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Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
Agilent Technologies
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Agilent Technologies

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  • 1. Agilent Technologies: The World’s Premier Measurement Company Parmeet S. Ahuja Country General Manager, India VP, Enterprise Financial Services Agilent Restricted1 July 15, 2011
  • 2. Agilent at a glance Agilent’s Strategic Intent: Measurement solutions partner to every engineer, service provider, and scientist in the electronics and bio- analytical markets. $5.5 billion FY10 annual revenue 18,500 employees worldwide Customers in 110+ countries 70-year heritage of invention and innovation Agilent Restricted2 July 15, 2011
  • 3. Agilent’s Market FocusSolutions that address critical customer challenges $5.5 billion revenue in FY10 across 3 Businesses Electronic Chemical Life Measurement Analysis Sciences $2.8B $1.2B $1.5B Comms Petro/chem Food Pharma/ Academic/ Industrial, biotech government Comp/Semi Aero/Defense Environment Forensics Agilent Restricted3 July 15, 2011
  • 4. Agilent in India • Two legal entities: • Agilent Technologies International (ATI): Export oriented unit. Chandigarh • Agilent India (AI): India Sales, Services Manesar and Support. • 1500 employees in 9 locations, • Leading market share in both Electronic measurement and Bio-Analytical measurement Agilent Restricted4 July 15, 2011
  • 5. Performance Management at Agilent Agilent Restricted5 July 15, 2011
  • 6. Performance Management at Agilent Quarterly MAPS Process Measures of Success Leadership Audit Survey HR Analytics Agilent Restricted6 July 15, 2011
  • 7. Agilent India FY11 Measures of Success Agilent Restricted7 July 15, 2011
  • 8. Quarterly MAPS Process My Accountability and Performance Standards (MAPS): The objective is to ensure that all employees, at any time, are absolutely clear about where they stand, what is expected of them, and what their manager is doing to support their development. The conversation is documented and uploaded Employee has to take a Manager and employee for future reference on the survey to evaluate the quality Function-wise reports have check-in MAPS MAPS website, by the and effectiveness of the published and shared to conversation…. employee…. MAPS conversation… increase accountability. -------------------------- Quarterly process -------------------------- Agilent Restricted8 July 15, 2011
  • 9. HR Analytics The What? The Why? Quarterly meetings • Helps business heads make more prudent HR decisions (e.g. distribution of between HR and function wages) heads to discuss the • Feedback to HR to help improve it’s processes or push for policy changes function’s HR data. These •Overall objective- make discussions are focussed HR think like the around HR data that business, and make line includes: managers be HR managers • Rank-wise and level-wise attrition data • Rank-wise distribution of comp-ratio • % Employees below minimum comp-ratio • Comparison of attrition/ pay between new, existing and exited employees • Employees on corrective action plan Agilent Restricted9 July 15, 2011
  • 10. Leadership Audit Survey Leadership Audit Survey (LAS): The objective is to provide feedback from employees to the management through a half-yearly survey that is taken by all Agilent employees, focusing on leadership behaviors that are important to win in the marketplace. Customer Orientation Index • We regularly use customer feedback to improve our work processes. • Customer problems get corrected quickly. • I have the authority to do what is necessary to serve my customer. Speed and Decisiveness Index • Day-to-day decisions demonstrate that continuous improvement and innovation are top priorities. • Conflict gets surfaced and addressed in order to improve our business results. • Once a critical decision is made and objectives are established, execution moves quickly. Risk Taking Index • I feel free to take informed risks in getting my work done. • Leaders make the difficult tradeoffs to focus on the critical few business priorities. Engagement Index • I receive ongoing feedback that helps me improve my performance. • I can see a clear link between my work and Agilents objectives. Agilent Restricted10 July 15, 2011
  • 11. Leadership Audit Survey 1H11 Actual % of managers 2H11 Target 1H11 Target (Delta from at/ above 1H11 (Delta from 2H10 Actual) target 2H10) Customer Orientation Index 83 87 (-1) 73 85 (+4) Speed & Decisiveness Index 80 85 (+2) 69 82 (+5) Risk-Taking Index 78 84 (+2) 70 80 (+10) Engagement Index 87 90 (+2) 64 89 (+8) India’s response rate in 1H11: 95% Agilent Restricted11 July 15, 2011
  • 12. Leadership Audit Survey Preparation for 2H11 Leadership Audit Intent: Focus on improving the country score on low-scoring question(s) • Continue to tightly manage the country MAPS process • Conduct training for all managers on how to do ‘Meaningful MAPS Conversations’ Intent: Support managers who did not meet the 1H11 target • ABC Function Management will continue to track corrective action of managers who’ve not met their target • Launch the XYZ Function Culture & Leadership Development initiative in 2H11 Intent: Make managers accountable to their individual results • Monthly review, and coaching, with Managers of large teams who did not meet targets Agilent Restricted12 July 15, 2011
  • 13. Performance Management at Agilent Agilent Restricted13 July 15, 2011
  • 14. The Results • Attrition rate significantly below the market • Best-in-class employee engagement scores • A culture of differentiation • Industry recognition: • Ranked #8 in the Great Place to Work survey 2011, #2 in the ITES sector and #3 for Employee Development, • Recognized as the Top Test & Measurement Company by Voice & Data magazine. Agilent Restricted14 July 15, 2011
  • 15. Questions and Discussion Agilent Restricted15 July 15, 2011

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