sanofi aventis HR

8/3/2019 sanofi aventis HR

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BY:Radhika MehtaSachin KunteMayur MistryAditya PuthranRahul Jadhav


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About Sanofi aventis

Established in 1999

Globally ranked 4th

Headquarter Paris France

Drug Indication $ (+/- %)

Lantus diabetes $4,661 9%

Lovenox thrombosis $3,726 -12%

Top-Selling Drugs in 2010


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1.Define the problem?

2. Determine the importance Is it worth solving?

3. Determine the cause(s)

4. Identify training vs. non-trainingsolutions

P. 32


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"Solutions to problems are like keys in locks;they don't work if they don't fit. And if

solutions aren't the right ones, the problemdoesn't get solved."

Often what people think is "the problem" isn'tthe problem at all.


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No matter how well the company hires, a significantpercent of the hires are not ideal fits for the position

More than 25% of the company consists of folks, who, ifthey could do it again, would not have been hired.

The problem is not the really poor performers...they willeventually be removed.

The real problem is the "just OK" folks who aren'thorrible but are just kind of mediocre


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Lost productivity a new hire who produces in thebottom quarter of employees in a position canproduce between 25% and 600% less than a topperformer.

The quality of their work may even be lower than thevolume of their output.

Lost innovation in a fast-moving world, high rates

of innovation are critical to maintaining competitiveadvantage. Organizations cannot tolerate employees who are

resistant to change and whose lack of work mayactually distract other employees.


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Customer impactscustomers know when they are dealing with aweak employee, so hiring a subpar employee into a role that interfaceswith customers can measurably reduce sales, customer satisfaction, andincrease customer turnover.

Error rates poor performers make many mistakes generating workthat must be redone. Weak employees may also cause more accidents,hurting themselves and others.

Competitive advantage hiring weak employees sends a messageto competitors that you are getting weak. This might encourage andempower them to become more competitive and confident.


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Company needs to work on giving these folksfeedback, coaching them, and moving them

out if they cannot become stars. They are no wrong doers, but they just won't

be the folks to help the company win.


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Interviewer may lack training in differentinterviewing techniques

An interviewer without notes and a ratingsystem rely more heavily on their gut feel or howlikable the candidate was in the interviewprocess which may lead to a fallacious decision.

Hiring without interviews due to referrals put inby senior employees or heads

Hiring decisions made with limited information


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a) For the company interviewers

To train the interviewers on

- Techniques of interview

- Formats of interviewing

1)one-on-one 2)Panel 3) Round robin

- Types of interview1)Behavioral interview

2)Working interview


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b) for the mediocre performers:

- adequate training (constant training)

- cross training (will keep them from gettingbored with the daily repetition and willchallenge them to grow and expand theirskills)


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Training programs1) Expand your tool-kit training program

The hires are encouraged to contribute more to thecompany by learning new skills which will help themdeliver better than before.

2) Learning from the old beansTraining program in which older executives coachthe recent hires about executing the tasksdelegated


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Job Rotation :Job rotation involves moving anemployee through a series of jobs so he or she canget a good feel for the tasks that are associated withdifferent jobs.


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Non training solutions is the remedy for the barriersat workplace other than due to lack ofunderstanding the work or training.

Barriers in workplace can be

1) Organizational2) Personal


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Points Program:Points-based incentiveprograms collect and redeem points for rewards.

Depending on the program type and the

organizational objectives, points can be awarded ona number of criteria including positive employeebehaviour, the demonstration of organizationalvalues, repeat customer purchases, the sale of new

products or increased overall sales. Points programs are a way for organizations to

motivate behaviour over time while improving theorganizations' overall performance.


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If skill or knowledge.training

If lack feedback..feedback, standards

If not motivated.rewards, consequences

If unclear expectations..measure and discuss

If job environmentchange environment

If potentialchange personnel


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#1 - Training is appropriate only when two conditions are present: (1) There issomething that one or more people dont know how to do, and (2) Theyneed to be able to do it.

#2 - If they already know how, more training wont help.

#3 - Skill alone is not enough to guarantee performance. Successfulperformance requires these four conditions, ALL of them: skill, anopportunity to perform, self-efficacy, and a supportive environment.

#4 - You cant store training.You use it, or lose it. If learned skills are notexercised, they will deteriorate.

#5 -A good trainer can guarantee skill, but they cant guarantee on-the-jobperformance. Trainers can get you skills and self-efficacy, but the managers

in charge of the opportunity to perform and providing a supportiveenvironment.


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Thank You!

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