Performance management at Hindustan Beverages involves 4 stages throughout the annual business cycle. It aims to assess results, set goals, reward performance, and provide coaching. Key aspects include evaluating business results, self/people development, and competencies. Performance is rated on a 4-point scale and reviewed through calibration meetings. The process aims to recognize top performers while developing improvement plans for lower performers. KRAs are set using standardized objectives to improve operating effectiveness, with some roles requiring breakthrough objectives accounting for 40-50% of the KRA. People KRAs evaluate factors like culture, engagement, diversity, and development.

1. Performance Management
Classified ‐ Internal use
Hindustan Beverages Pvt. Ltd.

2. What is difficult about the process?
(Tell Us About Your Experience)
Tell Us About Your Experience)
Classified ‐ Internal use 2

3. Hindustan
H d Beverages
Classified ‐ Internal use

4. TCCC ‐ Winning With Our Manifesto
Bottling Investments Group . . .
Strategic Framework
Strategic Framework
Our Mission
“Model” Bottler
Financial Health
Financial Health
Net Exporter of Talent
Classified ‐ Internal use

5. Refreshing India. Wherever. Whenever.
Refreshing India Wherever Whenever
Vision
HCCBPL’s vision is to create a World Class Organization with a Culture of Operating
HCCBPL’ i i i W ld Cl O i i ih C l fO i
Excellence to continually improve consumer experience, customer satisfaction ,
employee capability and company profitability
Mission
•To refresh the world in mind , body and spirit
•To inspire moments of optimism through our brands and our actions
•To create value and make a difference everywhere we engage
Values
Leadership , Collaboration , Integrity , Accountability , Passion , Diversity , Quality
d h ll b bl l
Classified ‐ Internal use

6. The Coca‐Cola Business Model
Purchase
Concentrate
Bottler
Manufactures World class
beverages in ultra modern factories
Customer Distributes the right brand and
right pack at the right place
i ht k t th i ht l
Ensures the RIGHT consumer
beverage experience by
consistent SALES EXECUTION

7. Performance Management
g
Critical to our Vision of being World Class Bottler
Hindustan Beverages Pvt. Ltd.

8. PMS @ HCCB
PMS is managed through 4 Stages during an Annual Business Cycle and has multiple
Objectives as defined below:
Stage 1 Stage 2 Stage 3 Stage 4
Annual Performance Plan Performance for the Reward & Recognise Mid‐term Review
Review Year
Assess Results Set KRAs Performance‐linked pay Review Results
Appreciate ‘Top
pp p Finalize 09 Development
Finalize 09 Development Recognize Top
Recognize Top Coaching and Feedback on
Coaching and Feedback on
Accomplishments’ Plans of KRA1 , KRA2 Performers KRA1, KRA2
Coaching and Feedback and Competencies Prepare Development Plan for KRA1
on 08 KRA1, KRA2 and and KRA2
Competencies 360 degree feedback on Competencies
Prepare 09 Development Competency Development Plan
Plan for KRA1, KRA2 and
Competencies

9. Performance Review Objectives
Owner : Administrative Manager
Performance Delivery and Results Review
To assess progress on ‘What’ - Business Results
To assess progress on ‘Ho ’ - Self/ People De elopment and Competencies
‘How’ Development
To clarify the actions to be taken next year to maximize performance.
Performance Development Coaching
To review progress on Performance Development Plan for KRA1, KRA 2 and Competencies
To credit and compliment good progress
To coach Associates so that he / she can maximize performance following Year
Recognize Top Performers
To recognize and provide positive feedback to Top Performers to ensure they are motivated and also
challenged / stretched to enhance their growth
Performance Improvement Planning
To review status of Bottom Performers already under PIP and take appropriate actions.
To prepare Performance Improvement Plan for newly-identified Bottom Performers.

10. Dimensions of Performance
Business Plan Achievement
Key Result Area # 1
Key Result Area # 1 Weightage 60%
W i ht 60%
People Development
Key Result Area # 2
Weightage 20%
Competencies
Key Result Area # 3 Weightage 20%
Holistic performance review discussions taking into account Business KRA (KRA 1),
p / p ( ) p (
People/Self Development (KRA 2) and Competencies (KRA 3) )

11. 4 Point Rating Scale
Ratings for Objectives Definition
Exceptional Objectives a. Consistently delivers outstanding results and exceeds expectations and
(Business KRA & accountabilities.
Performance (EP) Self/People b. Exceeds aggressive targets and objectives
Development): c. Results add significant value to team, business and customer/client.
Excels in demonstrating the competencies (skills, knowledge and behaviors)
Competencies:
p
required f th role.
i d for the l
Successful Objectives
a. Consistently delivers all agreed upon results and meets expectations and
(Business KRA &
Performance (SP) Self/People
accountabilities
b.Adds value to team, business and customer/client
Development):
Broad strengths across many of the competencies (skills, knowledge, and
Competencies:
behaviors) required for the role
Developing Objectives
(Business KRA & Sometimes meets agreed upon results, but does not meet all expectations and
Performance ( )
e o a ce (DP) Self/People accountabilities
Development):
Demonstrates many of the competencies (skills, knowledge, and behaviors) required
for the role, but not the full range. Significant improvement is required in at-least
Competencies:
one or more skill and knowledge areas. (weakness that prevents doing the full job
successfully)
Not Meeting Objectives
(Business KRA & Performance falls below agreed upon results and expectations on multiple critical
Performance Self/People accountabilities.
Expectations (NP) Development):
Does not consistently demonstrate many of the competencies (skills knowledge and
(skills,
Competencies:
behaviors) required of the role. Significant improvement is required
Too New to Rate Typically spent less than 3 months in the role
(TNTR)

12. Performance Review Outcome
Owner : Administrative (Line) Manager
g
Supported by : Functional (Dotted Line) Manager
‘Bottom End’ ‘Higher End’ Exceptional Performer
Successful Successful Performer (EP)
High
Performer (SP)
(SP) or Developing
s and People
Performer (DP)
Medium
Developing Successful Performer ‘Higher End’ Successful
Performer (SP) Performer
Competencies
(DP) (SP)
evelopment )
How
Not Meeting Developing ‘Bottom End’ Successful
Low
Performance level Performer Performer
(C
De
(NP) (DP) (SP) or Developing
Performer (DP)
Low Medium High
g
What
(Achieving Results)

13. Steps in the Performance Review Process
Step 1. Associate Self Assessment
Step 5. Rating Communication , Plan Kra
for next year
Step 2. Admin Manager
assessment and
alignment with Functional
Manager
Annual Performance
Review
Process Steps
Step 4. Calibration Meetings
Classified ‐ Internal use
Step 3: Performance Review Discussion

14. KRA Setting Process
g
Hindustan Beverages Pvt. Ltd.

15. 2009 Imperatives for KRA setting
Part of the Manager ‘s role is to ensure your Associates understand the strategy and their
P t f th M ‘ l i t A i t d t d th t t d th i
personal role in achieving the strategy.

16. What is a KRA ?
What is a KRA ?
Key Result Areas (KRAs) are a set of Objectives which, when achieved by individuals
in the Organization,
in the Organization result in achievement of business goals
in achievement of business goals.
Routine job responsibilities ("daily management") are not KRAs.
‐ Results/outcomes like Volume and Operating Income (OI).
These outcomes are already measured and rewarded via the Associate
bonus.
The intent of KRA's is to capture the things which drive those outcomes.
Classified ‐ Internal use

17. How to ensure that the Objectives you set for 2009, would allow you to
How to ensure that the Objectives you set for 2009 would allow you to
make significant business contribution and get recognition as well?
Set Objectives such that it satisfies one or both the criteria below :
Objectives which would lead to Significant Accomplishments
Breakthrough Objectives
Objectives leading to Significant Accomplishments:
Objectives leading to Significant Accomplishments:
They are strategic activities which lead to achievement of business goals.
These could include strengthening processes linked to our strategic plan like RED,
Cooler Productivity, Line Productivity, Service to Sales, OE, Diversity, Horizontal Expansion, Safety etc.
Breakthrough Objectives:
Breakthrough objectives are the one or two most critical "imperatives" that
the associate has to get done during the year.
These are the few projects (one or two) or objectives that are so important, that if the associate achieved
everything else and not them, it would be hard to view '09 as a strong year.
Breakthrough Objectives however, would be mandatory for certain roles as explained in the next slide, for
all other roles, discuss with your Manager and decide.
Classified ‐ Internal use

18. Roles for which Breakthrough Objective is Mandatory
Roles Breakthrough Objectives (As % of Regular Objectives (As % of
KRA) KRA)
VPs / RVPs
VPs / RVPs 50% 50%
VPs / RVPs ‐DRs 40% 60%
Factory Managers 40% 60%
GSMs/ SMs 30% 70%
For Other Roles to discuss with Manager and decide
Classified ‐ Internal use

19. Standardized and Online KRAs for improving
Operating Effectiveness –
Operating Effectiveness – (KRA # 1),
Weightage‐
Weightage‐60%
Standardization of KRAs is
Bringing about efficiency in the System and more importantly
Bringing abo t efficienc in the S stem and more importantl
Associates are reviewed on similar yardsticks

20. Operations
Classified ‐ Internal use

21. GM ‐ Area Operation/ AOD –
GM ‐ Area Operation/ AOD – Illustrative Example
Activity/Milesto
Objective
Obj ti Activity Mil t
A ti it / Milestone ne Weightage Weightage
W i ht Target Measures
T tM
RED Process 10% Define target
Out Execute Competition to Drive
30% Define Target
Volume RTM Corrections 10%
Drive Horizontal Expnsion 10%
Ensure availability of New products (MMPO, fridge
Pack, Express, fanta apple etc.) 10% Define target
Out Innovate
30%
Competition Enhance / Maintain(high share market) Market Share 10% Define target
Test Innovative new products 10% Define target
BREAKTHROUGH OBJECTIVE (40%)
Drive Returns (EBIT and ROIC)
Below are examples. You may like to choose Milestones which is critical for your unit
Overall Cost Reduction for the Unit - Unit would need 30% 20% Define target
World Class Cost Structure to identify big impact cost lines for which cost reduction
is imperative and set target accordingly…Price
increase, Discount Management, Opex, COGS, DME,
Sales and Distribution, Sourcing cost etc.
Productivity
Cooler Productivity, Manpower Productivity etc.
Operations Excellence Big impact area identified thro OE analysis for the Unit
As per Unit target
Water Usage Ratio from to 5%
Executing with Excellence to Define target in discussion with
Enhance Gender Diversity 10% 20% RVP
build long term capability
Classified ‐ Internal use
Building a Safety Culture -specify Safety Program to be Specify target and timelines
undertaken 5%

22. Culture Survey Key ingredient of People KRA # 2
Weightage – 20%
Culture survey provides meaningful benchmarks to track
Culture survey provides meaningful benchmarks to track
our progress and identify steps for improvement

23. Unit People (KRA # 2)
Unit People People Management Score Skill
KRA Development Self + Team Development MD Absorption
Skill Score
Unit (Unit Skill Score
Unit Target Succession Planning /
Target
T t Diverse
Di for
f Self
S lf
Roles Culture
Score
Engagement Workforce Sales Capability + Development
Team Development
Score
Score Competency Skill
(role based)
Score )
GM/Directors 20%
Area Included in (succession
Operations 20% 20% 20% 20% Skill score planning)
Factory
Manager 40% 20% 20% 20%*
MD Absorption
HR Manager (30%)
(Factory /
Area) 30% 20% 20%
GSM/SM 30% 30% 20% 20%*
ASMs 30% 30% 20% 20%*
MD Absorption
ACDM 30% 20% 20%* (30%)
Other
Managers 30% 50% 20%*
*Team Development Score = Skill Score of Team Members ( DRs and their DRs till Team Leaders and Executives)

24. Competency Framework ( KRA # 3) – Weightage-20%
Weightage-20%
THOUGHT LEADERSHIP:
• Drives innovative business improvements (
(New)
)
– Generates new ideas and pushes current thinking
– Leverages creative and/or strategic thinking
– Effectively manages change
• Objective Analytical Thinking (New)
– Analytical and practical/pragmatic thinking
– Uses analytical thinking to make better business decisions
PEOPLE LEADERSHIP:
• Develops and Inspires others
– By motivating them to work towards common goals
– Drives peak performance by identifying and leveraging their strengths, while guiding them to bridge gaps.
• Works effectively with others & Influences others (Current: Builds Relationships & Influences Others)
– Customer-oriented (both internal and external customers)
– Motivating multi-functional teams/organizations to work towards common goals
– Positive influence on others to achieve organizational goals
• Lives the Values
– Creates a culture that fosters a high standard of ethics
– Demonstrates emotional resilience
RESULTS LEADERSHIP:
• Takes initiative to deliver results (Current: Delivers Results)
– Holds self and others accountable for setting stretch goals with high business impact, and takes responsibility for outcomes
– Displays Drive, Motivation and Passion
• Functional Competencies
Other Changes:
•‘Demonstrates Emotional Resilience’ is now a part of ‘Lives the Values’
•‘Manages Change’ is now a part of ‘Drives Innovation Business Improvements’
•‘Decision Making’ and ‘Demonstrates Financial Ability’ are now part of ‘Objective Analytical Thinking’

25. Conducting High Impact Performance
Review Conversations
Classified ‐ Internal use

26. Leaders Have a Pivotal Role in
Creating a High-Performance Workforce
An 11‐year study of companies with
performance‐enhancing cultures In Building A High Performance Workforce,
found performance to be a key Research Has Shown 8 Factors Which Increases Employee
driver of financial and operational
di f fi i l d ti l Substantially Increase Individual Performance
Substantially Increase Individual Performance Performance By:
Performance By:
success
4 Being Fair and Accurate in Giving 39.1%
Feedback
Revenue Growth
4 Ability to Take Risks
y 38.9%
682% 4 Emphasizing Strengths 36.4%
4 Employees’ Understanding of 36.1%
Performance Standards
166%
4 Internal Communication: Continuous 34.4%
Flow of Information ‐ Up & Down
Organizations with Organizations 4 Matching Employees With What They 28.0%
Performance‐ without
Enhancing Culture Performance‐ Do Best
Do Best
Enhancing Culture
4 Giving Informal Feedback That Helps 25.8%
Source: Corporate Leadership Council: How Employees Do Their Job Better
Performance Management Impacts the Bottom Line,
and Building The High‐Performance Workforce, July
2002 and Fall 2002, respectively
2002 and Fall 2002 respectively 4 Manager Helps in Problem Solving
g p g 23.7%

27. 2 Conversations
How did I do – Partnering for Performance
What do I develop – Performance Development
Coaching
Classified ‐27
Internal use

28. How to Conduct High Impact Review Discussion
Goal : Build Accountability to deliver High Performance and
Targeted Results for ‘Self’ and ‘Teams’
2 Conversation Topics 2 Actions
How Did I do ? Partnering for Performance
•Appreciate Accomplishments
Focus on Results to Evaluate previous
•Agree on how to deliver even better
year’s Performance
Performancein the following year.
•KRA 1 ( Business KRA)
•KRA 2 ( People/Self Development •Create SMART Development Action Plan
p
KRA) SMART = Specific, Measurable, Achievable
Realistic and Time bound)
Performance Development Coaching
What do I develop ?
Identify critical 2‐3 Strengths and 1‐2
Focus on
Focus on Behaviors demonstrated
demonstrated Opportunities from among
O t iti f
(or not demonstrated) to achieve Competencies.
Results
Create Development Action Plan

29. 3 Le
Leadership Skills for ….
Skills
Apply 3 Leadership Skills for High Impact
Performance Review Discussion
• Situational Leadership Skills (Diagnosis,
Flexibility)
• ‘GROW’ Coaching Model
GROW Coaching Model
• Whale Done Principles –
Catch Them Doing right, Accentuate
Positives, Re‐Direct…
,

30. The Three Skills of a Situational
Leader
• Diagnosis assessing developmental needs
Diagnosis—assessing
• Flexibility—using a variety of leadership
styles comfortably
• Partnering for Performance—reaching
agreements with others about the leadership
style th need
t l they d
2–7

31. Different Strokes for
Different Folks
Different Strokes for the
Same Folks, Depending
on th Goal or Task
the G l T k
2–10

32. Describe the Characteristics You
Observe in the Picture
Observe in the Picture
2
3
4 1

33. The Four Development Levels
p
D1—Low competence and hi h commitment
D1 L t d high it t
D2—Low to some competence and low commitment
D2
D3—Moderate to hi h
D3 M d t t high competence and variable
t d i bl
commitment
D4—High
D4 High competence and high commitment
3–5

34. The GROW MODEL
G R O W
Goals Reality Options Will
What do you What is What What action will
want to currently alternatives you do next ?
can help to
accomplish? happening in move
this situation? forward?
•Agree on •Establish what •Encourage •Identify possible
realistic, is known about exploration of obstacles to
measurable the it ti
th situation. alternative
lt ti progress.
progress
goals •Pay attention actions. •Offer follow-up
•Establish time to both facts •Explore pros and support.
limits. and feelings. and cons of •Leave
•Withhold
od options.
p responsibility with
judgment, both •Offer options the other person.
verbal and only if the
person has
nonverbal. none.
CLARITY ALIGNMENT CLOSURE

35. The GROW Model
Listening
GROW
MODE
Intuition L
C
Curiosity
y
Questioning

36. Using GROW Model for Coaching
Conversations
GOAL
What do you want to accomplish?
What is the result you want?
What would success look like? How will you know when you get there?
ROLE
What is currently happening in this situation?
What effect does this have?
What other factors are relevant?
What have you tried so far? What stops you from doing more?
What if any challenges or obstacles do you have to taking action?·
OPTIONS
What alternatives can help you to move forward?
Tell me what possibilities for action do you see Do not worry about whether they are realistic at this stage
see. stage.
What approach/actions have you seen used, or used yourself, in similar circumstances?
Would you like suggestions from me?
What are the benefits and pitfalls of these options?
WILL
Which option or options did you choose?
What might get in the way of this happening? What are you committing to?
What are the next steps?
Precisely when will you take them?
What i ht
Wh t might get in the way?
t i th ?
What support do you need?
How will you track your progress?

37. The
Th WHALE DONE™ R
Response
Be Specific
Share Positive Feelings
Praise Immediately
Encourage them to keep up the Good Work
37

38. Let us see if it works !
Classified ‐ Internal use

39. Feed bck Scenrios
Classified ‐ Internal use

40. Performance Management and
Development
Classified ‐ Internal use

41. Elements of Self Assessment
1. Top Accomplishments in 2008 :
What are you most proud of ? What are your 2‐3 (no more than 5) major accomplishments in 2008. Be specific.
Cite data/examples.
2. Actual Results Vs. KRAs :
2 Actual Results Vs KRAs :
Use YTD November data. This can be updated before the final review.
3 . Key Strengths:
What do you see as your 2 or 3 (no more than 3) major Strengths. Cite examples that illustrate
4. Opportunities for Development:
What are the 1‐2 (no more than 2) areas you hope to focus on in 2009 to improve your performance
5. Performance Plan :
What do you propose as the top focus areas for you in 2009? These will form the basis of the discussion with
your Manager on your 2009 Performance Plan.
M 2009 P f Pl
Points to remember
Be Objective and avoid Self glorification or False Modesty
‐ Provide data and examples to ensure your Manager considers your Assessment as a valuable
input to the Annual Review

42. Administrative and Functional Manager Alignment
Focus on Holistic Assessment of the Associate, with agreed-upon Development Plans.
- Provide specific data and examples to Associate for a High Impact Discussion.
- There should be only one review document (initial draft to be written by the Admin.
Manager)
M )
- Functional Manager feedback to be agreed, then incorporated in that one review
document.
In case of non alignment
non-alignment
- HR to facilitate closure.
- Escalate it to the next level of Managers (with the aid of HR), if needed ( See Chart Below)
Yes Process Complete
Alignment on Review /
Proposed rating
P d i
No
Escalate to Next level Manager
No
Process Complete Yes Alignment ? HR to facilitate

43. Mid Year Performance Review Document
KRA 1: Business Plan Achievement
KRA 1 B i Pl A hi t
Performance Status Functional Manager
(On Track / Off Track) Comments (Mandatory if
Objective Activities / Milestones Target Measures Results- Associate Assessment Functional Manager "Off Track")
Best 6 month average
RED Score (20%) Red Score Achievement achievement of 60 Avg RED score has been 63 Performance Status On Track
Volume Target (20%) 1368804 Actual - 759263 ( 6 months ) Performance Status On Track
RED Outlet Target (5%) 1500 1935 Performance Status On Track
Sales Volume (Phy Cs) (30%) Pre-sell Target (5%) 40% of Volume 100 % of volume is moved to pre sell Performance Status On Track
Needs to focus more on juice PET
Net Revenue (30%) NR Acheivement (30%) 283855693 Actual - 159445230 ( 6 months ) Performance Status Off Track and MMPO
Based on Unit Finance
Compliance (20%) Asset Control (20%) Managers report 100% achieved Performance Status On Track
Functional Manager Comments
Has been able to meet targets on Volume and Execution. Should maintain the same focus to beat plans. Needs to show
progress on NR
Review on Development Plan on KRA1 and Next Steps
Direction / Support Agreed Development Action Progress on Agreed Functional Manager
Critical Task Development Level Required Plan Development Action Plan comments
Needs to develop better D2 Expect guidance to understand Needs a short but structured training Have gone through the training Has shown good progress. Much
knowledge on how to calculate the process better program. and understand the process and better clarity after going through
NR on month to month basis. calculations the training
Functional Manager
What additional support would you require, IF ANY? Comments
Nothing at this point in time

44. Mid Year Performance Review Document (continued…)
KRA 2: People / Self Development KRA
KRA 2 P l / S lf D l t KRA
Performance Status Functional Manager
(On Track / Off Track) Comments (Mandatory if
Objective Activities / Milestones Target Measures Results- Associate Assessment Functional Manager "Off Track")
People Engagement Score of 80 for STLs
Score (30%) Unit Target Culture Score Score of 85 for MDs Has built a successful team
(30%) To be Measured at year end Performance Status On Track
Skill Score (30%)
Skill Score (Unit Skill Score for
Sales Capability + Competency
Skill Score) (30%) Skill Score of 70 To be Measured at year end Performance Status On Track
Developing Financial Acumen and Took coaching on P&L and Financial
Self Development (40%) Self Development (40%) understanding P & L Acumen Performance Status On Track
Functional Manager Comments
Is focused towards creating a strong and energetic team that delivers results. Should continue to do so.
Review on Development Plan on KRA1 and Next Steps
Direction / Support
pp Agreed Development Action
g p Progress on Agreed
g g Functional Manager g
Critical Task Development Level Required Plan Development Action Plan comments
Working knowledge of margin D2 NA need training on the same Training has been scheduled for Needs to scale up on this post
minder for better access to Data July'09. training
required in day to day
operations
Functional Manager
What additional support would you require, IF ANY? Comments
Nothing at this point in time

45. Career Development Planning Document
Medium-term aspirations (for next 2-
3 years) in the context of long-term
goals
Career Track
selected by Functional Manager comments (with
Option chosen by DR DR Explanatory comments justification)
Rajesh has the Functional and Behavioral
competencies to grow in Category Management.
He will get the required opportunities to develop
I wish to grow in my current function Specialist I want to grow as a Specialist in "Category Management" himself in this area
Career Development
DR's Short-term Career Development Plan (experience /
exposure required by him / her to support career
aspirations)
Associate comments Functional Manager comments
He will get involved in pilot of all new
I would request for opportunities to be provided to me product launches that happen which will
for commercialization of New Product launches provide the required exposure
360 degree competency
feedback (as agreed with the
Associate)
Area of Strength / Area of Competence /
Behavioral Competencies Ideal Level Most Rated Level Agreed Level Area of Opportunity
Thought Leadership
Drives Innovative Business ImprovementsStage 1 Stage 1 Stage 1 Area of Competence
Objective Analytical Thinking Stage 1 Stage 1 Stage 1 Area of Competence
Results Leadership
Works Effectively with Others and InfluencStage 2 Stage 2 Stage 2 Area of Competence
Takes Initiative to Deliver Results Stage 2 Stage 2 Stage 2 Area of Competence
People Leadership
Develops and Inspires Others Stage 1 Stage 2 Stage 2 Area of Strength
Area of Strength / Area of Competence /
A f St th A fC t
Functional Competencies Ideal Level Most Rated Level Agreed Level Area of Opportunity
Sales Management Competent Competent Mastery Area of Strength
Working
Customer Management Competent Competent Knowledge Area of Opportunity
Market Execution Competent Competent Competent Area of Competence

46. Career Development Planning Document (continued…)
Career Development Plan
Competency Behaviors Responsibility Specific Action Plan
Rajesh will demonstrate greater data orientation and analytical
Self thinking while chasing financial targets
Support will come through through extensive coaching and regular
Uses financial data to identify trends and review. He will be nominated for training programmes that are
Objective Analytical Thinking opportunities and apply in own work areas Manager relevant for improving in this area
Rajesh will leverage his deep market knowledge in successful launch
Self of new products
Competition/Trend Analysis : Awareness of Rajesh will get identified in core team for commercialization of New
Sales Management market – relevant data Organisation Product launches
Succession Planning
Recommended Potential Successors (give option to give NA)
Name of Associate Associate Ready in
Rajeshwari Gupta 0-1 year
Ratnakar Shah 1-2 years
Overall Comments
Functional Manager
Rajesh is growing well in his current role. He should
continue to demonstrate the same energy and create a
winning team under him. He needs to improve his
analytical thinking. He has expressed keenness to work
in Category Development. He will get involved this year
in new product launches which will give him the required
exposure

47. PMS and Compensation
Classified ‐ Internal use

48. Creating a High Performing Organization
Creating a High Performance Organization
What is the big picture? Processes that are going to How are we going to
enable us execute?
Differentiated
Talent
Reward
Assessment
Talent Strategy and
&
Development
Segmentation
Interventions
Closely aligned to Business Strategy
Measurement Driven
Classified - Internal use

49. Key Calibration Question :Why do we rate Performance on a 4 point scale, and use
further categorization scale for Rewards?
Why use further sub‐categorization for Rewards ?
• Differentiated ‘Rewards’ motivates and drives high performers to achieve
better results.
• Further, since 73% associates are in SP category, the differentiation is critical to
build and support high performance culture.
• For the purpose of Rewards :
SP sub‐ categorized as SP‐, SP and SP+;
EP sub‐categorized as EP and EP*.
Classified - Internal use

50. The Performance Rewards Matrix
Developing Successful Performer Exceptional Performer
Performer (DP) (SP) (EP)
High
People
Developing Performer Successful Performer ‘Higher End’ Successful
etencies and P
(DP) (SP) Performer (SP)
pment – 40%)
Medium
How
H
(Compe
Develop
Not Meeting Successful Performer Successful Performer
Performance (NP) (SP) (SP)
Low
Low Medium High
What
( Business KRA‐60%)
(Achieving Results)
(Achieving Results)
Classified - Internal use

51. Some Best Practices
Some Best Practices
PMS Best Prctices
Classified ‐ Internal use

52. Legal and Ethical
Classified ‐ Internal use

53. Are you a fair & Transparent Leader?
Do you rate your team members accurately and without a bias?
y y y
:
Focus on Avoid Traps:
Competence & Commitment Step back and think about the Competence &
Avoid ‘Recency Traps’ ’
Commitment you have observed all year while
all year long
all year long rating each Milestone.
Focus on Results attained while rating, rather than
ratees as individuals.
Results Attainment and not • E.g.
Avoid Personal
- Behaves ‘like me’ Biases
Personal Biases - Is a great person
Consider overall Performance
‐ Excelling in one area not to be perceived
Focus on all Objectives and as excelling in all areas.
KRA s ‐ Poor performance in one area not to impact
evaluation of other areas. Avoid ‘Halo’
or Horns effect
or ‘Horns’ effect
… Be a Fair & Transparent Leader

54. Calibration Meetings
Purpose :
To put individual performance in context of broader sample of Associates
To ensure that individuals are not impacted due to the different approach adopted by different
managers while rating p
g g performance (e.g. leniency/strictness etc.)
g y
To ensure visibility of talent.
Unit Calibration - Participants : GM + HR; Dates : 23rd -25th January
Local HR reviews Performance Reviews to ratify calculation and logic (and ensure there are data and
examples).
examples)
Any information gaps are plugged in by the Manager before the calibration meeting.
HR facilitates discussion and calibration of all ratings with the GM.
Any discrepancies in ratings are flagged for discussion in Region Calibration Meeting
Region Calibration - Participants : RVP + DRs (RHRM – to facilitate); Dates : 27th -31st January
EP cases are discussed and all ratings calibrated
Any open issues are flagged off for discussion in National Calibration Meeting
National Calibration - Participants : CEO + COO + VP-HR, RVPs + VPs (National OD Manager–
to facilitate) . Dates :6 february
th
Review EPs in critical Roles
Review of Top Performers and Struggling Performers and align key elements of Performance
Plan/PIP

55. How will you Manage/ Recognise Top Performers?
• Role Expansion
• Assignments to work on Regional/National issue
taskforce .
• Sponsorship to conferences, and visits t other countries
S hi t f d i it to th t i
(on rare occasions).
• Advanced Learning and Development Opportunities
• Appreciation Letter / Certificates
• Recognition for accomplishments /OE Certification etc.
etc
through Bottling HUB / Forum/ Buzz
• Differentiated Compensation

56. How will you Accelerate Performance of
Solid Performers?
• Build on their Strengths. Help them leverage what they are best at.
• Identify critical tasks for which performance needs to be enhanced
• Create a Development Action Plan to enhance performance on critical tasks
• Assign Projects to utilize their skills & build confidence
• Challenge with appropriate stretch objectives to enable peak performance
• Facilitate problem-solving so barriers to performance are removed
• Encourage progress and recognize contribution
• Ensure that they are fairly compensated.

57. How will you Manage Bottom
Performers?
• Prepare robust 30-90 day Performance Improvement Plan (PIP) – include specific,
measurable actions with clear timelines
• Guiding Principles
– Longer for Senior people with newly identified performance issues.
– Shorter for more junior people, or people with a history or pattern of performance
issues.
• Review & T k appropriate actions
R i Take i i
– If PIP results completely on-track, then align back to KRAs for the role.
– If results not on track, but demonstrates maturity and drive to improve performance,
revise PIP with shorter timelines (e.g. 30-60days)
– If results not on track, and does not demonstrate enough drive to improve
performance, exit.
– Failure, exit
Guidelines

58. Thank You!
Thank You!
Classified ‐ Internal use