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Managing Quality Performance
Tariq WajidGeneral Manager / Managing Director
Sanofi-aventis - Pakistan
…….....Because Health Matters
All the more reason that we need to have a High Quality Culture.
For this we need High Performance
It can only happen when we focus on our greatest Asset – Our People
This is reflected by our current Global position
Transformation of sanofi-Transformation of sanofi-aventisaventis
Transformation of sanofi-Transformation of sanofi-aventisaventis
“Our life isn’t just pharmaceuticals.
Our life is healthcare.”
Chris ViehbacherCEO
January 30, 2009
Our CEO’s Vision
Our Vision & Strategy
Retention
Reward & Recognition
Attract Talent
To beNo. 2
In Pakistan
Attraction
Attract the best Talent through test and interviews.
Excessive orientation specially for sales through class room training and on job coaching.
Class room training covers assimilation into company culture with excessive exposure to Company Ethics & Compliance, Safety Procedures.
Provide technical knowledge on disease areas, product profile, competition and in-clinic performance.
It includes sales calls with peers, supervisors, and Unit Heads.
Selection of Internal Candidates through Job Posting and Competency Based Interviews.
Retention - Starts with Objective setting
The focus is not only on WHAT objectives and goals we want to achieve but also on the HOW part.
Repeated sessions including example through role playing held for supervisors on conducting Objective Setting for a high quality discussion with employees.
A Mid-Year becomes a necessity to align for Goals and Behaviors.
The Year-End Process is an extensive discussion providing an opportunity for a final feed back and again supervisors are given special training.
Coaching and Feed back continues through out the year.
Monitoring the Professional development need is on going and progress is tracked at year end.
Performances bonus is determined on the extra mile walked around the values.
Retention - Talent Development
Objective: To identify & develop High Potentials Retain talent.
Appraisal Process
BUH & HR review Employees and consolidate
Talent pool
Talent pool discussed In the Management
Committee
Review by Zone
Retention - Talent Development
Development Need is identified with an Action a Plan.
The employees are plotted on a Nine Box talent grid by asking questions relating to a Performance – Potential Index
It is further analyzed whether a good performer is also a good potential.
A final check is made through a host of questions on capabilities under Learning Agilities for Mental, People, Results and Change to arrive at the Talent Pool.
4High Professional
7Adaptable
High Professional
9Strategic Star
2Key Performer
5Adaptable Key
Performer
8Future Star
1Take Action
3Inconsistent
Performer
6Rough Diamond
PE
RF
OR
MA
NC
E
POTENTIALLessLess MoreMore
Less than Less than effectiveeffective
Highly Highly effectiveeffective
The “Strategic Few”
VALUES
HIG
HM
ED
IUM
LO
W
LOW MEDIUM HIGH
Copyright 1992-2008. Korn/Ferry International and Lominger International. All Rights Reserved.
Performance Potential Grid (PPG)
Enhancing Performance
Just like any other sport our game is to do High Performing Business!
Asia-Pacific initiative that will enable us to help our Asia-Pacific initiative that will enable us to help our people grow people grow and that we have the best talent in our and that we have the best talent in our affiliates.affiliates. Encompasses all activities related to talent Encompasses all activities related to talent development. development.
Retention - It start with Professional Development
sanofi-aventis University (Asia Pacific)
Structured Learning Programs
Competency Models and Career
Pathways
Development Resources
Classroom Programs
E-Training
Functional Training
Leadership& Mgmt Training
Business Skills
Competency Models
Career Pathways
Web-Based E-Portal
SANOFISANOFI--AVENTIS UNIVERSITYAVENTIS UNIVERSITY
Assessment & Diagnostic
Tools
Career Counselling
Coaching
Face-to-Face or by Phone
Virtual or Electronic
Development Options and Pathways
Some programs already existing
Some models
already in place
To be developed
Some programs already existing
Library of Books and
Audio
To be developed
Retention - Professional Development of Sales Force
Providing the Sales Force on the Job Coaching through dedicated Field Training Managers based at Sales depots.Regular Sales Certification on in-clinic performance with a focus on each disease area.Training Sessions with Role Plays to enhance selling skills & communications.Monthly Quizzes to determine product knowledgeCoaching through Sales Leadership Plan prepared after sales calls on strengths and areas of improvement.Tailored Development Program for each levels such as;
License 2 Sell for each Field Force rep.Gearing up for the Future – at first promotionMarching for Success for Field ExecutivesLicense 2 Lead – For First Line ManagersImpactful Communication – Creating a difference for Customers
Learning through team exercises
Coaching through Role Plays License 2 Lead
Employee Professional Development
Retention - Significance of Leadership
We believe that Leaders need to Develop Leaders.
‘Business Development Program’ an extensive session for new Front Line Managers to develop competencies.
‘Leadership Essentials’ for Front Line Managers focusing on managing effectively.
Leadership Quest for Sales and non Sales Managers on a wider concept of Leadership.
Each Training has a follow up action plan and smaller sessions are held to track progress.
Regional Leadership & Business Development Programs, for Sr. Managers and Departmental Heads, in association with the Chicago University and Hong Kong University.
Regular ‘Synergy’ sessions for the Management Committee to harmonize best practices in different units and discuss ongoing need for change if any.
Recognition - Career Path
This is of prime importance specially for the Field Force as it is highly susceptible to attrition.
Each Medical Rep. moves up three levels not only based on Sales Targets but also on key Sales Force Performance Indicators which includes demonstrating values.
Strong Assessment Center comprising of case study / presentation / interviews to a panel of Business Unit Heads & HR for the selection of Front Line Managers / Sales or Business Managers.
The criteria also includes the performance.
Recognition - Creating the Performing Culture
‘Impact Program’ – focuses on Innovation
Optimization
Training
To raise Sales Force Excellence and be Patient Focused
High Reward & Recognition Thank you Notes – A tradition
‘Dinner for Two’ for outstanding projects completed.
‘STAR’ value award for an extra mile walked relating to any value
Quarterly Monetary & Non Monetary Awards for Top Performers.
Sales Champion Award – on National and Global Level (Paris)
Pay for Performance Environment
Focusing on Values for Quality Culture
Celebrating ‘Value Weeks’ to remind employees that we work and live our values.
Performance evaluation includes demonstrated examples on values
Respect
Courage Performance Audacity
Solidarity
Creativity
Living our Values – Celebrating Value Week
Showing Solidarity
Painting the Values
Showing Solidarity
Playing a Value Cricket Match
Color Coding values
Marking important Days to have an Engaging Culture
Independence Day
Diabetes Day
Cancer Day
Diversity Day
Eid Festivals
Family Days
Marking Important Days
World Diabetes Day
Employee Solidarity Day Diversity Day
Independence Day
World Cancer Day
Creating the Quality Culture
An Open Door policy to ensure vibrancy
Focus Group of employees from all areas to Augment Employee Engagement by developing and implementing an Employee Action Plan.
A Junior Management Committee in place and preparing them for future Leadership
Promoting culture for employees to ‘Stand Up in what they Believe’
Recognition – for Best Corporate Recognition – for Best Corporate Report Award 2007 & 2008Report Award 2007 & 2008
Recognition – High Quality Financial Reporting
South Asian Federation of AccountantsC/o The Institute of Chartered Accountants of India
BEST PRESENTED ACCOUNTS AWARDS COMPETITION 2007
Recognition – International Marketing Excellence Awards
Recognition – Marketing Excellence Award 2009 –Asia Pacific
Recognition – Clinical Research Excellence by International Diabetic Center
Dr. Aamer Razi (Peshawar)Montreal – CanadaOctober 2009
3,446 3,818 3,8964,347
6,750
2005 2006 2007 2008 2009
In Rs. Mio
Growth
8%
Growth
11%Growth
2%
Growth
12%
Sanofi-Aventis – Achieving Quality Sanofi-Aventis – Achieving Quality Performance Performance
Growth55%
We are committed to ‘Make sanofi-aventis an exciting place to work’.
THANK YOU