Transcript Diapositive 1

Managing Quality Performance
Tariq Wajid
General 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-aventis
Transformation of sanofi-aventis
Our CEO’s Vision
“Our life isn’t just
pharmaceuticals.
Our life is healthcare.”
Chris Viehbacher
CEO
January 30, 2009
Our Vision & Strategy
Attract Talent
Retention
To be
No. 2
In Pakistan
Reward &
Recognition
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.
Performance Potential Grid (PPG)
LOW
MEDIUM
HIGH
The “Strategic Few”
4
2
Adaptable
High Professional
5
Adaptable Key
Performer
1
3
Take Action
Inconsistent
Performer
Less than
effective
Strategic Star
8
Future Star
6
Rough Diamond
POTENTIAL
Less
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LOW
Key Performer
9
MEDIUM
PERFORMANCE
High Professional
7
HIGH
Highly
effective
Enhancing Performance
Just like any other sport our game is to
do High Performing Business!
Retention - 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.
sanofi-aventis University (Asia Pacific)
SANOFI-AVENTIS UNIVERSITY
Structured Learning
Programs
Functional
Training
Leadership
& Mgmt
Training
Classroom
Programs
Business
Skills
E-Training
Some programs already
existing
Competency
Models and Career
Pathways
Competency
Models
Career
Pathways
Development
Options and
Pathways
Web-Based E-Portal
Some
models
already in
place
To be
developed
Development
Resources
Assessment
& Diagnostic
Tools
Career
Counselling
Coaching
Face-to-Face
or by Phone
Library of
Books and
Audio
Virtual or
Electronic
Some programs
already existing
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 knowledge
Coaching 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 promotion
Marching for Success for Field Executives
License 2 Lead – For First Line Managers
Impactful Communication – Creating a difference for Customers
Employee Professional Development
License 2 Lead
Coaching through Role Plays
Learning through team exercises
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
Solidarity
Respect
Courage
Performance
Audacity
Creativity
Living our Values – Celebrating Value Week
Marking important Days to have an
Engaging Culture
Independence Day
Diabetes Day
Cancer Day
Diversity Day
Eid Festivals
Family Days
Marking Important Days
World Cancer Day
World Diabetes Day
Independence Day
Employee Solidarity Day
Diversity 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 Report
Award 2007 & 2008
Recognition – High Quality Financial
Reporting
South Asian Federation of Accountants
C/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 – Canada
October 2009
Sanofi-Aventis – Achieving Quality Performance
In Rs. Mio
Growth
55%
Growth
Growth
8%
3,446
2005
2006
Growth
Growth
11%
2%
3,818
3,896
2007
12%
6,750
4,347
2008
2009
We are committed to ‘Make sanofi-aventis
an exciting place to work’.
THANK YOU