british american tobacco performance management mba hrm 16.4.99 hseba

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British American Tobacco Performance Management MBA HRM 16.4.99 HSEBA

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British American Tobacco Performance Management MBA HRM 16.4.99 HSEBA. British American Tobacco. British American Tobacco. Leading international tobacco company Confidence in the future of the cigarette market Controversial product A clear vision for success. Our industry. - PowerPoint PPT Presentation

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Page 1: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

British American Tobacco

Performance Management MBA HRM

16.4.99 HSEBA

Page 2: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

British American Tobacco

Page 3: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

British American Tobacco

Leading international tobacco company

Confidence in the future of thecigarette market

Controversial product

A clear vision for success

Page 4: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Our industry

Annual world market consumption:5.5 trillion cigarettes

15 billion cigarettes sold around the world every day

Tobacco provides a livelihoodfor 145 million people

Page 5: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Highly ranked amongst global companies

13% world market share

Gross turnover £24 billion in 1997

British American Tobacco

Page 6: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

International cigarette companies

Philip Morris - 17.2%

British American Tobacco - 13%

RJ Reynolds - 5.8%

Rothmans - 3.1%

JTI - 5.1%

CNTC30.3%

Others23.4%

Reemtsma - 2.2%

Page 7: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

British American Tobacco world-wide

Operations in 180 countries Manufacturing in 48 countriesOver 100,000 employees

Page 8: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

British American Tobacco regions

Asia-Pacific

America-Pacific

Latin America and the Caribbean

*AMESCA

Europe

*Africa, Middle East, South & Central Asia

Page 9: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

World’s number one

Our vision for the future

Profit performance alongsidetop global companies

Page 10: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

British American Tobacco

Am esca Asia-Pasific

C entral Europe Southern Europe

Benelux N ord ic

N orthern Europe

Europe Latin Am erica Am erica Pacific

B ritish Am erican Tobacco

Page 11: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

British American Tobacco Nordic

Founded 21.1.1909 under the name of Itämainen Paperossitehdas i.e. Oriental Cigarette Factory

Renamed as Suomen Tupakka Oy in 1931

Renamed as BAT Finland Oy on 1.9.1992

BAT Nordic activities started in North Europe 1995

Renamed as British American Tobacco Nordic Oy in 1997

Net turnover MFIM 250 in 1998

Staff 88

Page 12: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Performance Management

Page 13: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

PACE is a key management process for reviewing the past and planning the future.

It is a management tool which aims to:* Improve the performance

* Enhance the development

Performance Appraisal and Career Enhancement system (P.A.C.E)

Page 14: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Pace is competency based

It is widespread throughout the British American Tobacco World

Pace encourages objectivity

Pace emphasises development

Principles of PACE

Page 15: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

PACE Agenda

Competence review

Development plan

Setting objectives for next year

Performance review

Future career preferences

Page 16: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Rating Definition & DescriptionA Exceptional Performance

The individual has exceeded expected performance criteria by a wide margin in all key result areasB Excellent Performance

The individual has exceeded performance criteria in most key result areas and has not produced any less than satisfactory results.C+ Above Target Performance

The individual has either achieved expected performance criteria with one critical area exceeded or has exceeded standards in two critical areas with the result that a lesser priority area is under-achieved.

C On Target PerformanceThe individual has either achieved the expected performance criteria in all key areas or has exceeded performance in one critical area with the result that a lesser priority area is under-achieved.

C- Below Target PerformanceThe individual has achieved the expected performance criteria in all but one critical area.

D Poor PerformanceThe individual has under-achieved in a number of key result areas.

E Unacceptable PerformanceThe individual has constantly failed to meet the performance criteria in all key result areas.

Performance Review; Rating

Page 17: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Competencies are skills, knowledge and behaviours which underpin effective managerial performance.

There are two classes of competence :

– Management – Technical

Competency Review

Page 18: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Management Competencies

· People Leadership · Resource Management · Business Development · Communicating · Influencing · Creative Thinking · Rational Decision Making · Career Commitment

Page 19: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Development Plan

An agreed plan to address the identified areas for improvement, covering more than one review period

Training courses/seminars

Alternative development methods

Page 20: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Objectives for Next Year

Objectives should be S.M.A.R.T.Specific Measurable Attainable Relevant Time-bound

Key Result Areas (KRAs) and agreed specific performance criteria for the coming year

Page 21: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Future Career Preferences

Career preference

Next job preference, if identified

Special circumstances

Mobility

Page 22: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Career management

Growing talent from within

Graduate recruitment and Management Trainee Programme

Pace discussions

Career development meeting procedure

Career Reviews

Page 23: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Career development meeting procedure

Global approach

Consistency world-wide

Well informed, thoroughly debated and effectively managed judgements and decision making on the future careers of managers

Page 24: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

CDM ProcedurePace Guidelines

(November)

ChangesSchedule

Key Capabilities/ CompetenciesKRA- Issues

MT

Preparing of appraisers/ appraisees (December)

HR

PACE(31 Jan)

Performance RatingsCareer Aspirations

Development NeedsStrengths and Weaknesses

ExecuTRACK

Area CDM(End Feb)

Discussions(January)

Head of function with mgrs of target population

(combined with the Mgrs own PACE discussion)

Views and proposalsPrepared by Head of Function

and HR Manager

Local CDM(16 Feb)

Potential DefinitionCareer Plans

Development PlansSuccession Plans

Graduate Recruitment

Local CDM(ASAP)

Feedback from Regionaland Functional CDMs

Update and follow-up of issues

Graduate Recruitment

Functional CDM

Local CDM

Follow-up of PlansUpdate/Review

Graduate RecruitmentFeedback

from Mentors

Regional CDM(22.-23. April)

Page 25: British American Tobacco Performance Management  MBA HRM  16.4.99 HSEBA

Career development meeting procedure

• CDM agenda

- Review of current situation and its implications- Organisation development - Potential definitions- Career plans- Succession plans- Development plans- Management trainee intake and development