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Contributing to a better quality of life. And more variations in the written language. Pioneers in healthcare. Nurse Elise Sørensen recognises a need Primitive ostomy bags are the standard World’s 1 st disposable bag in 1954 = independence Coloplast sets new standard.

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slide1

Contributing to a better quality of life

And more variations in the written language

pioneers in healthcare
Pioneers in healthcare
  • Nurse Elise Sørensen recognises a need
  • Primitive ostomy bags are the standard
  • World’s 1st disposable bag in 1954 = independence
  • Coloplast sets new standard
slide3

Defining Coloplast

Coloplast products and services help patients achieve greater independence from medical challenges in 5 areas:Ostomy care, Continence care, Wound care, Skin Health and Breast care.

coloplast spans the world
Coloplast spans the world
  • 6000+ employees
  • Subsidiaries in 25 countries
  • Distributors worldwide
  • Manufacturing facilities in China, Costa Rica, Denmark, Germany, Hungary and the U.S.
coloplast s values
Coloplast’s values

As individuals and as an

organisation we:

  • Are customer driven
  • Are quality conscious in all we do
  • Have a fair and respectful management style
  • Learn and share
  • Have a passion for our business

... and we strongly believe that the road to outstanding results is shorter when you have fun on the way

more than 6000 committed employees
More than 6000 committed employees

Our employees are:

  • Independent thinkers
  • Willing to take on responsibility
  • Committed to development
  • The key drivers of their own job performance
  • Given the resources they need to succeed
development in turnover 1989 2004

Revenue

mDKK

10.000

9.000

8.000

7.000

6.000

5.000

4.000

3.000

2.000

1.000

0

89

90

91

92

93

94

95

96

97

98

99

00

01

02

03

08

goal

04

90

91

92

93

94

95

96

97

98

99

00

01

02

03

Development in turnover (1989-2004)

Without exception, Coloplast has increased turnover every year since 1957.

In 2003, the goal for 2008 was set at DKK 9 billion.

revenue per region

Revenue by geographical regions

Rest of the World

6%

Europe

81%

The Americas

13%

Revenue per region
  • 81% of total turnover is generated from sales in the European Market
  • The Americas account for 13%
  • Rest of the World. This region only accounts for 6% of total sales. It is, however, the fastest growing segment.
a new performance appraisal

A new performance appraisal

Focus and transparency in business performance & behaviour

introducing leadership employee competences
Introducing Leadership/Employee Competences
  • We need to continuously improve everything we do to meet our business objectives
  • This includes improving HOW we achieve our results
  • We are introducing Leadership/Employee Competences to improve our business behaviour
      • We will expect this behaviour from our managers and employees
      • We will evaluate our employees against these behaviours
      • we will develop our employees towards these behaviours
  • We will use the implementaton of the Leadership/Employee Competences to structure and refocus the Performance Appraisal in Coloplast
restructuring the performance appraisal
Restructuring the Performance Appraisal
  • The focus of the new performance appraisal is 3-fold for ALL employees and managers:
    • Increased focus and evaluation on business performance
    • Increased focus and evaluation on business behaviour
    • Increased focus on development of all employees for continuous improvement
the leadership competences for managers with personnel responsibility
The Leadership Competences- for managers with personnel responsibility
  • Visioning and Directing
    • Holistic Business Understanding
    • Strategic Thinking
  • Mobilising People
    • Growing People
    • Team Leadership
    • Developing organisational capabilities and teamwork
  • High Performance Execution
    • Personal ownership
    • Results orientation
    • Accountability
the employee competences for managers and employees without personnel responsibility
The Employee Competences- for managers and employees without personnel responsibility
  • Commitment
  • Cooperation
  • Change Willingness
  • Independence
  • Initiative
  • Customer Orientation
  • Knowledge Sharing
the performance appraisal in a process view

Leadership/Employee

Competency

Assessment

Business

Performance Assessment

The Performance Appraisal in a process view

Objectives for

the coming year

Summary of

Assessment

Job Assessment

Follow up

Personal

Development

Plan

IT support system

assessing leadership employee behaviour
Assessing leadership/employee behaviour

180/360

Degree evaluation

Other way that

is perceived fair

and respectful

Leadership/Employee

Competency

Assessment

Conclusions from

Assessment

Personal

Development

Plan

Follow - up

Top-Down

Assessment

Dialogue based

Assessment

It is recommended that you start by using thisapproach in order to share the same assumptions.Then you can decide your own assessment method.

Corporate HR is developing a 360 degree appraisal tool.

training and development
Training and Development
  • From a Corporate perspective the Leadership Competences are supported by the following programmes
    • Coloplast Business Programme - CBP
    • Coloplast Management Programme - CMP
    • Executive Leadership Programme - ELP (New programme)
  • Remaining training and development activities will be supported by local HR
presentation performance appraisal database 3 steps
Presentation Performance Appraisal database - 3 steps
  • Preparation
  • Manager
  • Employee

Individual preparation tobe made in the database

Performance Appraisal

Dialogue between manager and employee

  • Conclusions and minutes
  • Manager writes minutes and approves
  • Employee comments and approves
  • Managers superior comments and approves

Conclusions and minutes in database

slide19

Leadership Competency Assessment

Fails to meet expectations

Needs improvement

Meets expectations

Exceeds expectations

Outstanding

VISIONING and DIRECTING

Summary of evidence

Holistic Business Understanding

Assesses the implications of decisions and actions relative to relevant stakeholders



Demonstrates a strong commitment toward service, quality and customer satisfaction and loyalty



Takes calculated risks



Balances breakthrough thinking with the ongoing needs of the business



Is able to communicate a vision for the future



StrategicThinking

Demonstrates understanding of how business strategies and tactics work in the market place



Explores new possibilities and approaches issues differently



Anticipates and reacts to future trends and directional shifts in the market place



MOBILISING PEOPLE

Summary of evidence

Growing People

Involves others in the formulation of plans and decisions affecting their work



Delegates the necessary authority to employees



Creates a challenging workplace



Developsemployees



Team Leadership

Appreciates the contribution from everyone in the group/team



Promotes co-operation within the team



Developing organisational capabilities and teamwork

Promotes co-operation between groups



Promotes working across functions, departments and countries



HIGH PERFORMANCE EXECUTION

Summary of evidence

Personal ownership

Takes and accepts responsibility



Seeks feedback to improve performance



Shows confidence



Takes initiative



Result orientation

Admits and allows mistakes



Is able to prioritise and focus on value creation (EP, ESLM, CSLM, Waste, etc)



Recognises and reacts to achieved results (both over- and underperformance)



Sets high demands for own job performance and meets these



Gives constructive feedback



Sets clear and ambitious targets and follows up on these



Accountability

Delivers on promise (walks the talk)



Ensures that feedback is given down and communicated up



what are smart objectives
What are SMART objectives?

SMART objectives is a way of setting objectives based on criteria, that ensures the objectives are:

Specific - specify the objective as precisely as possible

Measureable - how do you measure that the objective has been reached?

Accepted/Ambitious - is the objective accepted, agreed and ambitious?

Realistic - is objective realistic when considering time and ressources available?

Time Based - Set specific deadlines for objective fulfilment

hvorfor indg r smart m l i mus
Hvorfor indgår SMART mål i MUS?
  • SMART mål udstikker en klar retning og prioritering af nøgleopgaver, så leder og medarbejder ved, hvad de skal ”løbes” efter.
  • SMART mål er lette at følge op
  • SMART mål er jobmål og ikke en aktivitets- eller projektplan
  • SMART mål afspejler klare, gensidige forventninger, hvilket gør det lettere for os både at være medarbejder og leder
hvordan fasts tter man 1 rige smart m l
Hvordan fastsætter man 1-årige SMART mål?

Hvilke 3-5 områder

er kritiske i jobbet

i det kommende år?

Definition af et SMART

mål for hvert område

Prioriter målene

ved procentvis

vægtning !

Eksempel

other initiatives
Other initiatives
  • Transparent career paths
  • Identification of C-players
  • Identification of talents
  • Linkage between performance/competences and pay
  • Organisational based competence development programme
  • Gap analysis -globally
why has this process been initiated
Why has this process been initiated?
  • We say we support 3 career paths (line, project and specialist), but what does that mean in practice?
  • We need a clearer and more transparent structure for managers and employees to work with
  • We want to be able to communicate the ”who, what and how” of career progression and possibilities in Coloplast, both internally and externally
  • We want to clarify what it takes to progress career wise in Coloplast
  • We want linkages between competences, qualifications required (generic) in any given job and actual position level in the organisation
  • We want to create linkages between career levels and potential compensation & benefit possibilities
  • We want to link behaviour to career levels and subsequently assess and evaluate this for present and future career positions
3 career paths in coloplast with titles

Project

Management

Line

Management

Specialist

Executive

Vice President

Senior

Vice President

Vice President..

Chief ..

Manager

Project

Director

Director..

Senior..

Manager

Head of ..

Senior

Project Manager

Encompasses

process owners or

responsibles in

departments etc.

..Manager

Team

Manager

Project

Manager

All other employees

3 career paths in Coloplast with Titles

Position Level

A

B

C

D

E

F

G

key responsibilities
Key responsibilities

LINE MANAGEMENT

  • To set targets, develop strategies and activities
  • To create results through and with employees whom you are responsible for
  • To develop organisation, employees, competences and structure
  • To support projects/processes by allocating competent resources

PROJECT MANAGEMENT

  • To set targets and ensure target achievement with the employees allocated to the project
  • To manage, drive, develop and coordinate project/process with cross functional complexity
  • To make competency and resource needs visible

SPECIALIST

  • To set targets for competences and ensure target achievement
  • To act as expert and drive development and utilisation of relevant professional expertise for Coloplast
  • To support projects/processes by utilising and sharing knowledge
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