Presentation on theme: "Managing Quality Performance"— Presentation transcript:
1Managing Quality Performance Tariq Wajid General Manager / Managing Director Sanofi-aventis - Pakistan
2…….....Because Health Matters All the more reason that we need to have a High Quality Culture.For this we need High PerformanceIt can only happen when we focus on our greatest Asset – Our PeopleThis is reflected by our current Global position
5“Our life isn’t just pharmaceuticals. Our CEO’s Vision“Our life isn’t just pharmaceuticals.Our life is healthcare.”Chris ViehbacherCEOJanuary 30, 2009
6Our Vision & StrategyTo beNo. 2In PakistanrategyNitiono e
7Attraction 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.
8Retention - 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.
9Retention - Talent Development Objective: To identify & develop High Potentials Retain talent.AppraisalProcessBUH & HR reviewEmployees and consolidateTalent poolTalent pool discussedIn the ManagementCommitteeReview by Zone
10Retention - 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 IndexIt 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.
11Performance Potential Grid (PPG) LOWMEDIUMHIGH4High Professional7Adaptable9Strategic Star2Key Performer5Adaptable Key Performer8Future Star1Take Action3InconsistentPerformer6Rough DiamondThe “Strategic Few”Highly effectiveHIGHPERFORMANCEMEDIUMLOWVALUESLess than effectivePOTENTIALCopyright Korn/Ferry International and Lominger International. All Rights Reserved.LessMore
12Enhancing Performance Just like any other sport our game is to do High Performing Business!
13Retention - It start with Professional Development Asia-Pacific initiative that will enable us to help our people grow and that we have the best talent in our affiliates. Encompasses all activities related to talent development.
15Retention - 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
16Employee Professional Development Coaching through Role PlaysLicense 2 LeadLearning through team exercises
17Retention - 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.
18Recognition - 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.Sales Forceis 80% ofour work Force
19Recognition - Creating the Performing Culture ‘Impact Program’ – focuses onInnovationOptimizationTrainingTo raise Sales Force Excellence and be Patient FocusedHigh Reward & RecognitionThank you Notes – A tradition‘Dinner for Two’ for outstanding projects completed.‘STAR’ value award for an extra mile walked relating to any valueQuarterly Monetary & Non Monetary Awards for Top Performers.Sales Champion Award – on National and Global Level (Paris)Pay for Performance Environment
20Focusing on Values for Quality Culture Celebrating ‘Value Weeks’ to remind employees that we work and live our values.Performance evaluation includes demonstrated examples on valuesSolidarityRespectCouragePerformanceCreativityAudacity
21Playing a Value Cricket Match Living our Values – Celebrating Value WeekShowing SolidarityShowing SolidarityColor Coding valuesPlaying a Value Cricket MatchPainting the Values
22Marking important Days to have an Engaging Culture Independence DayDiabetes DayCancer DayDiversity DayEid FestivalsFamily Days
23Marking Important Days World Cancer DayWorld Diabetes DayIndependence DayDiversity DayEmployee Solidarity Day
24Creating the Quality Culture An Open Door policy to ensure vibrancyFocus 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 LeadershipPromoting culture for employees to ‘Stand Up in what they Believe’
25Recognition – for Best Corporate Report Award 2007 & 2008
26Recognition – High Quality Financial Reporting South Asian Federation of AccountantsC/o The Institute of Chartered Accountants of IndiaBEST PRESENTED ACCOUNTS AWARDS COMPETITION 2007
27Recognition – International Marketing Excellence Awards
28Recognition – Marketing Excellence Award 2009 –Asia Pacific
29Recognition – Clinical Research Excellence by International Diabetic Center Dr. Aamer Razi (Peshawar)Montreal – CanadaOctober 2009
30Sanofi-Aventis – Achieving Quality Performance In Rs. MioGrowth55%Growth12%Growth11%Growth2%Growth8%
31We are committed to ‘Make sanofi-aventis an exciting place to work’. THANK YOU