support to reach a stable and expected level of contribution.
    • Solid Performance: The employee consistently meets expected goals or role expectations over time, demonstrating a stable, reliable, and competent level of performance across different situations and demands. They may occasionally exceed expectations, but their key strength is the ability to deliver steady and dependable results aligned with role requirements and organizational expectations.
    • Outstanding Performance: The employee consistently and sustainably exceeds goals over time, delivering exceptional results across different contexts and challenges. Their performance is not only high, but durable and repeatable, and they act as a role model through both what they achieve and how they achieve it, in line with organizational values and behaviors.

    Watch

    Watch

    Watch

    SUSTAINED PERFORMANCE: The extent to which an employe consistently* delivers business / functional results over time, while demonstrating ESTEVE behaviors and leadership principles (* over the past 3 years)

    IMPORTANT NOTE: New employees who have worked at ESTEVE for less than 6 months are not eligible for Performance or Potential assessment.

    IMPORTANT NOTE: New employees who have worked at ESTEVE for less than 6 months are not eligible for Performance or Potential assessment.

    STEP 2

    STEP 2

    Lista/procesos

    Lista/procesos

    Complete the template provided on slide 14 for “Critical Roles”, “Risk of Flight”, “Successor For” and “Successor Readiness”.

    To point out the critical roles at risk of flight, place this emoji next to their name

    How do you determine these aspects?

    Roles that have great impact in mid and long-term business strategy or because of external coverage complexity (uniqueness in the market, cost, time-to-cover...).

    Lista/procesos

    STEP 2

    STEP 2

    Lista/procesos

    SUCCESSION: Identification of employees to fill Critical Roles within ESTEVE, ensuring leadership continuity and long-term organizational success. Successors must be defined for all Critical Roles (see definition below). Keep in mind that Succession is defined for a Role (i.e. Chief Financial Officer), not for a person. When working on Succession, it is fundamental to indicate the Readiness (see definition below) of the Appointed Successor as well as whether the role is Critical or not.

    CRITICAL ROLES: Roles that have great impact in mid and long-term business strategy (EM members & SLTs) or because of external coverage complexity (uniqueness in the market, cost, time-to-cover...).

    • Yes
    • No

    RISK OF FLIGHT: Employees who are at high risk of leaving AND have a high organizational impact. Risk of Flight only to be identified for Critical Roles.

    READINESS: For appointed successors, Readiness shows whether the employee is ready to take the role.

    • Ready now: Fully prepared to take on the role immediately.
    • Ready 1-2 years: Needs some development but will be ready within 1-2 years.
    • Ready 3+ years: Has potential but requires significant development (3+ years).
    • Emergency Candidate: Can step in immediately but it is a temporary solution, not suitable for the long-term.

    STEP 2

    Lista/procesos

    STEP 2

    Lista/procesos

    Action plan

    Action plan

    Watch

    Watch

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    • Set the tone with your team by reinforcing that feedback is a tool for growth, learning and development
    • Make it meaningful. Use and encourage the use of the Continuous feedback functionality around real work moments, such as, deliverables, milestones or cross-functional collaboration
    • Promote feedback. Use Continuous feedback and give feedback face to face, helping your team learn, improve and perform at their best

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    JOB SKILLS: Are a blend of knowledge, skills, and attitudes necessary for effective role performance. Help us evaluate and develop talent, ensuring employees have the skills needed to address business challenges and foster growth in their specific roles.

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    With the Urgency/Criticality Matrix, we will be able to identify easily each position. Additionally, for each position we will include the potential successors and their readiness:

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    Subtitle

    EF English Courses

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    JOB SKILLS: Are a blend of knowledge, skills, and attitudes necessary for effective role performance. Help us evaluate and develop talent, ensuring employees have the skills needed to address business challenges and foster growth in their specific roles.

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    MARKET CONSIDERATIONS

    COMPETENCIES AND PERFORMANCE CONSIDERATIONS

    DEFINITIONS

    RANGE MAX

    Outstanding performer with extensive experience who may be highly promotable

    MAXIMUM SALARY is determined as a ceiling of compensation for each level

    Highly specialized skills, scarce and critical to business outcomes

    Very experienced,strong performer

    MID-POINT SALARY is typically used as a reference of salary that an employee at each level is supposed to receive when fully competent and meets the requirements of current job

    Market average for all Positions in Level

    Experienced, solid performer capable of further development in Level

    RANGE MIDPOINT

    Market Average

    MINIMUM SALARY is usual for employees who are quite new to the role / level

    Jobs with plentiful labor supply (e.g., Support functions)

    New to level/role or showing marginal performance

    RANGE MIN

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    Subtitle

    • Lead&Grow program • BeWellness 4 leaders

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    Manager’s accountability When a hiring manager plays an active and engaged role throughout the recruitment process, he/she can also be connected with talent and build relationships, resulting in improved long-term employee retention and quality of hire. In ESTEVE, HR and hiring manager works together to identify the needs and define clear expectations. With strong communication and a willingness to collaborate, hiring managers and recruiters can effectively work together and find the best candidates for the position(s).

    • Once you click on “Request feedback”, in the “Request from” field you will need to select the person you want to provide feedback on one of your direct reports. The tool itself will show you some suggestions.
    • After selecting the person, you will need to add the following:
    • Feedback Topic: clearly state the feedback topic and provide a brief description of the project or event the feedback should cover.
    • Questions: Review the questions to direct the reviewer’s input toward specific performance or behaviours.
    • Click Send to deliver the formal request to the selected recipient(s).

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    At this stage employee Level is only visible for manager and cannot be shared

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    • Once you click on “Request feedback”, in the “Request from” field you will need to select the person you want to provide feedback on one of your direct reports. The tool itself will show you some suggestions.
    • After selecting the person, you will need to add the following:
    • Feedback Topic: clearly state the feedback topic and provide a brief description of the project or event the feedback should cover.
    • Questions: Review the questions to direct the reviewer’s input toward specific performance or behaviours.
    • Click Send to deliver the formal request to the selected recipient(s).

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    • Set the tone with your team by reinforcing that feedback is a tool for growth, learning and development
    • Make it meaningful. Use and encourage the use of the Continuous feedback functionality around real work moments, such as, deliverables, milestones or cross-functional collaboration
    • Promote feedback. Use Continuous feedback and give feedback face to face, helping your team learn, improve and perform at their best

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    JOB SKILLS: Are a blend of knowledge, skills, and attitudes necessary for effective role performance. Help us evaluate and develop talent, ensuring employees have the skills needed to address business challenges and foster growth in their specific roles.

    Subtitle

    #e7eaf5

    Subtitle

    #e7eaf5

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    • Use Continuous feedback to seek multiple perspectives from peers who collaborate closely with your team members
    • Take a balanced view by considering patterns of feedback, including yours, rather than isolated comments
    • Use the tool with integrity, ensuring feedback supports development and builds trust
    • Prepare meaningful conversations (such as IDP, yearly performance, etc.) anchoring feedback in concrete real situations, highlighting both strengths and opportunities for improvement

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    Subtitle

    Too New To Rate (TNTR):

    • Name Surname - Role
    • Name Surname - Role
    • Name Surname - Role
    • Name Surname - Role
    • Name Surname - Role

    Role’s business scope is assessed:

    • Revenue responsibility
    • Geographic coverage
    • Product/market complexity
    • Size of the organization (people managed or influenced)

    Subtitle

    • Financial acumen • Negotiation skills • Technical systems

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    JOB SKILLS: Are a blend of knowledge, skills, and attitudes necessary for effective role performance. Help us evaluate and develop talent, ensuring employees have the skills needed to address business challenges and foster growth in their specific roles.

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    This view is illustrative and might differ across geographies

    Subtitle

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    01

    03

    Cross Level Promotion

    Lateral move

    • Employee is assigned to a higher level role with +30% of accountabilities
    • Associated salary increase is around 6-10% depending on current Compa-Ratio
    • When the employee job accountabilities, size and degree of responsibilities do not change but swapped into a different role within the same Level.
    • Under this cases, there is no salary increase

    04

    • When employee is below level’s minimum (≥
    66% Compa-Ratio
    • When is low-positioned in the level and far from the peers with same level, job, similar tenure, role and performance
    • The employee is low-positioned vs. external market and we face a retention risk

    02

    Equity Increase

    In-Level Promotion

    • Employee job accountabilities increase is not enough to jump into the next level. (e.g. +/-15%)
    • Associated salary increase is around 3-6% depending on current Compa-Ratio

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    Manager’s accountability When a hiring manager plays an active and engaged role throughout the recruitment process, he/she can also be connected with talent and build relationships, resulting in improved long-term employee retention and quality of hire. In ESTEVE, HR and hiring manager works together to identify the needs and define clear expectations. With strong communication and a willingness to collaborate, hiring managers and recruiters can effectively work together and find the best candidates for the position(s).

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    Role’s business scope is assessed:

    • Revenue responsibility
    • Geographic coverage
    • Product/market complexity
    • Size of the organization (people managed or influenced)

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    Manager’s accountability When a hiring manager plays an active and engaged role throughout the recruitment process, he/she can also be connected with talent and build relationships, resulting in improved long-term employee retention and quality of hire. In ESTEVE, HR and hiring manager works together to identify the needs and define clear expectations. With strong communication and a willingness to collaborate, hiring managers and recruiters can effectively work together and find the best candidates for the position(s).

    • Works well:
    • Could be improved:
    • Other comment:
    • Future critical roles / critical skills
    • Any potential change (if any) and rationale behind it:

    01

    02

    Actions on Variable Compensation (STI)

    Base Salary Increases

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    Role’s business scope is assessed:

    • Revenue responsibility
    • Geographic coverage
    • Product/market complexity
    • Size of the organization (people managed or influenced)

    • Use Continuous feedback to seek multiple perspectives from peers who collaborate closely with your team members
    • Take a balanced view by considering patterns of feedback, including yours, rather than isolated comments
    • Use the tool with integrity, ensuring feedback supports development and builds trust
    • Prepare meaningful conversations (such as IDP, yearly performance, etc.) anchoring feedback in concrete real situations, highlighting both strengths and opportunities for improvement