Performance Management Process_Year review-2013_all

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Md. Rasel KabirAssistant Manager-HR, NHPLMeeting Room, 4th January, 2014

Year Review and Performance Appraisal

Agenda

Overview: NOVO Healthcare and Pharma Ltd. A Company with Innovations Our Strength Year Review: 2013 Our Goals in 2014 Performance Appraisal: 2013

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NOVO: A Concern of United Group

One of the Leading Business Conglomerates in Bangladesh

Over 35 years in Business 32 Different Companies including:

United HospitalUnited International UniversityUnited Power etc.

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An Overview: NOVO (Contd…)

Established in 2004 Started Marketing Activities in April, 2006 Two Different Plants Having WHO GMP

Certificates Producing Finished Dosages Forms and

Pellets Over 100 Products

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An Overview: NOVO (Contd…)

Over 700 Employees Including a Sales Team of 400 FF

Covering 460 Upazilla/Thana Growing at 32% Over Last Year No. 1 in Pellets Business in Bangladesh Supplying to Govt. Hospitals/World Bank

Projects Exporting to Vietnam, Philippines &

Myanmar

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An Overview: NOVO (Contd…)Dosage Forms

Tablet Bulk Pellets Toll Manufacturing: Vials & Ampoules

Capsule Liquid Orals (Syp. & Susp.)

Taste Masked Suspension with Microcapsules

Oral Gel Dry Suspension

Cream & Ointment

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A Company with Innovations…

First Time in Bangladesh

A C

ompa

ny w

ith In

nova

tions

…

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A Company with Innovations…

Vegetable ShellNew Generation Capsule Shell

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Our Strength• We Produce Unquestionable Quality Products

• We Have Two Different Plants

• We Have Some Unique Formulations

• We Supply Our Pellets to Over 120 Companies in

Bangladesh including Incepta, Radiant, Opsonin etc.

• United Hospital Regularly Using Our Products

• We Export Our Products to Vietnam, Philippines, Myanmar & Preparing for Africa

• We will Produce Liquid Products for Beacon in 2014

• We have Supplied Over 2 cr. in the CMSD in 2013

• Belongs to United Group (Corporate Culture)

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Our Weakness

WE DO NOT KNOWWHAT IS OUR STRENGTH?

Year Review: 2013

Formulations PelletsTarget: 40.00 Cr. 12.00 Cr.Sales: 33.26 Cr. 8.60 Cr.Achv. %: 83.15 % 72.00 %.

Institutional Business: Total Delivered 2.10 Cr.

Business Review: 2011-2013

Sales (in ‘000)

2011 2012 2013

224,139 252,699

332,663

80,090 77,500 86,143

Yearly Sales in ‘000 figuresFormulations Pellets

Growth:32 %

Growth:11 %

Business Review: 2011-2013

2011 2012 2013

73.67 76.53 79.43

26.33 23.47 20.57

Sales Contribution in %Formulations Pellets

Major Events: 2013

Renovation of the Mirpur Plant

Purchasing of new Tab Press Machine

Introduced vegetable shell

Toll agreement with Beacon for Liq. products

Performance Management ProcessYearly Review: 2013

Md. Rasel kabirAssistant ManagerHR4th January, 2014

What is Performance Management?

Performance Management is a process for establishing a shared understanding about what is to be achieved and how it is to be achieved.

It is an approach to managing people that increases the probability of achieving success.

Performance Management Process

Supporting

Review

Planning

· Setting objectives· Create development plans

· Periodic reviews of progress on- job accountabilities- Behaviors & values- Development plan- On the Job training

Formal review of: - Objectives/KPIs, values & behaviors- Overall rating- Make final comments- Modify accountabilities, measures and - Development plans

PERFORMANCE

Establish job accountabilities andperformance measures:

· Setting objectives· Create development plans

Planning Supporting Review




Support through Informal coaching:

Periodic reviews of progress on- job accountabilities- Values & Behaviors- Development plan



Formal review of:

• Job objectives/KPIs, Values & Behaviors• Overall rating• Make final comments• Modify accountabilities, measures and• Development plans (where needed)

Performance Management Tools

1) Individual Objective Alignment2) Performance Appraisal3) Individual Development Plan

Individual Objective Alignment

a) Financial Objectives(Which is set inline with the business objectives

of the organization)

b) Functional Objectives(Which is related to individual job description)

Setting of Individual Objectives

What is Performance Appraisal?

The process by which a manager or leader: (1) Examines and evaluates an employee’s

work behavior by comparing it with preset standards,

(2) Documents the results, and

(3) Uses the results to provide feedback to the employee to show where improvements are needed and why.

Objectives of Performance Appraisal

1.To maintain records in order to determine compensation packages, promotions, salaries raises, etc. 2.To identify the strengths and weaknesses of employees to place right person on right job. 3.To maintain and assess the potential present in a person for further growth and development. 4.To provide a feedback to employees regarding their performance and related status. 5.To review and retain the promotional and other training programs.

Appraisal Parameters

Objective Parameters Behavior & Value parameters

1) Competent

2) Innovative and Creative

3) Leadership

4) Pro-active/Simplicity/Action… 5) Empowerment/Accountability/ Assignment6) Commitment/Self-Discipline/ Punctuality

7) Respect/Trust/Honesty/Loyalty

Performance Ratings

A• Exceeded Expectations

B• Fully Met Expectations

C• Partially Met Expectations

No numbers!

“Two Dimensional” Performance Rating

A •Exceeded Expectations

B •Fully Met Expectations

C •Partially Met Expectations

A• Exceeded

Expectations

B• Fully Met

Expectations

C• Partially Met

Expectations

Objective Behavior & Values

Performance Rating Matrix

OBJECTIVES

(QUANTITIVE)

A Exceeded expectations

SUPERIOR RESULTS,

UNSATISFACTORY BEHAVIOURS

A/C

SUPERIOR RESULTS

A/B

EXCEPTIONAL PERFORMER

A/A

B Fully met expectations

`

GOOD RESULTS, UNSATISFACTORY BEHAVIOURS

B/C

STRONG

PERFORMERB/B

SUPERIOR

BEHAVIOURB/A

C Partially met expectations

UNSATISFACTORY PERFORMER

C/C

GOOD

BEHAVIOURS, UNSATISFACTOR

Y RESULTSC/B

SUPERIOR

BEHAVIOURS, UNSATISFACTOR

Y RESULTSC/A

C Partially met expectations

B Fully met

expectations

A Exceeded

expectations

BEHAVIOUR & VALUES (QUALITATIVE)

What is your role?

Role of the Associate

Providing input to and fully understands the Annual objectives

Continuously reviewing own performance against the objectives

Demonstrating a willingness to undertake stretched goals and to remain flexible in a constantly changing environment

Proactively initiating the Performance Management process if not done so by the manager

Associates works to maximize their performance by:

Role of the Manager

Ensuring individual goals and objectives are aligned to business goals, Setting SMART objectives, Supports stretched performance

Conducting regular performance dialogue with the associate, Initiating the PMP at each step

Demonstrating fairness in performance evaluation and compensation management

Communicating rating to associate after it has been calibrated and fully agreed upon by all necessary stakeholders

Ensuring the Performance Management System is fully implemented in their area of responsibility

The Manager supports the performance of their direct reports by…

Role of the Manager’s Manager

Developing his/her organizational strategy, ensuring that the strategy is aligned with the overall Company Business goals

Holding his/her direct reports (Line Managers) accountable and responsible for the achievement of the established goals

Holding his/her direct reports (Line Managers) accountable for the performance and development of their direct reports (associates)

Ensuring appropriate calibration of year-end performance ratings across his/her organization

Approving final performance rating of associates

The Manager’s Manager sets the overall business and performance objectives and expectations by…

Role of Human Resources

Giving clear guidelines on the process

Being available to offer advice and coaching to line managers and associates

Facilitating performance and reward calibration meetings

Ensuring that the Performance Management System is fully implemented within the area(s) they support

Keeping records of all employee’s PMP data

The Human Resource Manager supports the process by…

Confidential, for internal use only 40

Let us start the PMP (Objective Setting)

• PMP starts with setting individual objectives which are aligned with company overall goals

• Line manager will set the objectives for his/her associate(s) and will finalize these objectives through an one-to-one discussion with the associate(s)

• Once the objective setting is done both manager and associate will sign in the appraisal format

• Original copy will be retained by the associate for the year end performance dialogue. One copy will be with the manager and one copy to HR


Let us start the PMP (Yearly Appraisal) • Based on these objectives and behaviour/values

achievement associate will complete his/her self-appraisal ratings

• Line manager will have a performance dialogue with his/her associates(s) at the end of the year to complete the manager’s ratings

• (IMPORTANT: At this stage performance ratings must not be consider as final or granted)

• After completing all the performance evaluation/rating line manager will then organize a formal discussion with his/her reporting manager (next level manager) for finalizing the yearly rating of his/her associates.


Let us start the PMP (Yearly Appraisal) • Based on the FINAL performance ratings line manager

& Next level manager will recommend promotions/up gradations/increments/development needs etc.

• To avoid any misunderstanding line manager will inform his/her associates the final rating only after being approved by the next level manager or by the management

• Based on the FINAL performance ratings line manager will prepare an Individual Development Plan (IDP) for the associate (if required)

• After completing the appraisal process original copy to be submitted to HR for further procedures

Tips for Preparing for a Performance Appraisal Meeting

Schedule early. Ask direct reports to rate their own performance

using copies of the appraisal form. Minimize surprises during the appraisal

meeting by giving feedback on a regular basis. Don’t keep people in the dark until the annual review rolls around.

Make information gathering ongoing. Don’t wait until the week of the appraisal meeting to gather important information about the associate.Performance Review_Ideal.flv

Be prepared to discuss specific examples of good and poor performance.

If possible, meet in neutral territory. This helps establish open communication.

Avoid sitting behind a desk – a desk symbolizes authority.

Choose a business time and setting. Don’t schedule a performance appraisal meeting over lunch.Performance Review_Summary.flv

Tips for Preparing for a Performance Appraisal Meeting (contd…)

Any Question?

THANK YOU ALL…

Performance Management Process_Year review-2013_all

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