ArticleALIGN - Expectations & Deliverables and Ensure Performance Delivery !

We at Wockhart, as a healthcare company believe in the motto that the purpose of existence is to ensure “Life Wins”. We not only believe that Human life is invaluable but in every aspect of our processes, we have this larger purpose in mind as our endeavour is to make positive difference to the human lives. This Strategic Vision has transformed into new ways of thinking, a new journey for growth, medical breakthroughs for patients and continuing value for all stakeholders. In this journey of ‘Life Wins’, coupled with the strength of our stakeholders, Wockhardt aspires to create a healthier world.

At Wockhardt, innovation, technology and people building are the key focus areas. A new drive for growth today permeates every mind-set, process and techno-innovation within Wockhardt. At Wockhardt, we are looking at new ways of thinking, new ways of working and new ways to touch people’s lives. In every organizational set-up, as is true for Wockhardt, all functions are inter-connected with each other, either as a Customer or as a Supplier (of goods or services). This naturally implies that, all goals need to be defined in a manner where there is a seamless ownership of all the KRAs (Key Result Areas) with the business heads and with complete visibility of deliverables.

The “ ALIGN” Concept

At Wockhardt, the Business Goal setting process is very unique, which ensures horizontal alignment among various constituents of the organization and between Customers & Suppliers. This starts with the Top management being taken through a process called “ALIGN”, spearheaded by Human Resource function, as a starting point of defining the business objectives. “ALIGN” is an acronym denoting “Assimilate & Link Individual and Group Needs”. Simply put, it is a top level joint goal-setting process for all Internal Suppliers and Internal Customer Functions. In business parlance, the A.L.I.G.N process would ultimately link the organizational goals with each employee’s goals.

How it Works

As a starting point, the CEO shares his business objectives with all his direct reports. This goes to each business head, which is followed by the “ALIGN” meetings in which each business head spells out the support he/she needs from other peers. Similarly the other peers support their needs from one another. This creates a process of “I need this from Supply Chain, IT, HR, Finance, R&D” etc. Similarly, R&D/IT/HR/SCM will spell out their expectations from one another. Example : HR team might say, “this is the support we need from IT, R&D, Finance etc”. These are then broken down in SMART goals. Then each stakeholder presents their KRAs keeping in mind the

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Supplier -Customer meet to understand and commit

support

Supplier prepares its Macro level Business Plan in line with Customers’ priorities

Customer and Supplier

cascade down the business plan to their teams

Team prepares its individual

Goals in system

Annual Business Plan is prepared and shared with entire Leadership Team

Figure - 1

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business objectives and “ALIGN” meetings. This gives the impetus for the Senior Leadership to come together and identify business priorities for the year. This process ensures a joint effort with active participation from Customer and Supplier perspective. The sole objective is to determine key priorities and prepare the MACRO level business plan in consultation with the Customers in mind.

The process followed has been explained below in a simplistic manner (based on how this was done during this year 2015-16).

The Pre-A.L.I.G.N. meeting buzz

After the Budgets and Yearly Plans were presented to the Senior Leadership Team, each key stakeholder, for reference here, called the ‘Customer’ was asked to identify key enabling functions /teams who would be needed to support the Function in accomplishing the set plans – these would be identified as their ‘Suppliers’.

• The Customer had to indicate the specific support needed from the Supplier in the format prescribed. (Sample attached below).

• The Customer would thus need support from multiple functions; therefore it became imperative to identify and specify all of them to ensure the expectations from the major Suppliers were captured into the A.L.I.G.N. process. This process also ensured intra-team discussion to ensure all facets were covered.

• Once the Supplier function received all inputs, it was then incorporated into the rough cut for the KRAs for the year 2015-16. Thereafter the KRAs of each Supplier team needed to go through multiple iterations, until the refined version of KRAs was ready.

Since each Function played a dual role of being both a Supplier as well as a Customer, it would also have to provide input to others, and receive inputs from other teams – which would then take their KRAs the extra mile in becoming more robust.

The During A.L.I.G.N. meeting deliberations

The KRAs (refined version) prepared by each Supplier Function was then presented in the A.L.I.G.N.meeting. These were then discussed, debated, and agreed upon. These were then accepted as the FINAL KRAs.

This process continued for all Supplier Functions till all functions ironed out their KRAs and the support required from all Customers present at the meeting.

The post- A.L.I.G.N. meeting cascade

Once the Senior Leadership A.L.I.G.N. meeting concluded, the next phase of the FINAL KRA cascade began. This ensured that the process had a 100% buy-in from all members in the Team and moved into the next phase of 100% assurance of the KRAs being accomplished for one and all.

The A.L.I.G.N. meeting thus ensured:

• Alignment of goals with the overall business priorities and

• Ownership of goals between Supplier and Customer Functions

• Cascade of the Goals to the last member in the team

• Clearly defined EARS matrix, leading to definition of SMART goals.

• Cascade of this process at all three main levels ensured that goals were aligned and owned at all levels

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Issue 19 | September - October 2015

Supplier Customer

HR R&D

Expectation Actions Responsibility Support (EARS) Matrix

Expectation from Customer (R&D)

Action from Supplier (HR)

KPI / Timelines

Responsibility

Support Required / Remarks

To attract fresh talent for current and future business requirements

Establish relationships with at least 4 top campuses in the country and specifically 2 in Maharashtra

Offer internship to 20-25 students every year

KPI: No. of empanelment

Timelines: Dec ’15

HR

+ Leadership team from Line

Active Involvement of Key Line Managers to participate regularly in various programs

Involve Senior Leaders (VP &

Above) to strengthen Wockhardt presence at various top campus to become a preferred employer / employer of choice

KPI: No. of visits

Timelines: Oct 15

HR

+ Leadership team from Line

Identification of research subjects

HR

+ Leadership team from Line

Corporate framework for Campus Connect Program

To develop R&D capabilities at all levels within the R&D Organisation

Develop and Implement structured competency building programs

KPI: Training Mandays

No. of Interventions

% People covered

Timelines: Mar 16

HR

+ Managers

A 3 member team from Line for need identification and developing interventions

Identify critical positions and implement plans to hire / develop successors

KPI:

% positions with Successors

Timelines: Mar ‘16

HR

+ Leadership team from Line

Framework to be designed at Group level

Assess current competencies requirements, determine gaps and develop plans to bridge the gaps

KPI:

% completion

Timelines: Dec ‘15

HR

+ Managers

Budgetary support, Participation of Seniors

To forecast manpower requirement for Horizon - 2 and staff all positions / requirements

Develop a strategy to fill open positions under Horizon-2

KPI: Hired Vs Vacant

Timelines: Dec ‘15 HR

+ Functional Head

- Develop a phase-wise manpower

requirement plan for Horizon-2

KPI: Planning done Timelines: Sep 15

HR + Hiring Managers

Identify critical / niche competencies and determine appropriate Mix of fulfilling through external hirings and through developing internal talent

KPI: hired vs

developed

Timelines: Dec ’15

HR

+ Leadership team

from Line

To increase employee retention rate

Conduct Calendarized Employee Engagement initiatives for employees

Conduct Engagement Survey and take actions on the priority areas

KPI: % Covered

No of events

Timelines: Mar ‘16

HR

Budgetary support, Participation of Seniors

Talent Management & Talent Retention

Identify Business Critical Positions and Identify 2 level Successors for all critical positions

KPI: % positions with Successors

Timelines: Dec ‘15:

HR

+ Functional Head

A 3 member team from Line for need identification and developing interventions

Develop and implement plans to groom successors by allocating Mentors, tracking progress of the process

KPI: No. of meetings

% employees allotedTimelines: Mar ‘16

HR + Functional Head -

Identify HiPots and create retention plans / develop career paths for them

KPI: % HIPO RetentionTimelines: Dec ‘15

HR + Leadership team from Line

Framework to be designed at Group level

Figure - 2

Expectation Actions Responsibility Support (EARS) Matrix

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Contributor – Wockhardt Team

Prem Singh, President – Global Human Resources, is a graduate in Mechanical Engineering and a Post Graduate in Management from IIT Delhi with a rich experience of 25 years, at various levels of leadership, in India and outside India across industry sectors. Prem has also been a winner of Global HR Excellence Award for his contribution in developing a high performance work culture at Owens Corning India Ltd.

Brajesh Rathi, Assistant General Manager – Corporate HR, as a Corporate HR Head Brajesh brings a very versatile experience. In his last assignment, he was leading the HR function for a cluster of plants in Essar Group at Surat. Prior to Essar, he has also worked with JSW Steel. Brajesh has completed his PGDM – HR and also Masters in Labor Laws &Labor Welfare from Pune University.

Savita John, Deputy General Manager – Learning & Development, brings with her 17 years of varied experience in Learning & Development & HR across a range of Companies like Wockhardt Ltd., ACC Ltd, Tata International Ltd., Dr. Reddy’s Laboratories Ltd, Mafatlal Consultancy Services, Pfizer Ltd. and an overseas stint too. She has completed her B.Pharm with a Post-Graduation in HR from Mumbai.