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Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
Performance Management - the Coca cola perspective by Carmistha Mitra
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Performance Management - the Coca cola perspective by Carmistha Mitra

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  • 1. Performance Management Classified ‐ Internal use Hindustan Beverages Pvt. Ltd.
  • 2. What is difficult about the process? (Tell Us About Your Experience) Tell Us About Your Experience) Classified ‐ Internal use 2
  • 3. Hindustan H d Beverages Classified ‐ Internal use
  • 4. TCCC ‐ Winning With Our Manifesto Bottling Investments Group . . .  Strategic Framework Strategic Framework Our Mission “Model” Bottler  Financial Health Financial Health Net Exporter of Talent  Classified ‐ Internal use
  • 5. Refreshing India.  Wherever.  Whenever. Refreshing India Wherever Whenever Vision HCCBPL’s vision is to create a World Class Organization with a Culture of Operating  HCCBPL’ i i i W ld Cl O i i ih C l fO i Excellence to continually improve consumer experience, customer satisfaction ,  employee capability and company profitability Mission •To refresh the world in mind , body and spirit •To inspire moments of optimism through our brands and our actions •To create value and make a difference everywhere we engage Values Leadership , Collaboration , Integrity , Accountability , Passion , Diversity , Quality d h ll b bl l Classified ‐ Internal use
  • 6. The Coca‐Cola Business Model Purchase Concentrate Bottler Manufactures World class beverages in ultra modern factories Customer Distributes the right brand and right pack at the right place i ht k t th i ht l Ensures the RIGHT consumer beverage experience by consistent SALES EXECUTION
  • 7. Performance Management g Critical to our Vision of being World Class Bottler Hindustan Beverages Pvt. Ltd.
  • 8. PMS @ HCCB PMS is managed through 4 Stages during an Annual Business Cycle and has multiple Objectives as defined below: Stage 1 Stage 2 Stage 3 Stage 4  Annual Performance Plan Performance for the  Reward & Recognise Mid‐term Review  Review Year Assess Results Set KRAs Performance‐linked pay Review Results Appreciate ‘Top  pp p Finalize 09 Development  Finalize 09 Development Recognize Top  Recognize Top Coaching and Feedback on  Coaching and Feedback on Accomplishments’  Plans of KRA1 , KRA2 Performers  KRA1, KRA2 Coaching and Feedback  and Competencies  Prepare Development Plan for KRA1  on 08 KRA1, KRA2 and  and KRA2 Competencies 360 degree feedback on Competencies Prepare 09 Development  Competency Development Plan Plan for KRA1, KRA2 and  Competencies
  • 9. Performance Review Objectives Owner : Administrative Manager Performance Delivery and Results Review To assess progress on ‘What’ - Business Results To assess progress on ‘Ho ’ - Self/ People De elopment and Competencies ‘How’ Development To clarify the actions to be taken next year to maximize performance. Performance  Development Coaching To review progress on Performance Development Plan for KRA1, KRA 2 and Competencies To credit and compliment good progress To coach Associates so that he / she can maximize performance following Year Recognize  Top  Performers To recognize and provide positive feedback to Top Performers to ensure they are motivated and also challenged / stretched to enhance their growth Performance  Improvement Planning To review status of Bottom Performers already under PIP and take appropriate actions. To prepare Performance Improvement Plan for newly-identified Bottom Performers.
  • 10. Dimensions of Performance Business Plan Achievement Key Result Area # 1  Key Result Area # 1 Weightage 60% W i ht 60% People Development Key Result Area # 2 Weightage 20% Competencies Key Result Area # 3 Weightage 20% Holistic performance review discussions taking into account Business KRA (KRA 1),  p / p ( ) p ( People/Self Development (KRA 2) and Competencies (KRA 3) )
  • 11. 4 Point Rating Scale Ratings for Objectives Definition Exceptional Objectives a. Consistently delivers outstanding results and exceeds expectations and (Business KRA & accountabilities. Performance (EP) Self/People b. Exceeds aggressive targets and objectives Development): c. Results add significant value to team, business and customer/client. Excels in demonstrating the competencies (skills, knowledge and behaviors) Competencies: p required f th role. i d for the l Successful Objectives a. Consistently delivers all agreed upon results and meets expectations and (Business KRA & Performance (SP) Self/People accountabilities b.Adds value to team, business and customer/client Development): Broad strengths across many of the competencies (skills, knowledge, and Competencies: behaviors) required for the role Developing Objectives (Business KRA & Sometimes meets agreed upon results, but does not meet all expectations and Performance ( ) e o a ce (DP) Self/People accountabilities Development): Demonstrates many of the competencies (skills, knowledge, and behaviors) required for the role, but not the full range. Significant improvement is required in at-least Competencies: one or more skill and knowledge areas. (weakness that prevents doing the full job successfully) Not Meeting Objectives (Business KRA & Performance falls below agreed upon results and expectations on multiple critical Performance Self/People accountabilities. Expectations (NP) Development): Does not consistently demonstrate many of the competencies (skills knowledge and (skills, Competencies: behaviors) required of the role. Significant improvement is required Too New to Rate Typically spent less than 3 months in the role (TNTR)
  • 12. Performance Review Outcome Owner : Administrative (Line) Manager g Supported by : Functional (Dotted Line) Manager ‘Bottom End’ ‘Higher End’ Exceptional Performer Successful Successful Performer (EP) High Performer (SP) (SP) or Developing s and People  Performer (DP) Medium Developing Successful Performer ‘Higher End’ Successful Performer (SP) Performer Competencies (DP) (SP) evelopment ) How Not Meeting Developing ‘Bottom End’ Successful Low Performance level Performer Performer (C De (NP) (DP) (SP) or Developing Performer (DP) Low Medium High g What (Achieving Results)
  • 13. Steps in the Performance Review Process  Step 1. Associate Self Assessment Step 5. Rating Communication , Plan Kra  for  next year Step 2. Admin Manager  assessment and  alignment with Functional  Manager Annual Performance   Review  Process Steps Step 4. Calibration Meetings Classified ‐ Internal use Step 3: Performance Review Discussion
  • 14. KRA Setting Process g Hindustan Beverages Pvt. Ltd.
  • 15. 2009 Imperatives for KRA setting Part of the Manager ‘s role is to ensure your Associates understand the strategy and their  P t f th M ‘ l i t A i t d t d th t t d th i personal role in achieving the strategy.
  • 16. What is a KRA ? What is a KRA ? Key Result Areas (KRAs) are a set of Objectives which, when  achieved by individuals  in the  Organization,  in the Organization result in achievement of business goals in achievement of business goals. Routine job responsibilities ("daily management") are not KRAs.   ‐ Results/outcomes like Volume and Operating Income (OI).   These outcomes are already measured and rewarded via the  Associate bonus.  The intent of KRA's is to capture the things which drive those outcomes.  Classified ‐ Internal use
  • 17. How to ensure that the Objectives you set for 2009, would allow you to  How to ensure that the Objectives you set for 2009 would allow you to make significant  business contribution and get recognition as well? Set Objectives such that it satisfies one or both the criteria below : Objectives which would  lead  to Significant  Accomplishments Breakthrough Objectives Objectives leading to Significant Accomplishments: Objectives leading to Significant Accomplishments: They  are strategic activities which lead to achievement of business goals.  These could include strengthening  processes linked to our strategic plan like RED, Cooler Productivity, Line Productivity, Service to  Sales,  OE, Diversity, Horizontal    Expansion,  Safety etc.    Breakthrough Objectives:   Breakthrough objectives are the one or two most critical "imperatives" that  the associate has to get done during the year.   These are the few  projects (one or two) or objectives that are so important, that if  the associate achieved  everything else and not them, it  would be hard to  view '09  as a strong year.  Breakthrough Objectives however, would be mandatory for certain roles as explained in the  next slide, for   all other roles, discuss with your Manager and decide. Classified ‐ Internal use
  • 18. Roles for which Breakthrough Objective is Mandatory Roles Breakthrough Objectives (As %  of   Regular Objectives (As %  of   KRA) KRA) VPs / RVPs  VPs / RVPs 50% 50% VPs / RVPs ‐DRs 40% 60% Factory  Managers  40% 60% GSMs/ SMs 30% 70% For Other Roles to discuss with Manager and decide Classified ‐ Internal use
  • 19. Standardized and Online KRAs for improving  Operating Effectiveness – Operating Effectiveness – (KRA # 1),  Weightage‐ Weightage‐60% Standardization of KRAs is Bringing about efficiency in the System and more importantly  Bringing abo t efficienc in the S stem and more importantl Associates are reviewed on similar yardsticks
  • 20. Operations Classified ‐ Internal use
  • 21. GM ‐ Area Operation/ AOD – GM ‐ Area Operation/ AOD – Illustrative Example Activity/Milesto Objective Obj ti Activity Mil t A ti it / Milestone ne Weightage Weightage W i ht Target Measures T tM RED Process 10% Define target Out Execute Competition to Drive 30% Define Target Volume RTM Corrections 10% Drive Horizontal Expnsion 10% Ensure availability of New products (MMPO, fridge Pack, Express, fanta apple etc.) 10% Define target Out Innovate 30% Competition Enhance / Maintain(high share market) Market Share 10% Define target Test Innovative new products 10% Define target BREAKTHROUGH OBJECTIVE (40%) Drive Returns (EBIT and ROIC) Below are examples. You may like to choose Milestones which is critical for your unit Overall Cost Reduction for the Unit - Unit would need 30% 20% Define target World Class Cost Structure to identify big impact cost lines for which cost reduction is imperative and set target accordingly…Price increase, Discount Management, Opex, COGS, DME, Sales and Distribution, Sourcing cost etc. Productivity Cooler Productivity, Manpower Productivity etc. Operations Excellence Big impact area identified thro OE analysis for the Unit As per Unit target Water Usage Ratio from to 5% Executing with Excellence to Define target in discussion with Enhance Gender Diversity 10% 20% RVP build long term capability Classified ‐ Internal use Building a Safety Culture -specify Safety Program to be Specify target and timelines undertaken 5%
  • 22. Culture Survey Key ingredient  of People KRA # 2 Weightage – 20% Culture survey provides meaningful benchmarks to track  Culture survey provides meaningful benchmarks to track our progress and identify steps for improvement
  • 23. Unit People (KRA # 2) Unit People People Management Score Skill KRA Development Self + Team Development MD Absorption Skill Score Unit (Unit Skill Score Unit Target Succession Planning / Target T t Diverse Di for f Self S lf Roles Culture Score Engagement Workforce Sales Capability + Development Team Development Score Score Competency Skill (role based) Score ) GM/Directors 20% Area Included in (succession Operations 20% 20% 20% 20% Skill score planning) Factory Manager 40% 20% 20% 20%* MD Absorption HR Manager (30%) (Factory / Area) 30% 20% 20% GSM/SM 30% 30% 20% 20%* ASMs 30% 30% 20% 20%* MD Absorption ACDM 30% 20% 20%* (30%) Other Managers 30% 50% 20%* *Team Development Score = Skill Score of Team Members ( DRs and their DRs  till Team Leaders and Executives)
  • 24. Competency Framework ( KRA # 3) – Weightage-20% Weightage-20% THOUGHT LEADERSHIP: • Drives innovative business improvements ( (New) ) – Generates new ideas and pushes current thinking – Leverages creative and/or strategic thinking – Effectively manages change • Objective Analytical Thinking (New) – Analytical and practical/pragmatic thinking – Uses analytical thinking to make better business decisions PEOPLE LEADERSHIP: • Develops and Inspires others – By motivating them to work towards common goals – Drives peak performance by identifying and leveraging their strengths, while guiding them to bridge gaps. • Works effectively with others & Influences others (Current: Builds Relationships & Influences Others) – Customer-oriented (both internal and external customers) – Motivating multi-functional teams/organizations to work towards common goals – Positive influence on others to achieve organizational goals • Lives the Values – Creates a culture that fosters a high standard of ethics – Demonstrates emotional resilience RESULTS LEADERSHIP: • Takes initiative to deliver results (Current: Delivers Results) – Holds self and others accountable for setting stretch goals with high business impact, and takes responsibility for outcomes – Displays Drive, Motivation and Passion • Functional Competencies Other Changes: •‘Demonstrates Emotional Resilience’ is now a part of ‘Lives the Values’ •‘Manages Change’ is now a part of ‘Drives Innovation Business Improvements’ •‘Decision Making’ and ‘Demonstrates Financial Ability’ are now part of ‘Objective Analytical Thinking’
  • 25. Conducting High Impact Performance Review Conversations Classified ‐ Internal use
  • 26. Leaders Have a Pivotal Role in Creating a High-Performance Workforce An 11‐year study of companies with  performance‐enhancing cultures  In Building A High Performance Workforce,  found performance to be a key  Research Has Shown 8 Factors Which  Increases Employee  driver of financial and operational  di f fi i l d ti l Substantially Increase Individual Performance Substantially Increase Individual Performance Performance By: Performance By: success 4 Being Fair and Accurate in Giving  39.1% Feedback  Revenue Growth 4 Ability to Take Risks y 38.9% 682% 4 Emphasizing Strengths 36.4% 4 Employees’ Understanding of 36.1% Performance Standards 166% 4 Internal Communication: Continuous 34.4% Flow of Information ‐ Up & Down Organizations with Organizations 4 Matching Employees With What They 28.0% Performance‐ without Enhancing Culture Performance‐ Do Best Do Best Enhancing Culture 4 Giving Informal Feedback That Helps 25.8% Source: Corporate Leadership Council: How  Employees Do Their Job Better Performance Management Impacts the Bottom Line,  and Building The High‐Performance Workforce, July  2002 and Fall 2002, respectively 2002 and Fall 2002 respectively 4 Manager Helps in Problem Solving g p g 23.7%
  • 27. 2 Conversations How did I do – Partnering for Performance What do I develop – Performance Development Coaching Classified ‐27 Internal use
  • 28. How to Conduct High Impact Review Discussion Goal :  Build Accountability to deliver High  Performance and     Targeted  Results  for ‘Self’ and ‘Teams’ 2  Conversation Topics 2 Actions How Did I do ? Partnering for Performance •Appreciate Accomplishments Focus on Results to Evaluate previous  •Agree on how  to deliver even better  year’s Performance  Performancein the following year. •KRA 1 ( Business KRA)  •KRA 2 ( People/Self Development  •Create SMART Development Action Plan  p KRA) SMART = Specific, Measurable, Achievable      Realistic and Time bound) Performance Development Coaching  What do I develop ? Identify critical 2‐3 Strengths and 1‐2  Focus on Focus on Behaviors demonstrated demonstrated  Opportunities from among   O t iti f (or not demonstrated) to achieve  Competencies. Results Create Development Action Plan
  • 29. 3 Le Leadership Skills for …. Skills Apply 3 Leadership Skills for High Impact  Performance Review Discussion • Situational Leadership Skills  (Diagnosis,  Flexibility) • ‘GROW’ Coaching Model GROW Coaching Model • Whale Done Principles – Catch Them Doing right, Accentuate      Positives, Re‐Direct… ,
  • 30. The Three Skills of a Situational Leader • Diagnosis assessing developmental needs Diagnosis—assessing • Flexibility—using a variety of leadership styles comfortably • Partnering for Performance—reaching agreements with others about the leadership style th need t l they d 2–7
  • 31. Different Strokes for Different Folks Different Strokes for the Same Folks, Depending on th Goal or Task the G l T k 2–10
  • 32. Describe the Characteristics You  Observe in the Picture Observe in the Picture 2 3 4 1
  • 33. The Four Development Levels p D1—Low competence and hi h commitment D1 L t d high it t D2—Low to some competence and low commitment D2 D3—Moderate to hi h D3 M d t t high competence and variable t d i bl commitment D4—High D4 High competence and high commitment 3–5
  • 34. The GROW MODEL G R O W Goals Reality Options Will What do you What is What What action will want to currently alternatives you do next ? can help to accomplish? happening in move this situation? forward? •Agree on •Establish what •Encourage •Identify possible realistic, is known about exploration of obstacles to measurable the it ti th situation. alternative lt ti progress. progress goals •Pay attention actions. •Offer follow-up •Establish time to both facts •Explore pros and support. limits. and feelings. and cons of •Leave •Withhold od options. p responsibility with judgment, both •Offer options the other person. verbal and only if the person has nonverbal. none. CLARITY ALIGNMENT CLOSURE
  • 35. The GROW Model Listening GROW MODE Intuition L C Curiosity y Questioning
  • 36. Using GROW Model for Coaching Conversations GOAL What do you want to accomplish? What is the result you want? What would success look like? How will you know when you get there? ROLE What is currently happening in this situation? What effect does this have? What other factors are relevant? What have you tried so far? What stops you from doing more? What if any challenges or obstacles do you have to taking action?· OPTIONS What alternatives can help you to move forward? Tell me what possibilities for action do you see Do not worry about whether they are realistic at this stage see. stage. What approach/actions have you seen used, or used yourself, in similar circumstances? Would you like suggestions from me? What are the benefits and pitfalls of these options? WILL Which option or options did you choose? What might get in the way of this happening? What are you committing to? What are the next steps? Precisely when will you take them? What i ht Wh t might get in the way? t i th ? What support do you need? How will you track your progress?
  • 37. The Th WHALE DONE™ R Response Be Specific Share Positive Feelings Praise Immediately Encourage them to keep up the Good Work 37
  • 38. Let us see if it works ! Classified ‐ Internal use
  • 39. Feed bck Scenrios Classified ‐ Internal use
  • 40. Performance Management and Development Classified ‐ Internal use
  • 41. Elements of Self Assessment 1. Top Accomplishments in 2008 :  What are you most proud of ? What are your 2‐3 (no more than 5) major accomplishments in 2008. Be specific.  Cite data/examples. 2. Actual Results Vs. KRAs :  2 Actual Results Vs KRAs : Use YTD November data. This can be updated before the final review. 3 . Key Strengths: What do you see as your 2 or 3 (no more than 3) major Strengths. Cite examples that illustrate 4. Opportunities for Development: What are the 1‐2 (no more than 2) areas you hope to focus on in 2009 to improve your performance  5. Performance Plan :  What do you propose as the top focus areas for you in 2009? These will form the basis of the discussion with  your Manager on your 2009 Performance Plan. M 2009 P f Pl Points to remember Be Objective and avoid Self glorification or False Modesty ‐ Provide data and examples to ensure your Manager considers your Assessment as a valuable  input to the Annual Review
  • 42. Administrative and Functional Manager Alignment Focus on Holistic Assessment of the Associate, with agreed-upon Development Plans. - Provide specific data and examples to Associate for a High Impact Discussion. - There should be only one review document (initial draft to be written by the Admin. Manager) M ) - Functional Manager feedback to be agreed, then incorporated in that one review document. In case of non alignment non-alignment - HR to facilitate closure. - Escalate it to the next level of Managers (with the aid of HR), if needed ( See Chart Below) Yes Process Complete Alignment on Review /  Proposed rating P d i No Escalate to Next level Manager No Process Complete Yes Alignment ? HR to facilitate
  • 43. Mid Year Performance Review Document KRA 1: Business Plan Achievement  KRA 1 B i Pl A hi t Performance Status Functional Manager (On Track / Off Track) Comments (Mandatory if Objective Activities / Milestones Target Measures Results- Associate Assessment Functional Manager "Off Track") Best 6 month average RED Score (20%) Red Score Achievement achievement of 60 Avg RED score has been 63 Performance Status On Track Volume Target (20%) 1368804 Actual - 759263 ( 6 months ) Performance Status On Track RED Outlet Target (5%) 1500 1935 Performance Status On Track Sales Volume (Phy Cs) (30%) Pre-sell Target (5%) 40% of Volume 100 % of volume is moved to pre sell Performance Status On Track Needs to focus more on juice PET Net Revenue (30%) NR Acheivement (30%) 283855693 Actual - 159445230 ( 6 months ) Performance Status Off Track and MMPO Based on Unit Finance Compliance (20%) Asset Control (20%) Managers report 100% achieved Performance Status On Track Functional Manager Comments Has been able to meet targets on Volume and Execution. Should maintain the same focus to beat plans. Needs to show progress on NR Review on Development Plan on KRA1 and Next Steps Direction / Support Agreed Development Action Progress on Agreed Functional Manager Critical Task Development Level Required Plan Development Action Plan comments Needs to develop better D2 Expect guidance to understand Needs a short but structured training Have gone through the training Has shown good progress. Much knowledge on how to calculate the process better program. and understand the process and better clarity after going through NR on month to month basis. calculations the training Functional Manager What additional support would you require, IF ANY? Comments Nothing at this point in time
  • 44. Mid Year Performance Review Document (continued…) KRA 2: People / Self Development KRA  KRA 2 P l / S lf D l t KRA Performance Status Functional Manager (On Track / Off Track) Comments (Mandatory if Objective Activities / Milestones Target Measures Results- Associate Assessment Functional Manager "Off Track") People Engagement Score of 80 for STLs Score (30%) Unit Target Culture Score Score of 85 for MDs Has built a successful team (30%) To be Measured at year end Performance Status On Track Skill Score (30%) Skill Score (Unit Skill Score for Sales Capability + Competency Skill Score) (30%) Skill Score of 70 To be Measured at year end Performance Status On Track Developing Financial Acumen and Took coaching on P&L and Financial Self Development (40%) Self Development (40%) understanding P & L Acumen Performance Status On Track Functional Manager Comments Is focused towards creating a strong and energetic team that delivers results. Should continue to do so. Review on Development Plan on KRA1 and Next Steps Direction / Support pp Agreed Development Action g p Progress on Agreed g g Functional Manager g Critical Task Development Level Required Plan Development Action Plan comments Working knowledge of margin D2 NA need training on the same Training has been scheduled for Needs to scale up on this post minder for better access to Data July'09. training required in day to day operations Functional Manager What additional support would you require, IF ANY? Comments Nothing at this point in time
  • 45. Career Development Planning Document Medium-term aspirations (for next 2- 3 years) in the context of long-term goals Career Track selected by Functional Manager comments (with Option chosen by DR DR Explanatory comments justification) Rajesh has the Functional and Behavioral competencies to grow in Category Management. He will get the required opportunities to develop I wish to grow in my current function Specialist I want to grow as a Specialist in "Category Management" himself in this area Career Development DR's Short-term Career Development Plan (experience / exposure required by him / her to support career aspirations) Associate comments Functional Manager comments He will get involved in pilot of all new I would request for opportunities to be provided to me product launches that happen which will for commercialization of New Product launches provide the required exposure 360 degree competency feedback (as agreed with the Associate) Area of Strength / Area of Competence / Behavioral Competencies Ideal Level Most Rated Level Agreed Level Area of Opportunity Thought Leadership Drives Innovative Business ImprovementsStage 1 Stage 1 Stage 1 Area of Competence Objective Analytical Thinking Stage 1 Stage 1 Stage 1 Area of Competence Results Leadership Works Effectively with Others and InfluencStage 2 Stage 2 Stage 2 Area of Competence Takes Initiative to Deliver Results Stage 2 Stage 2 Stage 2 Area of Competence People Leadership Develops and Inspires Others Stage 1 Stage 2 Stage 2 Area of Strength Area of Strength / Area of Competence / A f St th A fC t Functional Competencies Ideal Level Most Rated Level Agreed Level Area of Opportunity Sales Management Competent Competent Mastery Area of Strength Working Customer Management Competent Competent Knowledge Area of Opportunity Market Execution Competent Competent Competent Area of Competence
  • 46. Career Development Planning Document (continued…) Career Development Plan Competency Behaviors Responsibility Specific Action Plan Rajesh will demonstrate greater data orientation and analytical Self thinking while chasing financial targets Support will come through through extensive coaching and regular Uses financial data to identify trends and review. He will be nominated for training programmes that are Objective Analytical Thinking opportunities and apply in own work areas Manager relevant for improving in this area Rajesh will leverage his deep market knowledge in successful launch Self of new products Competition/Trend Analysis : Awareness of Rajesh will get identified in core team for commercialization of New Sales Management market – relevant data Organisation Product launches Succession Planning Recommended Potential Successors (give option to give NA) Name of Associate Associate Ready in Rajeshwari Gupta 0-1 year Ratnakar Shah 1-2 years Overall Comments Functional Manager Rajesh is growing well in his current role. He should continue to demonstrate the same energy and create a winning team under him. He needs to improve his analytical thinking. He has expressed keenness to work in Category Development. He will get involved this year in new product launches which will give him the required exposure
  • 47. PMS and Compensation Classified ‐ Internal use
  • 48. Creating a High Performing Organization Creating a High Performance Organization What is the big picture? Processes that are going to  How are we going to  enable us execute? Differentiated Talent Reward Assessment Talent Strategy and & Development Segmentation Interventions Closely aligned to Business Strategy Measurement Driven Classified - Internal use
  • 49. Key Calibration Question :Why do we rate Performance on a 4 point scale, and use  further categorization scale for Rewards?  Why use further sub‐categorization for Rewards ? • Differentiated ‘Rewards’ motivates and drives high performers to achieve  better results.  • Further, since 73% associates are in SP category, the differentiation is critical to  build and support high performance culture. • For the purpose of Rewards :  SP sub‐ categorized as SP‐, SP and SP+;   EP sub‐categorized  as EP and EP*. Classified - Internal use
  • 50. The Performance Rewards Matrix Developing Successful Performer Exceptional Performer Performer (DP) (SP) (EP) High People  Developing Performer Successful Performer ‘Higher End’ Successful etencies and P (DP) (SP) Performer (SP) pment – 40%) Medium How H (Compe Develop Not Meeting Successful Performer Successful Performer Performance (NP) (SP) (SP) Low Low Medium High What  ( Business  KRA‐60%) (Achieving Results) (Achieving Results) Classified - Internal use
  • 51. Some Best Practices Some Best Practices PMS Best Prctices Classified ‐ Internal use
  • 52. Legal and Ethical Classified ‐ Internal use
  • 53. Are you a fair & Transparent Leader? Do you rate your team members accurately and without a bias? y y y : Focus on Avoid Traps: Competence & Commitment  Step back and think about the Competence & Avoid ‘Recency Traps’ ’ Commitment you have observed all year while all year long all year long rating each Milestone. Focus on Results attained while rating, rather than ratees as individuals. Results Attainment and not  • E.g. Avoid  Personal  - Behaves ‘like me’ Biases Personal Biases - Is a great person Consider overall Performance ‐ Excelling in one area not to be perceived Focus on all Objectives and  as excelling in all areas. KRA s ‐ Poor performance in one area not to impact        evaluation of other areas. Avoid ‘Halo’  or  Horns effect or ‘Horns’ effect … Be a Fair & Transparent Leader
  • 54. Calibration Meetings Purpose : To put individual performance in context of broader sample of Associates To ensure that individuals are not impacted due to the different approach adopted by different managers while rating p g g performance (e.g. leniency/strictness etc.) g y To ensure visibility of talent. Unit Calibration - Participants : GM + HR; Dates : 23rd -25th January Local HR reviews Performance Reviews to ratify calculation and logic (and ensure there are data and examples). examples) Any information gaps are plugged in by the Manager before the calibration meeting. HR facilitates discussion and calibration of all ratings with the GM. Any discrepancies in ratings are flagged for discussion in Region Calibration Meeting Region Calibration - Participants : RVP + DRs (RHRM – to facilitate); Dates : 27th -31st January EP cases are discussed and all ratings calibrated Any open issues are flagged off for discussion in National Calibration Meeting National Calibration - Participants : CEO + COO + VP-HR, RVPs + VPs (National OD Manager– to facilitate) . Dates :6 february th Review EPs in critical Roles Review of Top Performers and Struggling Performers and align key elements of Performance Plan/PIP
  • 55. How will you Manage/ Recognise Top Performers? • Role Expansion • Assignments to work on Regional/National issue taskforce . • Sponsorship to conferences, and visits t other countries S hi t f d i it to th t i (on rare occasions). • Advanced Learning and Development Opportunities • Appreciation Letter / Certificates • Recognition for accomplishments /OE Certification etc. etc through Bottling HUB / Forum/ Buzz • Differentiated Compensation
  • 56. How will you Accelerate Performance of Solid Performers? • Build on their Strengths. Help them leverage what they are best at. • Identify critical tasks for which performance needs to be enhanced • Create a Development Action Plan to enhance performance on critical tasks • Assign Projects to utilize their skills & build confidence • Challenge with appropriate stretch objectives to enable peak performance • Facilitate problem-solving so barriers to performance are removed • Encourage progress and recognize contribution • Ensure that they are fairly compensated.
  • 57. How will you Manage Bottom Performers? • Prepare robust 30-90 day Performance Improvement Plan (PIP) – include specific, measurable actions with clear timelines • Guiding Principles – Longer for Senior people with newly identified performance issues. – Shorter for more junior people, or people with a history or pattern of performance issues. • Review & T k appropriate actions R i Take i i – If PIP results completely on-track, then align back to KRAs for the role. – If results not on track, but demonstrates maturity and drive to improve performance, revise PIP with shorter timelines (e.g. 30-60days) – If results not on track, and does not demonstrate enough drive to improve performance, exit. – Failure, exit Guidelines
  • 58. Thank You! Thank You! Classified ‐ Internal use

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