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Personnel Assessments and Feedback
Personnel assessments confirm and assess the level of achievement of targets and results for a one-year period.
Since the second half of the 1990s, a lot of companies in Japan have also shifted to performance systems based on performance and results because of reconsideration of the former seniority system. Within that process, there have also been some companies that have gone too far and run exclusively on results and sales.
When this new kind of system was first introduced, Bayer also went through a phase that could only be described as being based excessively on results, but through workshops for improvement run by the labour unions and HR, and assessor training (for managers) as well as the continuing implementation of assessment committees at each branch, we have made efforts to definitely share the purposes of performance management with all employees. As a result, the word “ accountability” can be spoken now normally and understanding of target setting and assessment has improved markedly.
The factors “How did an employee act towards the achievement of targets?” and “What was the degree of achievement of individual targets?” are assessed in Bayer performance assessments based on the accountability or the true mission.
For example, if an employee has been set the target “Implementation of explanatory meetings at medical offices 12 times a year” in order for “Improvement of the level of relations with doctors,” this will not be assessed simply by counting the number of times explanatory meetings are implemented each year. The assessment will also consider the selection of the doctors targeted, the approaches made towards them and whether having the target doctors participate in the explanatory meetings, whether the results for usage of Bayer products have increased. Even if the employee carried out 20 explanatory meetings, more than the target, if those meetings did not lead to any increase at all in the number of prescriptions issued by the target doctors, they cannot be described as successful explanatory meetings. Consequently, the individual MR has to understand the needs of the market and the doctors in the area that he or she supervises and be creative in planning and implementing explanatory meetings that lead to increases in prescriptions.
Rather than target management just for “control” - “How much has an employee done?” in regard to “Targets ordered unilaterally by the supervisor” - Bayer performance management is a system that was introduced with the idea of “wanting individual employees to be aware of their own work and roles and to produce ideas and be creative and ingenious to increase results.”
Due to the merger with Nihon Schering in 2007, the number of divisions has increased significantly and Bayer has become a company with many employees with various experience and knowledge. In such an environment, the Bayer system of performance management centered on “ jobs” promotes individuals undertaking their jobs with pride and is positioned as the cornerstone for further growth in the future.
Personnel assessments confirm and assess the level of achievement of targets and results for a one-year period.
Since the second half of the 1990s, a lot of companies in Japan have also shifted to performance systems based on performance and results because of reconsideration of the former seniority system. Within that process, there have also been some companies that have gone too far and run exclusively on results and sales.
When this new kind of system was first introduced, Bayer also went through a phase that could only be described as being based excessively on results, but through workshops for improvement run by the labour unions and HR, and assessor training (for managers) as well as the continuing implementation of assessment committees at each branch, we have made efforts to definitely share the purposes of performance management with all employees. As a result, the word “ accountability” can be spoken now normally and understanding of target setting and assessment has improved markedly.
The factors “How did an employee act towards the achievement of targets?” and “What was the degree of achievement of individual targets?” are assessed in Bayer performance assessments based on the accountability or the true mission.
For example, if an employee has been set the target “Implementation of explanatory meetings at medical offices 12 times a year” in order for “Improvement of the level of relations with doctors,” this will not be assessed simply by counting the number of times explanatory meetings are implemented each year. The assessment will also consider the selection of the doctors targeted, the approaches made towards them and whether having the target doctors participate in the explanatory meetings, whether the results for usage of Bayer products have increased. Even if the employee carried out 20 explanatory meetings, more than the target, if those meetings did not lead to any increase at all in the number of prescriptions issued by the target doctors, they cannot be described as successful explanatory meetings. Consequently, the individual MR has to understand the needs of the market and the doctors in the area that he or she supervises and be creative in planning and implementing explanatory meetings that lead to increases in prescriptions.
Rather than target management just for “control” - “How much has an employee done?” in regard to “Targets ordered unilaterally by the supervisor” - Bayer performance management is a system that was introduced with the idea of “wanting individual employees to be aware of their own work and roles and to produce ideas and be creative and ingenious to increase results.”
Due to the merger with Nihon Schering in 2007, the number of divisions has increased significantly and Bayer has become a company with many employees with various experience and knowledge. In such an environment, the Bayer system of performance management centered on “ jobs” promotes individuals undertaking their jobs with pride and is positioned as the cornerstone for further growth in the future.
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