Learning & Development and the Performance management

1. HUMAN RESOURCE
MANAGEMENT
PRESENTATION ON
LEARNING & DEVELOPMENT
AND
THE PERFORMANCE MANAGEMENT OF
BADISCHE ANILIN & SODA FABRIK (BASF)
Group Menmbers
Ahmed, Ashek 11-18513-1 (Leader)
Khan ,Golam Eistiaque 11-18406-1
Ripon, Syed Md. 11-18432-1
Sumon, Md. Shamim Ahmed 11-18509-1
Anjum, Md. Zuhayer 11-18475-1

2. LEARNING AND DEVELOPMENT
 The Learning and development section of HR
describes the various options that are available
to people designing learning solutions.
 It then looks at learning styles and other factors
which need to be taken into account when
designing and implementing a learning
intervention.
 Case studies provide real-life examples of the
point covered.

3. LEARNING AND DEVELOPMENT
(CONTD…)
 Learning is there to help the organization
achieve its objectives.
 Motivation and learning styles are the most
important issues that need to be taken into
account in the design of effective learning.
 Learning needs must be accurately identified.
 The learning outcomes should be clearly
identified before any learning design takes
place.

4. TYPES OF LEARNING STRATEGIES
 There are three main types of learning
strategies:
 One-to-many
 One-to-one
 Remote
 Blended learning is a blend of different learning
strategies.

5. BADISCHE ANILIN & SODA FABRIK
(BASF)
 BASF is the leading chemical company of the
world. Founded on 1865 in Ludwigshafen,
Germany.
 Among all the other chemical company of the
world only BASF has access in every area of
chemical operation.
 BASF leads the chemical industry with its strong
values and principle in the countries it operates.
 It has HR division all over the world and they follow
the guidelines of BASF, AG.

6. LEARNING & DEVELOPMENT IN
BASF
 There are 2 types of learning courses:
 Regional learning by BASF comprises the
Leadership Academy Asia Pacific and
Programs on Specific Topics. These programs
are offered to Managers and team leaders.
Eligibility is subject to criteria for each module.
 Local courses are learning programs
conducted by external training organizations.
These may be organized in-house or
conducted in public runs. Such programs must
be relevant to the employee’s current job
function.

7. LEADERSHIP EXCELLENCE
PROGRAM
 Goal of the Program:
 BASF goal is to systematically identify and
develop regional managers with high potential
for business and functional management
positions in BASF.
 It fully supports the BASF 2020 Vision- Form the
“Best Team in Industry” strategic guideline as
well as the “Executive Diversity Initiative”.
 This program is aligned with the BASF Executive
Management Development program for
Executives and Executives Candidates.

8. DEVELOPMENT OF CANDIDATES
 RBU (Regional Business Unit) Head or Function
Head is responsible for the development of
candidates.
 Each Candidate should have a concrete
Development Plan indicating development
measures.
 A Candidate’s development should be based
on real jobs and assignments.
 Fortified by structured learning programs.

9. E- LEARNING SYSTEM
 BASF has an intranet especially for HR
department.
 All the employees of BASF all over the world
can enter here and participate to online
learning section.
 Technical sections is arranged according to
the different BU (Business Unit) and giving
better answer to the questionnaire puts extra
weight to the employees during the time of
performance evaluation.

10. FORMANCE MANAGEMENT
A management process for ensuring
employees are focusing their work efforts in
ways that contribute to achieving the agency’s
mission.
It consists of three phases:
(a) setting expectations for employee performance,
(b) maintaining a dialogue between supervisor and
employee
(c) measuring actual performance relative to
performance expectations.

11. WHY MEASURE PERFORMANCE ?
Because
 What you cannot measure you cannot improve.
 If you cannot improve you cannot grow.
 Measurement helps in objectively differentiating
between performers and non performers.
 Pay for performance is possible only through
metrics.

12. PERFORMANCE MANAGEMENT
CYCLE
Setting Objectives, defining what is needed
Performance Planning
Enabling staff
Reset objectives
to deliver
Make changes
Action Staff and the Organisation
Performance and Development
Reviewing
Taking stock of achievements, diagnostics

13. The Performance Cycle
» Major Areas of
Responsibility
» Individual Priorities
» Knowledge, Skills and
Behaviors
» Development plan
» End-of-cycle » Reaching agreement
review
» Continuous
progress and
development » Ongoing
Feedback
» Coaching
» Interim reviews

14. PERFORMANCE MANAGEMENT SYSTEM
CONSISTS OF…
A process for communicating employee
performance expectations, maintaining
ongoing performance dialogue, and
conducting annual performance appraisals;
A procedure for addressing employee
performance that falls below expectations;
Aprocedure for encouraging and facilitating
employee development;
 Training
in managing performance and
administering the system; and
A procedure for resolving performance pay
disputes.

15. PMS INCLUDES…
 Work plan – A document that describes the work to be
completed by an employee within the performance
cycle, the performance expected, and how the
performance will be measured.
 Corrective action plan – A short-term action plan that is
initiated when an employee’s performance fails to meet
expectations. Its purpose is to achieve an improvement
in performance.

16.  – An action plan for
Individual development plan
enhancing an employee’s level of
performance in order to excel in the current
job or prepare for new responsibilities.
 – A confidential
Performance appraisal
document that includes the employee’s
performance expectations, a summary of
the employee’s actual performance relative
to those expectations, an overall rating of
the employee’s performance, and the
supervisor’s and employee’s signatures.

17. CONTD…
 Performance documentation– A letter, memo,
completed form, or note on which the
supervisor indicates the extent to which the
employee is currently meeting expectations
and provides evidence to support that
conclusion.
 – Appraising employees in a
Fair appraisal
manner that accurately reflects how they
performed relative to the expectations
defined in their work plan and in a manner
that is not influenced by factors irrelevant to
performance.

18. ALIGNMENT MODEL
Mission
HARVARD COLLEGE
LIBRARY “What” “How”
Organizational
Priorities Values
DEPARTMENT
Your
UNIT OR
Departmental
Priorities
Your Major Areas of Knowledge, Skills
Responsibility and and Behaviors
PERSONAL
Individual Priorities
Performance Development Process

19. Thank You