PGV Product Supply

2 Approved by: R&R Systems Owner System - Overall Rewards System • System Owner • Training: • Rewards and Recognition System - Intrinsic, Non Monetary and Extrinsic-Monetary • Revi

PGV Product Supply

Title: REWARDS AND RECOGNITION - SYSTEMS Purpose: Describe Reward & Recognition System Document No

S-02-07-00-01.0

Process Owner: R&R System Owner

Prepared by: R&R Systems Owner

Copy No 1 Process Customer: PS Employees Concurred by:Career Planning Team Issue Date: 27/03/00 Next Review: 27/03/01 Issue No 2 Approved by: R&R Systems Owner

System - Overall Rewards System

• System Owner

• Training:

• Rewards and Recognition System - Intrinsic, Non Monetary and Extrinsic-Monetary

• Review of the Intrinsic, non monetary & Pay and Progression System

• Performance Rating System

• Salary Management Training

• Promotional guidelines

• Measures

• Review

System Rewards and Recognition System

Purpose of System - Purpose of the system is to provide pay, progression & non-monetary rewards which will

increase the retention of personnel and motivation of the organization to become a high performance organization

System Owner - To manage and improve the use of pay and progression rewards throughout the organization The

owner will insure that pay & progression rewards support the overall rewards system and IWS

Measures:(6 month update & KEA assessment)

OHA interviews/comments(as compared to last OHA interviews)

IWS Rewards and Recognition design KEA

Number of employees understand the system

Survey Results - Quarterly

Reward/Recognition principles

• Emphasis success versus failure - salary increases reinforce performance through leadership discussion

• Pay levels and salary management must be consistent with industry norms

• Deliver salary increases or changes in a confidential manner

• Tailor the recognition and reward to foster the HPWS objectives including broader leadership levels and

horizontal systems

• Design of the system must reinforce the overall results that are individually and organizationally desired

• System should be easy and simple to explain/understand

• System of pay and progression must be easy to administer fairly and consistently

• Strive for a clear and well communicated connection between the reward and achievement

Supporting Documents

Review of IWS rewards principles and reward systems

Review the pay and progression system

Review the salary management system

Review of the salary rating system

Review of Non - Monetary systems

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Recognition happens on the plant, team and individual level Various standard methods are used to show

recognition

A We celebrate and recognize the following type of achievement:

1 Improvements - reaching goals/success criteria

2 Key Element Improvement

3 Safety - No Recordables

4 Quality - Meet and exceed global standard

5 Successful project/initiative

6 Noteworthy team or individual accomplishment (contribution beyond W&DP, significant progress against stretch goals)

7 Loss elimination

8 Role model behaviors (identified by pillars per focus period - refer to BAT and IWS-BOS)

B Recognition is included as part of the following meeting forums or correspondence:

C General system principles:

1 Written guidelines for administration exist and don't change

2 Teams/Departments have freedom to tailor rewards/recognition to meet their business challenges Standards are available for easy implementation

3 A survey process exists to understand opportunity and track results

4 There is a subsystem owner in each area (maybe Org.Pillar member) to ensure the rewards/recognition system functions throughout the plant

5 Celebration occurs in some way on a quarterly basis

REWARDS AND RECOGNITION

CHECKLIST Reward/Recognition principles:

• Emphasis success versus failure

• Deliver recognition and reward in an open and publicized way

• Deliver recognition in a personal and honest manner

• Tailor the recognition and reward to the unique needs of the people involved

• Timing is crucial

• Strive for a clear and well communicated connection between the reward and achievement

• Encourage recognition throughout organization

Intrinsic & Non monetary Rewards Checklist: These rewards should be used as follows:

• Part of the W&DP

Future training

Assignments to projects

Positive feedback on results attained

• Normal work

Feedback

Praise for meeting targets and doing good work(constructive one on one)

Ask employees to help you complete an important task Delegation

Delegate the attendance of meeting in your place

Delegating decision making to others Assign people to important or special projects

• Teams

Have a welcome meeting with new team members

Place pictures of team members on bulletin boards

Recognizing good work in teams verbally

Create a best accomplishments list for the team

Leaders attend special projects first team meeting

Hold lunches with the BDLT or other senior leaders

Send letters to team members on team accomplishments and thanking them

• Group awards

Certificates for qualification

Small gifts - pens, mugs, hats, shirts, P&G Products…

• General

Say hello to people Stop and talk to them

Say thank you when it's deserved

Give others credit

• WATCH OUTS:

Express criticism freely

Instill job security

Do not delegate authority for important decisions

Do not delegate work which is important

Attend all the training yourself

REWARD & RECOGNITION SURVEY

Name: Date: _ Area: _ Score: The following is a rewards and recognition survey This also tests your understanding of the pay/ progression, rating and salary administration

knowledge (over) the statement.

Do not Don't know Agree/ Perfect agree/ No Yes Score

1 I have been in several meetings, teams or groups when there has been recognition, award,

certificate for accomplishment

2 Leadership encourages continuous improvement

3 I have been recognized, either in person, or in a team for my accomplishment

4 My wish gives me a feeling of accomplishment

5 Recognition for achievement includes leadership acknowledgmentthrough personal/ verbal

celebration of team/ company achievement,certificates of accomplishment, etc.

6 I have recognized achievements of others in my team

7 I have had a review of my performance in the last 12 months

8 I have had discussions with my leader on actions I can take to improve performance

9 Our PS progression system has:

Exactly 3 pay levels

Is only based on skill achievement Requires employees to implement improvements

Requires coaching of others for level 3 and above

Does not requires an evaluation of individual

Requires system ownership for all levels of 2 and above

Requires training of others to be promoted into the next level

Requires qualification in current job prior to promotion 10 Our PS Performance evaluation system has:

Evaluation of performance is each quarter

Evaluation includes performance based on scorecards in my area of

influence or control

My individual contribution is included in the review

I have an opportunity to input to my performance evaluation

Plant critical measures are the basis for department and

individual evaluations

The plant performance scorecard achievement affects my rating

My safety performance affects my rating

My attendance does not affect my rating

Wearing a uniform does not affect my rating

Personal ownership of a system affects my rating

All employees are rated and classified into 2 areas

Ratings affect my salary

My working well with others is part of the rating 11 Our salary and benefits policies:

Our salary ranges are based on survey’s of top companies salary programs for compared jobs

Salary ranges are updated every year

My rating affects my salary

My years on the job does not affect my rating

My level of responsibility affects my salary

Salary increases timing are always every 12 months Salary increases are not given to people rated low

The higher my performance and rating, is the higher my salary increase may be

Salary levels are not confidential

12 I have attended the rewards & recognition training

13 My leader practices fair & consistent assessments

14 My salary is fair when I compare to similar jobs in other companies

15 I think my pay is consistent with other in our company

16 My work gives me personal satisfaction

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Area Measure FY 99/00 FY 00/01

JAS OND JFM AMJ FYTD Target Intrinsic/Non-monetary

Leader training completed % 0 0 100%

Extrinsic/Monetary

IWS KEA - Q#3 Org Pillar Score 6 8

Employees trained % 91% 89% 100%

Rating completed % completed 100% 100%

Progression executed #

Attrition rate due to R&R % 0.5%

P&G VIETNAM - BINH DUONG PLANT

PS CAREER & SALARY PLANNING SURVEY

Name : (Optional) Department:

1 PS Performance Rating System

• Performance ratings affect employee salary

• All employees are rated and classified into rating 1, 2 and 3

• Rating is conducted once per year

• Rating is decided by my immediate leader

• Plant DMS results affect my rating

• Personal ownership of system(s) affects my rating

• My contribution to pillar results does not affect my rating

• My daily work results affect my rating

• Not following established SOPs in working area does not affect

employee rating

• Employee safety compliance does not affect my rating

• Personal improvement projects affect my rating

• The scorecard of core area where I have breakcover in does

not affect my rating

• # of people rated 1 depends on plant performance

2 PS Progression system

• There is 7 progression levels in the plant

• Employees usually need to be qualified in core for promotion

request

• Employees can not be outside core for more than 3 years

• Employees promotion is based on individual capability &

business needs

3 Employee Total Compensation & Benefit System

• Employee total compensation & benefit package is based on

the survey results of top companies

• Salary ranges are updated every two years

• Individual salary can not be shared to others

• Rated 3 employee will not get salary increase

• Timing for salary increase is fixed

• Immediate leader is responsible for employee salary

progression

• I have a clear understanding what is my total compensation &

benefit package

Fully agree Partly agree Disagree No idea

4 Recognition System

• I am recognized for each of my achievements

• My team is recognized appropriately to its achievements

• Recognition in the plant is done in a timely manner

• Recognition system in the plant motivate us to work toward SIS

results

5 I think my salary is

• Fair vs similar jobs in other company

• Consistent with others in P&G Vietnam … …

7 If I have to leave the company in near future, this relates to

• My career

• My total compensation & benefit package

• My personal issue

Total score :

Suggestion for improvements :

GUIDELINES FOR ADMINISTRATION OF REWARD/RECOGNITION SYSTEM

What to recognize How to recognize - Recognition choices

W&DP

• On the spot recognition

• A personal note from plant manager/leaders

• Praise for good behaviors in team meetings

• Picture on team board with explanation

• Certificate of recognition

• Small gift

• Praise in Plant information sharing

W&DP

• On the spot recognition

• Training opportunities

• Share achievements and learnings with team and other teams

• Special project assignment

• Certificate of recognition

• Small gift

• Praise in Plant information sharing

Excellent capability buiding and coaching

others/ Significant contribution in building

technical mastery

• Positive feedback verbally and on W&DP

• On the spot recognition

• Training opportunities

• Thanking letter to family

• Presentation to top management

• Special project assignment

• Certificate of recognition

• Small gift

• Praise in Plant information sharing

• Lunch with plant manager

W&DP

• On the spot recognition

• Training opportunities

• Thanking letter to family

• Picture on team board

• Create best accomplishment list for team

• Presentation to top management

• Certificate of recognition

• Wall plaques

• Small gift

• Praise in Plant information sharing

• Dinner out

W&DP

• On the spot recognition

• Training opportunities

• Thanking letter to family

• Picture on team board

• Create best accomplishment list for team

• Presentation to top management

• Certificate of recognition

• Wall plaques

• Small gift

• Praise in Plant information sharing

• Dinner out (not exceeding 10$)

BNH DUONG PLANT SPECIAL APPRECIATION AWARDS: (Eligible: all Binh Duong Plant employees)

Awards Assessment/Selection Criteria Freq # of

Award

Form Value

VND

Execution Owners

1 OPL of the

month

- Simple

- Visual (supported with pictures that needed very little explanation)

explanatory

- Reapplicable

Plant-wide announcement Exhibiting the winner OPL on Plant activity board within 1 month

Valued VND 100.000 approximate

On the first week of month, BDLT will

go through all activity boards to select the best one The announcement will be made at the coming plant information sharing (PIS) day

Ky/C

2 Improvement of

the quarter

Improvement evaluation Criteria (IEC)

with Plant Manager & P&G Product

Certificate Plant-wide announcement

Group award VND50,000 per person Individual VND200,000

Improvement coordinators send 2 their best improvement to Improvement Team

This Team make the choice by using improvement evaluation standard IEC at M-J-S-D team mtg then review on BDLT before announcement on coming PIS

Quoc-NH

3 Improvement of

the year

Improvement evaluation Criteria (IEC)

approved List Plaque Plant-wide announcement

Group award VND200,000p

er person Individual VND500,000

Improvement coordinators send 2 their best improvement to Improvement Team

This Team make the choice by using improvement evaluation standard IEC at M-J-S-D team mtg then review on BDLT before announcement on coming PIS

Quoc-NH

Execution

- The award process owner(s) will be responsible for leading the communication, selection and execution as designed Judging meetings must be minuted down and filed by the award process owner

- The Plant Manger (BDLT member in case of his absent) will make announcements of the award winners at plant information sharing meetings on a monthly, quarterly basis or a special day for IWS progress discussion & rewards on yearly basis

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CHƯƠNG TRÌNH KHEN THƯỞNG PHI TIỀN TỆ CỦA HOẠT ĐỘNG IWS NHÀ MÁY BÌNH DƯƠNG :

Giải thưởng Tiêu chuẩn Tần suất Số

lượng

Hình thức khen thưởng

Gía trị (VND)

1 Giải thưởng

OPL trong

tháng (OPL of

the month)

- Đơn giản

- Thông tin chính xác

- Rõ ràng, dễ nắm bắt qua minh họa bằng hình vẽ, ít lời chú dẫn

- Dễ hiểu

- Có khả năng tái áp dụng

Hàng tháng 1 Sphẩm P&G Biểu dương trên

phạm vi toàn nhà máy

Trưng bày OPL đoạt giải trên bảng thông tin của E&T pillar

Tương dương 100.000 đồng Vào tuần đầu tiên của tháng, ban lãnh đạo nhà máy sẽ đến các bảng thông tin của

từng bộ phận, Pillar để chọn OPL trong tháng đạt được các tiêu chuẩn bên

Biểu dương và phát giải thưởng được tiến hành trong buổi Plant information meeting hàng tháng

Ky/C

2 Giải thưởng cải

tiến của Quý

(Improvement of

the quarter)

Bảng tiêu chuẩn đánh giá cải tiến (IEC) Hàng quý 2 Dùng cơm trưa đặc biệt với giám

đốc nhà máy &

Sản phẩm của P&G

Bảng chứng nhận khen thưởng Biểu dương trên toàn nhà máy

Cho nhóm đoạt giải :

tương dương 50,000đồng/

một người Cho cá nhân tương đương 200,000 đồng

Hàng quý đại diện phụ trách hoạt động cải tiến của từng bộ phận tiến hành bình bầu 2 mục cải tiến xuất sắc của bộ phận mình Sau đó nhóm cải tiến của nhà máy sẽ tiến hành bình bầu 2 mục cải tiến xuất sắc của qúy theo IEC , Ban lãnh đạo của nhà máy sẽ tiến hành xét duyệt trước khi khen thưởng trong buổi Plant information meeting của nhà máy

Hai/CM

3 Giải thưởng cải

tiến cuả năm

(Improvement of

the year)

Bảng tiêu chuẩn đánh giá cải tiến (IEC)

Hàng năm

giải thưởng Plaque Biểu dương trên toàn nhà máy

Cho nhóm đoạt giải :

tương dương 200,000đồng/

một người Cho cá nhân tương đương 500,000 đồng

Hàng năm đại diện phụ trách hoạt động cải tiến của từng bộ phận tiến hành bình bầu 2 mục cải tiến xuất sắc của bộ phận mình Sau đó nhóm cải tiến của nhà máy sẽ tiến hành bình bầu 2 mục cải tiến xuất sắc của quý theo IEC , Ban lãnh đạo của nhà máy sẽ tiến hành xét duyệt trước khi tkhen thưởng trong buổi tổng kết hoạt động IWS của nhà máy hàng năm

Hai/CM

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