HUMAN RESOURCE MANAGEMENT

PRESENTATION ONLEARNING & DEVELOPMENT

AND THE PERFORMANCE MANAGEMENT OF

BADISCHE ANILIN & SODA FABRIK (BASF)

Group MenmbersAhmed, Ashek 11-18513-1 (Leader)Khan ,Golam Eistiaque 11-18406-

1Ripon, Syed Md. 11-18432-

1Sumon, Md. Shamim Ahmed 11-18509-1Anjum, Md. Zuhayer 11-18475-1

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.

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.

TYPES OF LEARNING STRATEGIES

There are three main types of learning strategies:One-to-manyOne-to-oneRemote

Blended learning is a blend of different learning strategies.

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.

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.

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.

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.

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.

PERFORMANCE 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.

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.

PERFORMANCE MANAGEMENT CYCLE

Performance Planning

Staff and the Organisation

Performance and Development Reviewing

Enabling staff to deliver

Taking stock of achievements, diagnostics

Setting Objectives, defining what is needed

Action

Reset objectivesMake changes

The Performance Cycle» Major Areas of Responsibility» Individual Priorities» Knowledge, Skills and Behaviors» Development plan» Reaching agreement» End-of-cycle

review» Continuous

progress and development » Ongoing

Feedback» Coaching» Interim reviews

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;

A procedure for encouraging and facilitating employee development;

Training in managing performance and administering the system; and

A procedure for resolving performance pay disputes.

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.

Individual development plan – An action plan for enhancing an employee’s level of performance in order to excel in the current job or prepare for new responsibilities.

Performance appraisal – A confidential 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.

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.

Fair appraisal – Appraising employees in a 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.

ALIGNMENT MODEL

Your

Organizational Priorities

Your Major Areas of Responsibility and Individual Priorities

Mission

Values

Departmental Priorities

Knowledge, Skills and Behaviors

Performance Development Process

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“What” “How”

Thank You