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JULY 12, 2012 Do Not

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by

zafeer hasan

on 11 November 2014

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Transcript of JULY 12, 2012 Do Not

INTRODUCTION
1987: Founded by Mr. Kikuchi, start importing beauty products to USA
1989: Own manufacturing facility in Ames
1994: Distribution agreement with leading pharmacy
1995: Launching in global market
1997: Acquire HerbaPure Nutraceuticals, and change its name Vitality Health Enterprises, external beauty and internal wellness
2008: Economic crises, Rising material cost & Kikuchi personal health
2009: PMET
2011: PMET 2
PMET JUNE 2009
New forced distribution model
Rating with respect to one another
Following 10/70/20 rule
Focus on individual employee not team
Specific goals for individuals not for teams
PMET DEC 2011
Reduced turnover issue to some extent
Developed specific goals, for specific job type, for individual employee
Managers and top level directors were now also offer incentive for successfully implementing new performance management system
PROBLEMS
Following Performance Appraisal not Performance Management
First 13 different ranking standards and then 5
PMET focus on individualism and demotivate team work
Lack team synergy and communication barrier
No training for new system
Only focus on monetary benefits i.e. bonuses and compensation
No mentor-ship or career growth
Nothing extra for high achiever
Focusing on 10/70/20 rule
Compa-ratio was not appropriate
SOLUTIONS
Provide employees opportunity to access themselves
Gather information from variety of sources, 360 degree feedback
Help employees and make them understand that their performance ties into company overall vision
Provide continuous opportunities for employee development and advancement
Beat "Annual Because Its Manual" mantra
Performance Management at Vitality Health Enterprises, Inc.
Presented by:
Zafeer Hasan/Muneeb Mustafa/Ali Amir/Habib Irshad/Raheel Iqbal

PMET JUNE 2009
PMET 2
Difficult to discuss performance with employees
Employees were defensive & less open to coaching
People work according to Job Description
Managers thinks its an under rewarded task, distraction from other activities
SALARY CALCULATION FORMULA
OLD: Basic salary + (Job evaluation points * Increase per point)

NEW: Basic salary + (Job evaluation points * Increase per point) + Team review Bonus

Team review Bonus: Point according to 3 tier system

Tier 1 Tier 2 Tier 3
1----4 5----7 8----10
200$ 400$ 600$
Pros
Problem in Compa-Ratio
Base salary + performance related short and long term cash & equity bonuses
Limited stock option for upper level manager and directors
Identify problems for 2500 professionals staff mostly Scientist, Engineers and Product Manager
Identify problem of Rating system based on 13 rating levels
Managers don't want to offend Employees
Identify system is focusing on pay stability of flat salary and least provision for other benefits
Cons
Pros
Cons
Nothing extra for extra ordinary achiever
No team evaluation
Uniform ranking
Not rated people
Unanimous rating by manager
HR ARCHITECTURE
Most of the jobs were well described
Prospector
Jobs are loosely described
Moderate Selectiveness
Prospector
Highly selective recruitment & selection function
Moderate emphasis on communication
Prospector
Frequent & Effective communication
Moderate emphasis on incentive plan
Prospector
High emphasis on incentive plan
They have high R&D expenditures but were not able to develop anything new, as a result they
were slipping down the market leader ladder.
ANALYZER
THANK YOU!!
Entire company on the same review cycle in order to better measure collaborative efforts, by limiting effect of external factors
13 rank orders to 4 (5) Rank order- few categories easy to categorize employees
Defender
Jobs are well described and outcomes are predictable
Defender
Standardized skills & selective recruitment
Defender
Low communication
Defender
Low emphasis on incentive plan
Full transcript