1. British American Tobacco Performance Management Example

2. British American Tobacco world-wide
The company has operations in 180 countries and the best-selling cigarette brands in 30 of those.
The Group manufactures cigarettes in over 50 countries.
Operations in 180 countries
Manufacturing in 48 countries
Performance Management Conducted Everywhere!
Over 100,000 employees

3. Our vision for the future
World’s number one
Superior Workforce Worldwide
British American Tobacco is committed to a vision for the future. It is our ambition to lead the international tobacco industry and to perform alongside top global companies – across all industry sectors – in terms of profit growth.
It is this long term goal that inspires our people and drives our strategy.
(The man in the photo is Martin Broughton, the current CEO of British American Tobacco Industries)

4. Performance Management

5. Performance Appraisal and Career Enhancement system (P.A.C.E)
PACE is a key management process for reviewing the past and planning the future.
It is a management tool which aims to:
* Improve the performance
* Enhance the development

6. Principles of PACE Pace is competency based
It is widespread throughout the British American Tobacco World
Pace encourages objectivity
Pace emphasises development

7. PACE Agenda Performance review Competence review Development plan
Setting objectives for next year
Future career preferences
The United States is the second largest cigarette market in the world by volume. It is the root of British American Tobacco's own origins and the centrepiece of the region, which also includes Japan - the world's third largest market and a major importer from the US.
It is a dynamic market where consumer tastes and trends are constantly changing and nearly a third of all cigarettes sold are in the value-for-money segment. Two of the company's brands are among the top 10 in the US - value priced GPC and the popular premium menthol brand KOOL. The company has also developed successful new concepts, including the fast-growing ultra slim cigarette, Capri.
Leading brands - KOOL, Carlton, Capri and Pall Mall. Kent and Lucky Strike are amongst the top 10 imported brands in Japan.

8. Performance Review; Rating
Rating Definition & Description
A Exceptional Performance
The individual has exceeded expected performance criteria by a wide margin in all key result areas
B Excellent Performance
The individual has exceeded performance criteria in most key result areas and has not produced any less than satisfactory results.
C+ Above Target Performance
The individual has either achieved expected performance criteria with one critical area exceeded or has exceeded standards in two critical areas with the result that a lesser priority area is under-achieved.
C On Target Performance
The individual has either achieved the expected performance criteria in all key areas or has exceeded performance in one critical area with the result that a lesser priority area is under-achieved.
C- Below Target Performance
The individual has achieved the expected performance criteria in all but one critical area.
D Poor Performance
The individual has under-achieved in a number of key result areas.
E Unacceptable Performance
The individual has constantly failed to meet the performance criteria in all key result areas.

9. There are two classes of competence :
Competency Review
Competencies are skills, knowledge and behaviours which underpin effective managerial performance.
There are two classes of competence :
Management
Technical

10. Management Competencies
· People Leadership
· Resource Management
· Business Development
· Communicating
· Influencing
· Creative Thinking
· Rational Decision Making
· Career Commitment
We are committed to maintaining the highest business and ethical standards in all our operations. To help achieve this, around the world we apply the same appraisal, training and career development processes as well as highly competitive remuneration and reward schemes.
Setting the same rigorous standards internationally ensures that British American Tobacco has first-class people in all of its markets, creating a global pool of talent which the company can deploy with total confidence anywhere in the world.

11. Development Plan
An agreed plan to address the identified areas for improvement, covering more than one review period
Training courses/seminars
Alternative development methods
We are committed to maintaining the highest business and ethical standards in all our operations. To help achieve this, around the world we apply the same appraisal, training and career development processes as well as highly competitive remuneration and reward schemes.
Setting the same rigorous standards internationally ensures that British American Tobacco has first-class people in all of its markets, creating a global pool of talent which the company can deploy with total confidence anywhere in the world.

12. Objectives for Next Year
Key Result Areas (KRAs) and agreed specific performance criteria for the coming year
Objectives should be S.M.A.R.T.
Specific
Measurable
Attainable
Relevant
Time-bound
Ultimately, it is people who make our business successful and British American Tobacco takes pride in recruiting the very best international talent in order to achieve sustained growth and development.
Our graduate recruitment programme targets 250 carefully-selected universities to give British American Tobacco access to the best graduates available around the world, and the company operates an equally selective mid-career recruitment programme to bring in experienced professionals from other companies, both in and beyond the FMCG sector.

13. Future Career Preferences
Next job preference, if identified
Special circumstances
Mobility
Covering more than 50 markets, including both Russia and Germany the worlds 4th and 6th largest cigarette markets. (Note: this excludes the sales of Kreteks in Indonesia)
Europe has two very different personalities.

14. Career management Growing talent from within
Graduate recruitment and Management Trainee Programme
Pace discussions with superiors
Career development meeting procedure
Career Reviews
This international approach to doing business provides a challenging work environment, stretching people's management capabilities and offering a world-wide career opportunities. As British American Tobacco continues to grow and develop new markets, the opportunities steadily expand.

15. Career development meeting procedure
Global approach
Consistency world-wide
Well informed, thoroughly debated and effectively managed judgements and decision making on the future careers of managers

16. CDM Procedure Local CDM Discussions Feedback from Mentors Local CDM
Pace Guidelines
(November)
Changes
Schedule
Key Capabilities/ Competencies
KRA- Issues MT
Local CDM
Follow-up of Plans
Update/Review
Graduate Recruitment
Discussions
(January)
Head of function with mgrs of
target population
(combined with the Mgrs
own PACE discussion)
Feedback
from
Mentors
Preparing of appraisers/ appraisees
(December) HR
Local CDM
(ASAP)
Feedback from Regional
and Functional CDMs
Update and follow-up of
issues
Graduate Recruitment
PACE
(31 Jan)
Performance Ratings
Career Aspirations
Development Needs
Strengths and Weaknesses
Views and proposals
Prepared by Head of Function
and HR Manager
Local CDM
(16 Feb)
Potential Definition
Career Plans
Development Plans
Succession Plans
Graduate Recruitment
Functional CDM
ExecuTRACK
Regional CDM
( April)
Area CDM
(End Feb)

17. Career development meeting procedure
CDM agenda: An Important Meeting!
- Review of current situation and its implications
- Organisation development
- Potential definitions
- Career plans
- Succession plans
- Development plans
- Management trainee intake and development
Western Europe is sophisticated, competitive and a highly developed region for consumers with high brand loyalty and taste for lighter, international style cigarettes. Here British American Tobacco can utilise its strong portfolio of international and regional brands, Lucky Strike and Barclay being among the leading names.