1. LOGO
HERE
Md. Rasel Kabir
Assistant Manager-HR, NHPL
Meeting Room, 4th January, 2014
Year Review and Performance Appraisal

2.  Overview: NOVO Healthcare and Pharma Ltd.
 A Company with Innovations
 Our Strength
 Year Review: 2013
 Our Goals in 2014
 Performance Appraisal: 2013
2

3. 3
 One of the Leading Business Conglomerates in
Bangladesh
 Over 35 years in Business
 32 Different Companies including:
United Hospital
United International University
United Power etc.

4. 4
 Established in 2004
 Started Marketing Activities in April, 2006
 Two Different Plants Having WHO GMP Certificates
 Producing Finished Dosages Forms and Pellets
 Over 100 Products

5. 5
 Over 700 Employees Including a Sales Team of 400
FF
 Covering 460 Upazilla/Thana
 Growing at 32% Over Last Year
 No. 1 in Pellets Business in Bangladesh
 Supplying to Govt. Hospitals/World Bank Projects
 Exporting to Vietnam, Philippines & Myanmar

6. 6
Dosage Forms
 Tablet  Bulk Pellets
 Toll Manufacturing:
Vials & Ampoules
 Capsule
 Liquid Orals (Syp. & Susp.)
 Taste Masked Suspension with Microcapsules
 Oral Gel
 Dry Suspension
 Cream & Ointment

7. 7
First Time in Bangladesh

8. ACompanywithInnovations…

9. ACompanywithInnovations…

10. ACompanywithInnovations…

11. ACompanywithInnovations…

12. ACompanywithInnovations…

13. ACompanywithInnovations…

14. 14
Vegetable Shell
New Generation Capsule Shell

15. 15
• We Produce Unquestionable Quality Products
• We Have Two Different Plants
• We Have Some Unique Formulations
• We Supply Our Pellets to Over 120 Companies in
Bangladesh including Incepta, Radiant, Opsonin etc.
• United Hospital Regularly Using Our Products
• We Export Our Products to Vietnam, Philippines,
Myanmar & Preparing for Africa
• We will Produce Liquid Products for Beacon in 2014
• We have Supplied Over 2 cr. in the CMSD in 2013
• Belongs to United Group (Corporate Culture)

16. 16
WE DO NOT KNOW
WHAT IS OUR STRENGTH?

17. Formulations Pellets
Target: 40.00 Cr. 12.00 Cr.
Sales: 33.26 Cr. 8.60 Cr.
Achv. %: 83.15 % 72.00 %.
Institutional Business:
 Total Delivered 2.10 Cr.

18. 2011 2012 2013
224,139
252,699
332,663
80,090 77,500
86,143
Yearly Sales in ‘000 figures
Formulations Pellets
Growth:
32 %
Growth:
11 %

19. 73.67 76.53 79.43
26.33 23.47 20.57
2011 2012 2013
Sales Contribution in %
Formulations Pellets

20. Renovation of the Mirpur Plant
Purchasing of new Tab Press Machine
Introduced vegetable shell
Toll agreement with Beacon for Liq. products

21. Performance Management Process
Yearly Review: 2013
Md. Rasel kabir
Assistant ManagerHR
4th January, 2014

22. What is Performance Management?
Performance Management is a process for
establishing a shared understanding about
what is to be achieved and how it is to be
achieved.
It is an approach to managing people that
increases the probability of achieving
success.

23. Performance Management Process
Supporting
Review
Planning
· Setting objectives
· Create development
plans
· Periodic reviews
of progress on
- job accountabilities
- Behaviors & values
- Development plan
- On the Job training
Formal review of:
- Objectives/KPIs, values & behaviors
- Overall rating
- Make final comments
- Modify accountabilities, measures and
- Development plans
PERFORMANCE

24.  Establish job accountabilities and
performance measures:
· Setting objectives
· Create development plans
Planning Supporting Review
Performance Management Process

25. Performance Management Process
Planning Supporting Review
Support through Informal coaching:
 Periodic reviews of progress on
- job accountabilities
- Values & Behaviors
- Development plan

26. Performance Management Process
Planning Supporting Review
 Formal review of:
• Job objectives/KPIs, Values & Behaviors
• Overall rating
• Make final comments
• Modify accountabilities, measures and
• Development plans (where needed)

27. Performance Management Tools
1) Individual Objective Alignment
2) Performance Appraisal
3) Individual Development Plan

28. Individual Objective Alignment
a) Financial Objectives
(Which is set inline with the business objectives
of the organization)
b) Functional Objectives
(Which is related to individual job description)
Setting of Individual Objectives

29. What is Performance Appraisal?
The process by which a manager or leader:
(1) Examines and evaluates an employee’s
work behavior by comparing it with
preset standards,
(2) Documents the results, and
(1) Uses the results to provide feedback to
the employee to show where
improvements are needed and why.

30. Objectives of Performance Appraisal
1.To maintain records in order to determine
compensation packages, promotions, salaries
raises, etc.
2.To identify the strengths and weaknesses of
employees to place right person on right job.
3.To maintain and assess the potential present
in a person for further growth and
development.
4.To provide a feedback to employees
regarding their performance and related
status.
5.To review and retain the promotional and
other training programs.

31. Appraisal Parameters
Objective Parameters Behavior & Value parameters
1) Competent
2) Innovative and Creative
3) Leadership
4) Pro-active/Simplicity/Action…
5) Empowerment/Accountability/
Assignment
6) Commitment/Self-Discipline/
Punctuality
7) Respect/Trust/Honesty/Loyalty

32. Performance Ratings
A
• Exceeded Expectations
B
• Fully Met Expectations
C
• Partially Met Expectations
No numbers!

33. “Two Dimensional” Performance Rating
A
• Exceeded
Expectations
B
• Fully Met
Expectations
C
• Partially Met
Expectations
A
• Exceeded
Expectations
B
• Fully Met
Expectations
C
• Partially Met
Expectations
Objective Behavior & Values

34. Performance Rating Matrix
OBJECTIVES(QUANTITIVE)
AExceeded expectations
SUPERIOR RESULTS,
UNSATISFACTORY
BEHAVIOURS
A/C
SUPERIOR RESULTS
A/B
EXCEPTIONAL
PERFORMER
A/A
BFully met expectations`
GOOD RESULTS,
UNSATISFACTORY
BEHAVIOURS
B/C
STRONG
PERFORMER
B/B
SUPERIOR
BEHAVIOUR
B/A
CPartially met expectations
UNSATISFACTORY
PERFORMER
C/C
GOOD
BEHAVIOURS,
UNSATISFACTORY
RESULTS
C/B
SUPERIOR
BEHAVIOURS,
UNSATISFACTORY
RESULTS
C/A
CPartially met
expectations
BFully met
expectations
AExceeded
expectations
BEHAVIOUR & VALUES (QUALITATIVE)

35. What is your role?

36. Role of the Associate
Providing input to and fully understands the
Annual objectives
Continuously reviewing own performance
against the objectives
Demonstrating a willingness to undertake
stretched goals and to remain flexible in a
constantly changing environment
Proactively initiating the Performance
Management process if not done so by the
manager
Associates works to maximize their performance by:

37. Role of the Manager
Ensuring individual goals and objectives are
aligned to business goals, Setting SMART
objectives, Supports stretched performance
Conducting regular performance dialogue with the
associate, Initiating the PMP at each step
Demonstrating fairness in performance evaluation
and compensation management
Communicating rating to associate after it has
been calibrated and fully agreed upon by all
necessary stakeholders
Ensuring the Performance Management System is
fully implemented in their area of responsibility
The Manager supports the performance of their direct
reports by…

38. Role of the Manager’s Manager
Developing his/her organizational strategy, ensuring that
the strategy is aligned with the overall Company
Business goals
Holding his/her direct reports (Line Managers)
accountable and responsible for the achievement of the
established goals
Holding his/her direct reports (Line Managers)
accountable for the performance and development of
their direct reports (associates)
Ensuring appropriate calibration of year-end performance
ratings across his/her organization
Approving final performance rating of associates
The Manager’s Manager sets the overall business and
performance objectives and expectations by…

39. Role of Human Resources
Giving clear guidelines on the process
Being available to offer advice and coaching to
line managers and associates
Facilitating performance and reward calibration
meetings
Ensuring that the Performance Management
System is fully implemented within the area(s)
they support
Keeping records of all employee’s PMP data
The Human Resource Manager supports the process by…

40. Let us start the PMP (Objective Setting)
• PMP starts with setting individual objectives which are
aligned with company overall goals
• Line manager will set the objectives for his/her associate(s)
and will finalize these objectives through an one-to-one
discussion with the associate(s)
• Once the objective setting is done both manager and
associate will sign in the appraisal format
• Original copy will be retained by the associate for the year
end performance dialogue. One copy will be with the
manager and one copy to HR
Confidential, for internal use only 40

41. Let us start the PMP (Yearly Appraisal)
• Based on these objectives and behaviour/values
achievement associate will complete his/her self-
appraisal ratings
• Line manager will have a performance dialogue with
his/her associates(s) at the end of the year to complete
the manager’s ratings
• (IMPORTANT: At this stage performance ratings must
not be consider as final or granted)
• After completing all the performance evaluation/rating
line manager will then organize a formal discussion
with his/her reporting manager (next level manager) for
finalizing the yearly rating of his/her associates.
Confidential, for internal use only 41

42. Let us start the PMP (Yearly Appraisal)
• Based on the FINAL performance ratings line manager
& Next level manager will recommend promotions/up
gradations/increments/development needs etc.
• To avoid any misunderstanding line manager will
inform his/her associates the final rating only after
being approved by the next level manager or by the
management
• Based on the FINAL performance ratings line manager
will prepare an Individual Development Plan (IDP) for
the associate (if required)
• After completing the appraisal process original copy to
be submitted to HR for further procedures
Confidential, for internal use only 42

43. Tips for Preparing for a
Performance Appraisal Meeting
 Schedule early.
 Ask direct reports to rate their own performance
using copies of the appraisal form.
 Minimize surprises during the appraisal
meeting by giving feedback on a regular basis.
Don’t keep people in the dark until the annual
review rolls around.
 Make information gathering ongoing. Don’t
wait until the week of the appraisal meeting to
gather important information about the
associate.Performance Review_Ideal.flv

44.  Be prepared to discuss specific examples of good and
poor performance.
 If possible, meet in neutral territory. This helps
establish open communication.
 Avoid sitting behind a desk – a desk symbolizes
authority.
 Choose a business time and setting. Don’t schedule a
performance appraisal meeting over lunch.Performance
Review_Summary.flv
Tips for Preparing for a
Performance Appraisal Meeting (contd…)

45. Any Question?