BY: Radhika Mehta Sachin Kunte Mayur Mistry Aditya Puthran Rahul Jadhav

About Sanofi aventis

Established in 1999 Globally ranked 4th Headquarter Paris France

Top-Selling Drugs in 2010

Drug

Indication $

(+/- %)

Lantus
Lovenox

diabetes

$4,661

9%
-12%

thrombosis $3,726

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1.Define the problem?

2. Determine the importance Is it worth solving? 3. Determine the cause(s)

4. Identify training vs. non-training solutions

"Solutions to problems are like keys in locks; they don't work if they don't fit. And if solutions aren't the right ones, the problem doesn't get solved."

Often what people think is "the problem" isn't the problem at all.

No matter how well the company hires, a significant percent of the hires are not ideal fits for the position
More than 25% of the company consists of folks, who, if they could do it again, would not have been hired. The problem is not the really poor performers...they will eventually be removed. The real problem is the "just OK" folks who aren't horrible but are just kind of mediocre

Lost productivity a new hire who produces in the bottom quarter of employees in a position can produce between 25% and 600% less than a top performer. The quality of their work may even be lower than the volume of their output.

Lost innovation in a fast-moving world, high rates of innovation are critical to maintaining competitive advantage. Organizations cannot tolerate employees who are resistant to change and whose lack of work may actually distract other employees.

Customer impacts customers know when they are dealing with a

weak employee, so hiring a subpar employee into a role that interfaces with customers can measurably reduce sales, customer satisfaction, and increase customer turnover.

Error rates poor performers make many mistakes generating work

that must be redone. Weak employees may also cause more accidents, hurting themselves and others.

Competitive advantage hiring weak employees sends a message

to competitors that you are getting weak. This might encourage and empower them to become more competitive and confident.

Company needs to work on giving these folks feedback, coaching them, and moving them out if they cannot become stars. They are no wrong doers, but they just won't be the folks to help the company win.

Interviewer may lack training in different interviewing techniques An interviewer without notes and a rating system rely more heavily on their gut feel or how likable the candidate was in the interview process which may lead to a fallacious decision. Hiring without interviews due to referrals put in by senior employees or heads Hiring decisions made with limited information

a) For the company interviewers To train the interviewers on

-

Techniques of interview
Formats of interviewing 1)one-on-one 2)Panel Types of interview 1)Behavioral interview 2)Working interview 3) Round robin

b) for the mediocre performers:

adequate training (constant training)

- cross training (will keep them from getting bored with the daily repetition and will challenge them to grow and expand their skills)

Training programs 1) Expand your tool-kit training program

The hires are encouraged to contribute more to the company by learning new skills which will help them deliver better than before. 2) Learning from the old beans Training program in which older executives coach the recent hires about executing the tasks delegated

Job Rotation : Job rotation involves moving an

employee through a series of jobs so he or she can get a good feel for the tasks that are associated with different jobs.

Non training solutions is the remedy for the barriers at workplace other than due to lack of understanding the work or training.

1) 2)

Barriers in workplace can be Organizational Personal

Points Program: Points-based incentive

programs collect and redeem points for rewards. Depending on the program type and the organizational objectives, points can be awarded on a number of criteria including positive employee behaviour, the demonstration of organizational values, repeat customer purchases, the sale of new products or increased overall sales. Points programs are a way for organizations to motivate behaviour over time while improving the organizations' overall performance.

If skill or knowledge.training
If lack feedback..feedback, standards

If not motivated.rewards, consequences

If unclear expectations..measure and discuss If job environmentchange environment If potentialchange personnel

#1 - Training is appropriate only when two conditions are present: (1) There is something that one or more people dont know how to do, and (2) They need to be able to do it. #2 - If they already know how, more training wont help.

#3 - Skill alone is not enough to guarantee performance. Successful performance requires these four conditions, ALL of them: skill, an opportunity to perform, self-efficacy, and a supportive environment.
#4 - You cant store training. You use it, or lose it. If learned skills are not exercised, they will deteriorate. #5 - A good trainer can guarantee skill, but they cant guarantee on-the-job performance. Trainers can get you skills and self-efficacy, but the managers in charge of the opportunity to perform and providing a supportive environment.

Thank You!