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British American Tobacco Performance Management Example

British American Tobacco Performance Management Example. Operations in 180 countries. Manufacturing in 48 countries Performance Management Conducted Everywhere!. British American Tobacco world-wide. Over 100,000 employees. Our vision for the future. World’s number one .

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British American Tobacco Performance Management Example

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  1. British American TobaccoPerformance Management Example

  2. Operations in 180 countries Manufacturing in 48 countries Performance Management Conducted Everywhere! British American Tobacco world-wide Over 100,000 employees

  3. Our vision for the future • World’s number one Superior Workforce Worldwide

  4. Performance Management

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

  6. Principles of PACE • Pace is competency based • It is widespread throughout the British American Tobacco World • Pace encourages objectivity • Pace emphasises development

  7. PACE Agenda Performance review Competence review Development plan Setting objectives for next year Future career preferences

  8. Performance Review; Rating • Rating Definition & Description • A Exceptional Performance • The individual has exceeded expected performance criteria by a wide margin in all key result areas • B 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 Performance • The 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 Performance • The individual has achieved the expected performance criteria in all but one critical area. • D Poor Performance • The individual has under-achieved in a number of key result areas. • E Unacceptable Performance • The individual has constantly failed to meet the performance criteria in all key result areas.

  9. Competency Review • Competencies are skills, knowledge and behaviours which underpin effective managerial performance. • There are two classes of competence : • Management • Technical

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

  11. Development Plan An agreed plan to address the identified areas for improvement, covering more than one review period Training courses/seminars Alternative development methods

  12. Objectives for Next Year Key Result Areas (KRAs) and agreed specific performance criteria for the coming year Objectives should be S.M.A.R.T. Specific Measurable Attainable Relevant Time-bound

  13. Future Career Preferences Career preference Next job preference, if identified Special circumstances Mobility

  14. Career management Growing talent from within Graduate recruitment and Management Trainee Programme Pace discussions with superiors Career development meeting procedure Career Reviews

  15. 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

  16. CDM Procedure Pace Guidelines (November) Changes Schedule Key Capabilities/ Competencies KRA- Issues MT Local CDM Follow-up of Plans Update/Review Graduate Recruitment Discussions (January) Head of function with mgrs of target population (combined with the Mgrs own PACE discussion) Feedback from Mentors Preparing of appraisers/ appraisees (December) HR Local CDM (ASAP) Feedback from Regional and Functional CDMs Update and follow-up of issues Graduate Recruitment PACE (31 Jan) Performance Ratings Career Aspirations Development Needs Strengths and Weaknesses Views and proposals Prepared by Head of Function and HR Manager Local CDM (16 Feb) Potential Definition Career Plans Development Plans Succession Plans Graduate Recruitment Functional CDM ExecuTRACK Regional CDM (22.-23. April) Area CDM (End Feb)

  17. Career development meeting procedure • CDM agenda: An Important Meeting! • - Review of current situation and its implications • - Organisation development • - Potential definitions • - Career plans • - Succession plans • - Development plans • - Management trainee intake and development

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