Cipla University LEARN — EXCEL — GROW MANUALCipla University LEARN - EXCEL - GROW CU indicates “Cipla and You”, the organization and the individual coming together to build a Learning Organization. Blue symbolizes vastness and continued pursuit of knowledge. Green reflects Care and Growth. Cipla University reinforces Cipla’s care and commitment towards its employees to enable them to Learn, Excel and Grow.Prabir Jha GCPO Leorning and copabilly building ¢ sIralegic priority of Cipla It is about bulding indviduel copabilly as well Cs organizational copaciy. Our Winning Aspiration can come alive only when we develop ourseles and in the process, help the organization achieve its lorgets, Cipla University is our learning engine that deves capability building for the organization. Well defined guiding principles, globally acclamed learning framework and lucidly articulated processes ensure both efficent ond effective functioning of Cipla University These elements ensure thal Cipla University is @ true OneCipla entity that ensures uniformly of focus and standardization of operations in bulding copactty for the organization. [As Cipla Universty steps info its second year, impac! creation and sustenance of benefits along with massive scale up wil be key requirements, Systems Thinking, as reflected in high process adherence to ensure consisten|, effective, optimized ond seamless OneCipla cutcomes, wil be a key requrement for this. This manual will be © great cid to facilitate the same. It wil enable the team involved in delivering learning fo be Responsbilty Centred ond Excellence Focused along the entire value chain of learning It will ensure that the team delvers the right thing using the right methods in a consistent manner. | would expect all our associates involved in learning, L&D team members, Funclional Academy teams, HR Business Partners, Internal Facilitators, to familorize themselves with this manual ond ensure strict adherence fo tt al all imes (Our bar has gone higher with this and am sure we will lve up to ik Best wishes and let us fociltcte Cipla to Learn - Excel - GrowHemalakshmi Raju L&D Head Cipla University is our strategic learning vehicle thot builds capobilies for the organization in @ OneCiplo manner This means seamless and unified focus on copebilty bullding across the global organization and & standardized OneCipla experience for our associates To focitate this, we need to be governed by one common set of guiding principles, one common learning framework and one common set of processes. This manual is an effort fo consolidate all of that and make it availoble as a ready reckoner for our colleagues involved in Learning & Development The processes have been articulated along the learning valve chan and would ensure both the efficiency cand effectiveness of our learning efforts. This would also enable us in being an Excellence Focused team by faciltoting error free plonning and implementation. | ook forward to each one of you adopting this passionately and being custodians of the same. Learn - Excel - Grow!!CONTENTS Section A: CIPLA UNIVERSITY (CU) 1 Overview: o1 Guiding Principles of CU ol CU Learning Framework 02 Focus area of CU 03 Overview of Academies 04 Branding Guidelines 12 Section B: PROCESSES. 15 Objective and Scope. 15 CU’ process mapping, 15 1. Planning. 16 1. Budget Creation and Tracking 7 2 Learning Needs Identification 19 3. Calendar Creation 2 I. Design 24 1. Program Requistion 25 Program Design 28 Ill. Program Implementation. 33 1. Nomination Management and Invitations 34 2. Pre - Program Process Management 37 3, Venue and Logistics Management. 39 4. Internal Facilitator Development and Management. 4 5. External Facilitator Management bh 6 Payment & Contract Management. “9 7. Program Evaluation. 53 8 Post Program Process 58 IV. Reporting 6 1. Reports 62 2. Case Studies: Documenting learning results o7 V. External Program Management 7 1. External Nomination Process & Reporting 72Cipla @ oveview Cipla University (CU) is our strategic learning vehicle that drives OneCipla capabilty building by "Providing bestin-class training and promoting continuous learning in line with business and role requirements” CU enables all associates and the organisation to Learn, Excel and Grow: Learn in a continuous manner to Excel (performance excellence for individuals and achieving goals & aspirations for the organisation) and Grew (growth for higher responsbilties for individuals & future readiness for Cipla). @® Guiding Principles of Cipla University The key guiding principles of Cipla University are: * Alignment: The key capabilities focused on by Cipla University ond the learning agenda across different businesses are aligned with business strategies & priorities. * Leadership Involvement: All offerings of Cipla University are sponsored, mentored and supported by leaders across Cipla. The governance of learning is a joint activity co-owned by business and HR functions * OneCipla: Cipla University aims to drive and further the spirit of OneCipla by ensuring uniformity in the focus on capability building & process standardization across locations and functions, * Creating a Learning Experience: One key driver of modern workplace learning and adult learning is that learning is an experience, not just an event. Considering the same, all offerings ‘of Cipla University aim at creating a continuous learning experience for learners. * Effectiveness: To further the principle of alignment, it is key to ensure that all interventions offered under the aegis of Cipla University are aimed at creating impact in business. Business impact needs fo be identified correctly and reported on a regular basis to understand and upgrade Cipla University offerings. University Cipla 4Cipla University’s Learning Framework - 70:20:10 Cipla * On-the-job and Self Learning (70%) - Learning on-the-job and off-the-job; leverage online platforms * Social Learning (20%) - Learning through networking and social interactions; leverage digital platforms * Trainings (10%) - Class room sessions, On-demand e-learning courses TTo bring the learning framework alive and for learning to be effective, while CU will provide best-in-class training & provide continuous learning, managers need to faciltale & enable learning of their teams and associates need to own their learning.Cipla Focus areas of Cipla University CU focuses on building both individual capabilities as well as organisational capacity based ‘on current demands and requirements as well as future needs driven by strategic aspirations, the external landscape and growth trends. It focuses on building two capabilities across two distinct areas: © Domain specific technical & functional capabilities across the business value chain through its various Functional Academies * Leadership & Managerial capabilities across associates’ life cycle through its Leadership Academy University Cipla <Cipla Overview of Academies Academies are arms of Cipla University that act as execution centres and enable in bringing the ‘aspirations of Cipla University alive. All Academies are sub-entities of Cipla University and will run in a OneCipla manner in line with the guidelines and processes set by CU Purpose of Academies © Understanding and building distinctive capabilities required in the respective domain to achieve short-term and long-term strategic objectives as well as to make the organization future-ready * Enabling associates to develop capabilities to be successful in their current roles while preparing them for the next step * Developing a culture of continuous learning Some important points for academies to note: © Each Academy should have a robust charter that is approved by Cipla University * All Academies should cater to the global audience * All Academies should adhere to the processes laid down by Cipla University Academy Charter To ensure effective and efficient functioning of an Academy and deliver impact, it is essential that there is a robust charter as per the specified framework. Presence of a comprehensive charter is @ prerequisite for an Academy to go live. The same needs to be reviewed periodically (once a year) and updated as needed. Charter Elements Foundational elements Vision * Defining the purpose of the academy and what it intends to achieve * Defining the current and future capabilities to be focused on Structure *© Defining a structure to leverage domain expertise and learning excellence so that the ‘academy can achieve its objectives © The academy should be led and managed by suitably skilled and senior functional experts who can run the learning agenda in an effective and seamless manner for the global ‘organization Cipla 4q UniversityCipla Governance Learning governance is defined as ‘the formal framework for managing decisions about learning ‘and talent development’. In Cipla’s context, itis * A platform of leaders and experts to ensure that the capability building agenda focuses on the right things and delivers on what it is supposed to deliver Operational elements Target Audience © Defining the customers of the academy Curriculum * Detailing the interventions to be offered, along with their structures and sequence * Aligning the key learning interventions in a curriculum, to ensure spaced and continuous learning © Defining a blended approach Delivery Model * Ensuring delivery for application * Defining who, what and how will delivery happen Certification & Business Impact Measurement © Process for certifying learners and linking certifications to progress and growth * Defining a balance between internal & external certifications © Defining business impact & effectiveness parameters Partnerships & Alliances © Defining partnerships within and outside the organization * Partnering with institutions that provide best-in-class content aligned to the functional requirements Points to Note © The charter is a guiding document for academies and should be kept up to date * The Foundational Elements namely Vision, Structure and Governance are updated in ‘accordance with changing business requirements. These elements need to be reviewed once @ year, * The Operational Elements namely Target Audience, Curriculum, Delivery Model, Certification ‘and Business Impact Measurement and Partnerships and Alliances are updated on an ‘on-going basis, These elements need to be updated at least once a year, University Cipla qCipla Functional Academies Functional Academies will be formed in domains that hold high strategic importance for the ‘organization and have a big enough employee base. Basis the same, the folowing academies have been planned: * IPD Academy © Manufacturing Academy * Quality Academy * Sales & Marketing Academy * Finance Academy © Supply Chain Academy © HR Academy © IT Academy For domains beyond the ones stated above, curricula can be planned as a part of one of these ‘academies (safety curriculum under Manufacturing Academy) or independently (curriculum for the legal team) as well University Cipla 4Cipla Leadership Academy: The Leadership Academy Landscape is a comprehensive plan of the academy's proposed offerings up fo FYI9. The Roadmap is designed on Cipla University’s learning framework based on the 70-20-10 mode! of Learning. The curriculum employs a spectrum of learning deployment methodologies. Flagship Programs: The first part of the offerings is based on an associate's journey within Cipla AS the associate transitions to newer and larger responsibilities, the offerings aim to support and enable him/her to be successful in this transition. All offerings are based on the Cipla Leadership Essentials Differentiated Development track: This program offers a specialized development track for High Potential associates identified and assessed through Talent Management initiatives. Core Curriculum: The bottom part of the design focuses on the ‘Core Curriculum’ which cuts actoss all levels within the organization and aims at meeting the fundamental learning needs of all associates. The Roadmap aims at developing leaders across levels. It provides a structured learning journey for associates to Learn, Excel and Grow throughout their career with CiplaCipla The roadmap aims at developing leader across levels. It will be the structured learning journey for colleagues to Learn, Excel and Grow throughout their career with Cipla. Hahn gm wes | Cs pepo as =. erential development rack fr New Joiner Asiniation eee Perr} Coen! Cee Eee GSelc Leadership treet | Acedemy Each offering of an academy can be described as a “Curriculum”. As part of a curriculum, multiple learning activities such as classroom trainings, on-the-job trainings, online learning, reading, action learning projects etc. can be included Cipla oe taet qCipla © Learning Governance at Cipla University Learning governance is defined as ‘the formal framework for managing decisions about learning and talent development’ Learning Governance at Cipla University is a two-tiered process as mentioned below * Cipla University Council: The Cipla University Council is the apex governing body to ensure alignment of Cipla University’s agenda with the strategic priorities of the organization. The CU Council is composed of the MC members, along with the CTO and the Head - Learning and Development * Academy Council: The Academy Council governs the operations of the respective academy ‘and ensures it delivers in line with guidelines set by the CU Council and business requirements Cipla University Councill Cipla University Council is the top governing body of learning and plays a key role in driving a culture of learning at Cipla Objectives * Sets the broad agenda for Cipla University in line with strategic priorities * Reviews operations of academies and facilitates support wherever needed * Review and approve resource requirements for different academies within Cipla University * Acts as the key learning sponsor and champions the cause of learning across the organization Composition and Responsibilities * Chairperson - MD and Global CEO ‘* Members - Management Council Members, Select business Leaders (on a rotational basis) * CTO & Head - L&D © External Expert Operational Details * Meeting once in six months (hall-yearly dashboard to be circulated by Head L&D) University Cipla 4Cipla Academy Council An Academy Council is a representative body of members (internal and external) for the concerned domain along with the HR team, This will support in building capabilities in tine with the business needs and ensuring joint ownership of the same. Objectives * Ensuring that identified capabilities are aligned with the overall business objectives * Provide support in implementation of learning calendar; act as sponsors and ambassadors * Reviewing interventions and their impact on business at a regular frequency Composition and Responsibilities © Chairperson: Respective functional leader * Members : Academy Mentor, L&D Head, Academy Lead of the respective academy, Functional HR Head, Functional Leaders (2 - 3 leaders as identified by the Chairperson) © External Expert in respective domain Operational Details * Council to meet once a quarter (quarterly dashboard to be circulated by the respective academy lead) University Cipla 4Cipla Responsibility Matrix for Academy Council Cone ‘Charrperson . Poe Ensure identification of the right members for the council Lead the council in giving inputs and signing off on a busness-aligned learning agenda Share expectations from CU Counc Highlight academy's achievements / challenges to CU Council Sanction and resource requirements ~ manpower, budget et. ‘Academy Mentor . Ensure strategic alignment of academy objectives with business plans Review implementation of capabilty development plans Review business impact of interventions. ‘Academy Lead . Identify key copabilties in Ine with business plans in parinership with central L@D team Drive design and delivery of interventions in collaboration with inlernal/ external poriners Ensure implementation of interventions through their team Publish results within the function to highlight impact of interventions. HR Business Partner . Ensure alignment of curriculum objectives wih overall talent management agenda Share inputs fo the design of curricula Support academy lead in socializing plans and results within the function L&D Representative * Provide expertise on the learning frameworks and instructional design 10 ensure intervention is aligned with business needs Share inputs to the design of curricula Review interventions and ensure design and delvery for application Functional Leader * ‘Share domain experlse fo ensure content quality Review interventions to ensure relevance for target groups within the function/ sub-function External Representative | + Enhance quality of interventions by bringing an ovtsider’s perspective Share best practices followed in other companies/ industries to enhance business Impact of interventions ae Academy | chlo University Idenlfcation of business requirements Preparation and implementation | Approval Review Learning plan preparation Preparation and implementation | Review ‘Approval Budgeting Preparation and implementation | Review ‘Approval Program design Preparation and implementation | Review Review Program evaluation Preparation and implementation | Review Review Cipla 4qCipla Branding Guidelines Purpose of having and following branding guidelines: To have standardized and consistent communication formats To create strong brand recall To ensure clear communication to participants Branding Guidelines Brand Identity: The logo consists of 3 elements CU (Cipla + You), Cipla & University and the tag line : Learn ~ Excel - Grow All the 3 elements should always be together Brand Elements: Use only approved unaltered version of the logo Do not tamper with the logo as it symbolizes the mission of Cipla University Logo background should be white in color Text Fonts (Typography) on the slide- Recommended fonts are Hurme Geometric Sans (for all printed communication) and Century Gothic (for all digital communication) Increase or decrease the logo size by dragging proportionately from any of the 4 corners. Placement: Preferred placement for Cipla University logo will be bottom center or bottom left in all the documents used for training programs Cipla Cipla Qe GQ ciple For Co-branding with external agencies or internal programs, Cipla University logo to be placed at bottom left The size of the CU logo and the partner logo(s) should be the same while co-branding Cipla 4 lversityCipla ‘Common Violations: Do not stretch logo to incorrect proportions Do not Use the logo with a gradation of tone (shacows/shades) Do not separate visual image of CU logo or any elements Do not use logo with an outline/border Do not change the White background of logo Cipla Q Cipla G |G Cipla |G ,Cipla x x x Branding for Learning Interventions: © The Cipla University logo should be used only for learning interventions * All learning interventions designed by internal faciltators/external agencies need to have Cipla University logo for branding * Every training program must have Cipla University Standee with its description, Notepad and ‘OneCipia Pen * Second slide of every presentation to have Cipla University logo & its description * Any learning intervention needs to begin with a welcome address describing Cipla University’s concept and its vision * The Cover page of Manuals (reverse side) should have the Cipla University logo and its description TAl size Nofebook centre pinned with 50 pages of 100 GSM for more than 3 days Training program AS size Diary wilh 100 pages for Premium projecls [AS size Vro bindng Notepad wih 50 normal pages for Regulor Training [AS size Notepad with 300 GSM handmade cover wih 50 100 GSM ages for Top management programs [AS/AG size Tearoff Notepad with 30 pages for | day Training program| [ASIA size Hard cover bound Notepad wih 50 pages 300 GSM Alabaster paper (Premium) <4Cipla Artwork to be maintained as shown in image ‘OneCipla watermark on every page of notepad/book in center Co-branding can be done placing thitd party logo to the right bottom corner and logo should be 1 cm smaller than Cipla University logo * Pens should be with OneCipla logo ranging from INR 5 to INR 500 depending on the Learning Intervention Bou koe fees Give Away Manuals, Tent card, Table no, Badges, Name tag Standees, Backcrops, Banners Pen box, Tshirts Posters, Danglers, Streamers Newsletters, E-magazine Table Reminders Notepads, Pens Signage Boards, Videos ‘Awards ‘Apparels, Scorecards Registration Desk Mugs Branding Guidelines for External Communication External communication is important to enhance the brand of Cipla University in the outside world. This may include various aspects as listed below - * Award Applications © Case studies / atticles on learning interventions © Interviews to media © Presentations in external forums This wil be @ planned activity that the central team will take up in @ structured manner. Any academy planning to initiate in any external activity should do so with the approval of the Head - Learning & Development Cipla University qSection B: PROCESSESSection B: Processes © Objective and Scope Objective: The objective of this process manual is to bring standardization in the way learning is offered and managed across the organization by ensuring adherence to the processes and guidelines established in this document This manual also serves as a reference for all learning and development audits. Scope: This process manual covers all learning related activities for all associates within Cipla. For whom: The document is fo be used by L&D (including functional academy teams) and HR feam members to identify, design, manage, implement and report learning interventions Cipla University’s Process Mapping Process Elements | Processes Guiding Principles 1) Planning 1) Budget OneCipla 2) Learning Needs Identification Alignment 3) Calendar Creation ‘Alignment Il) Design 1) Program Requisition Create learning experience, effectiveness 2) Program Design Create learning experience Mi) Program Implementation | 1) Nomination Management & OneCipla Invitations 2) Pre-program process Create learning experience 3) Venue & Logistics Management | OneCipla 4) Internal Facilitator Development & | Leadership involvement, One Management Cipla, Effectiveness 5) External Facilitator Management | One Cipla, Effectiveness 6) Payment & Contract Management | OneCipla, Effectiveness 7) Program Evaluation Create learning experience 8) Post Program process Effectiveness IV) Reporting 1) Reports, ‘OneCipla, Effectiveness 2) Case Studies Effectiveness Y) External Program) 1) Nomination Process & Reporting | OneCipla Management | 2) External Nomination Process & Reporting Cipla Univerne Failing to plan is planning to fail a - Alan Lakein|. PlanningCipla @ I. PLANNING 1) Budget Creation and Tracking 2) Learning Needs Identification 3) Calendar Creation University Cipla 4Cipla 1. Budget Creation and Tracking 11 Process Purpose To strengthen L&D planning and operational efficiency by ensuring optimal availability of budget and its effective spend while tracking it effectively 12 Process Goals Create the budget as per process within specified timelines Less than 10% deviation between planned vs actual Adherence fo the budget Adherence fo the guidelines Regular tracking of the budget 13 Critical Success Factors * Adherence to timelines for budget creation and approvals © Rigor of tracking and reporting * Effective deviation management * Creation of capability building plan for the year * Robustness of the plan and the ability to justify the same 14 Process Owner Head - Learning and Development 15 Additional Information * Functional capablity building budgets to be borne by the functions through functional academies or howsoever otherwise budgeted by them * Budget for team offsite to be borne by the respective functions * Funding for higher education in special cases fo be recommended and budgeted by the function * Budget guidelines to be created based on: central initiatives to be rolled out, coverage targets for specific interventions, budgeted interventions, maintenance and introduction of new technology platforms, broad guidelines for budgeting any local intervention 16 Sub processes Creation and Seed See) Cee Cereury eed Prccuued eu ero ee Cer y peers rue eae17 Detailed Process Flow Feb of current FY Mor of current April o current FY Cipla Process Owner MEL&D COF/Academy Lead MMELAD SPOC (Business LAD /HRBP/Locational ‘Academy Leads) mmLAD Head lmmL&D Ops Cenfral team (L&D Head, Leadership Academy Head, and Functional Academy Manager) creates a set of guidelines for budget crection - + Central team communicates the main guidelines and the local intervention guidelines to business and unit L@D SPOCS. _ + Conduct a clarification discussion with the entire team within 3 days of communicating 12 guidelines to s the guidelines to the SPOC: = + Location SPOCS to make budget assessment basis the guidelines and the same fo be validated by business HR Head/Lead - Functional Academy = + ‘Submit dratt to the central team within 7 days (under normal circumstances, subject to change) to the central budge! SPOC gay + Central SPOC does a fist level check -> corrections if not adhering to guidelines -> close within 2 days = 1 Submits to L&D Head ~ consolidated budget Z + L&D Head approves -> submits lo the HR/L&D SPOC. - + Communicate back to the stakeholders as final budget allocation - + Track budget every month Management of deviations = + Send a planned vs actual report by the second of every month -22 23 24 25 26 Cipla Learning Needs Identification Process Purpose Ensuring alignment between business requirements and learning needs * Defining standards for collecting learning needs * The learning needs serve as input for the annval Learning Plan and the Learning Calendar Process Goals * Achieving standard timelines across the organization for collecting learning needs * Prioritizing key learning needs to be worked on during the next FY Critical Success Factors * Timely identification of business requirements * Sponsorship of governing bodies Process Owner Head - Learning and Development Additional Information * The output of the process is the creation of a learning calendar and a learning plan * The Learning Plan is a strategic document which outlines the broad timelines for interventions along with key areas of focus from a learning point of view Sub Processes Creer ie nr t Dene) Ce eed Comune Perce hora next FY iors) PratCipla 27 Detailed Process Flow Process Owner: MELAD COE/Academy Leod MMELAD SPOC (Business L&D /HRBP/Locational ‘Academy Leads ) mad Head EmELAD Ops February of ‘current FY March of ‘current FY March of ‘current FY April of next FY Y Cipla q28 — Annexures Cipla EO ae S.No What is the expected | To achieve the business outcome, what are How will you know the business outcome? people in different roles expected to do | outcome has been achieved? Also, kindly outine the differently/better? challenges being faced | Highight areas of technical knowledge, technical by the function to. skill, specific behaviours and specie achieve the outcome | managerial actions (as epplicable) for each role Describe the business [Role | What do people | What do theyneed | Who/ what | What are the ulcome along with need to do todobetter? | will confirm | criteria possible metrics to differently? (do more off | the changes? | for success? assess performance (tart doing/ 20 less of) (in terms of stop doing) performance measures, not capabilty measures) ee D1: Define the Business Outcome Criterion Status The Overall Program ne proposed traning and development addresses a performance issve related fo lack of knowledge or sl Non-training solutions have been explored or tried and rejected Environmental factors that wil affect successful implementation (such as accountabiity, consequences, coaching elc) have been identified ond discussed Each Program Objective Is clearly linked to a high-priority, high-valve business need or opportunity States the actual performances that wil be achieved (as opposed fo knowledge, abilty, or capably) Species to what extent this performance standard wil be met and by when Uses business terms, concepts, and language Clearly indicates how success could be measured CiplaCipla @ 3 Calendar Creation 3.1 Process Purpose To have a clearly defined learning agenda for the year in alignment with the business agenda for the function/unit 3.2 Process Goals * Create a learning agenda with specified timelines © Less than 25% deviation between plan vs actual in number of programs * Adherence to the plan © Regular tracking of the calendar 33° Critical Success Factors © Effective training needs identification * Effective deviation management © Adherence to timelines for calendar creation and approvals 3.4 Process Owner Head - Learning and Development 3.5 Additional Information © Calendar for a unit to be published by the unit SPOC locally * Global calendar to be maintained by L&D CoE * Calendar fo include: central initiatives to be rolled out, coverage targets for specific inferventions, budgeted interventions and method of delivery © Calendar to also include: planned Off-sites 3.6 Sub processes Peed eg See ro emg CE cac Ce od the year Creed ri Tracking and Poca rue University Cipla 4Cipla 37 Detailed Process Flow Process Owner MELAD COE/Academy Lead MELAD SPOC (Business LAD /HRBP/Locatonal Academy Leads ) MELD Head lmLEO Ops JaniFeb March Cipla 4Design thinking is neither art nor science nor religion. It is the capacity, ultimately, for integrative thinking. - Tim BrownIl. DesignCipla |. DESIGN 1) Program Requisition 2) Program Design University Cipla 4Cipla Program Requi: Process Purpose Ensure that learning needs are addressed in a timely and effective manner 1.2 Process Goals * Ensure that requisitions reflect true learning needs * Establish the business context for the program along with deliverables expected * Ensure quality of the design by provisioning requisite time 13. Critical Success Factors * Completeness of the requisition template * Thorough understanding of the template by the associate requisitioning the program 14 Process Owner Head - Learning and Development 1s * Program requisition to be sent by the program initiator - HRBP, other COE leads or line managers to the respective functional academy or to the leadership academy * These are business-specific needs which are over and above the interventions run centrally by academies 16 Sub Processes ou Dg a Cg Cea Cece) Ee deliverables eeu Cipla 4Cipla 17 Detailed Process Flow proces OMneE MIL8D COE/Academy Lead MMILAD SPOC (Business LAD /HRBP/Locational Academy Leads ) &D Head ELLAD Ops Month ‘Submit program requisition as per the template -a minimum of 2) 60 days before the desired launch date = + The Academy Lead/ CoE member checks and seeks clarifications within 2 working days = + Decide if its @ learning need Y N Can this be addressed through Discuss alternatives/solutions with self-learning? relevant stakeholders _ ———, Is there an existing Refer them to intervention that can relevant tools adress the: mm eauirement? ts Share program details ‘and concur on taking that ahead To cover approach - ILT or otherwise, internal or external expert, time needed for design and launch Discuss approach on how the need wil be addressed - = + ‘Sign off by both parties and Week kick start design process ~ (2) within 10 working days post receipt of requstion University Cipla 418 Annexure Cipla Gee cee S.No.| Basie Information What is the expected business outcome? ‘Outline the challenges being faced by the function to achieve the outcome To achieve the business outcome, what are peopl Highlight areas of technical knowledge, technical skils, specific behaviours and specific managerial actions (as applicable) ifferent roles expected to do differently/better? for each role Function | Name of | Date of Requester | Requistion (adymyyv Describe the business ‘outcome along with ‘metrics to assess ‘performance Role |What should they |What should they start doing/ stop doing/ do more of? do less off22 23 24 25 26 Sy Peau Se ean Ca) Cee eid eau’ Cipla Program Design Process Purpose To have a standardised approach of designing learning interventions for the global organisation to ensure consistency and effectiveness leading to learning transfer and business impact Process Goals * Provide a framework to ensure a standardised & effective way of designing learning * Ensure that the design process facilitates program implementation & effectiveness Critical Success Factors * Relevance of training needs identified * Capability of design team (relevant content creation using suitable methodology) * Business inputs for content creation and validation * Availability of right resources and budget ® Identification of learning effectiveness metrics Process Owner Head - Learning and Development * Refer fo Cipla University guiding principles * 6D Framework (ilustrated below) 2) 2) Bk Sub Processes De ea acd Dae ee et er) Dee Cu mcd CIC us cuca cg ee Re eeu cated ed Cipla 4Cipla 27 Detailed Process Flow Process Owner. MMELED COE/Academy Lead MEILED SPOC (Business L&D PHREP/Locational Academy Leads ) lEL@D Head L&D Ops Month (2) Pick up needs in ine with design schedule (min 2 months prior to launch date) + Program design fo be done internally or externally? Internally Externally Review business & learning outcomes <— Process = + + ee ee Ih addition, follow internal program _ design process + Create Planning Wheel fo define learning objectives ond learning effectiveness parameters, ‘and business impact + Define learning journey - identify elements for preperation, implementation anc ‘application for the learner + Finalize content for each stage of learning journey (min 3 weeks prior to launch) + Select mode of delivery for each stage in learning journey + Ensure fo inckide practice elements in the content + Define elements for post-program performance support + Week (3) Design sign-off by the sponsor + Define content review frequency + Make conten! ready for launch with required collaterals, femplates for invitation, progress reporting and checklists Cipla University Refer lo External Faciltator Management28 Annexure Cipla Design Checklists covering the entire process from program design to delivery elements, driving learning transfer and deploying performance support Eeaon Prepar Element Criterion Status Selection The selection] enrolment process makes sure the "VGH people are on the Bust = meaning those with appropriate job experience and responsibilities to benefit from the program Tavtahon The invilation is clear and compeling It explans the rationale of he program, summarizes ils content, and sets expectations for its subsequent use. Ideally, the invitation comes from an influential and committed sponsor Preparation (earficpants) There is meaningful preparatory work - reading, exercises, simulations, performance feedback, etc. ~ that will helo maximse the time spent in the learning program itselt Presaraon Gartcipans with menagers) ‘A pre-oragram meeting wilh The parlicpanfs manager is rangly encouraged, Guidelines and worksheets for the meeting are provided, Preparation (managers) Managers are provided with an overview of the program, 1s abjeclives, ond the business needs being addressed, os well as step-by-slep guidelines for futhillng their role in maximisng results, Lear Use of Learning Prepare Phase The preparatory work is used exlensively ih the program - so much so hah thase who did not complete it are at @ disadvantage Value Chain There is a clear understanding among the design team and facilfators of how leach component relates to the desired behaviours, capabilties, and expected busness outcomes. These links are made expliat fo the learners. Relevance Relevant examples, stories, simulations, discussions and so forth are included fo helo learners see how the material apples fo their jobs. Current practitioners cend/or prior graduates are used to help underscore its uiity Prachee The agenda provides adequate lime for leorners fo praclice the desired skils of behaviours with supervision and feedback Process Check End-of-course evaluations Include assessment of whether learners perceved the uiilty and relevance of the program and feel prepared to use it to ‘advantage in their work Transfer Performance Suppor! Resources ore commified fo ensuring that learners can get help In applying new skils and knowledge. The design includes the production of job ads or ‘other materials and systems to support on-the-job application Manager Invalvement Participants and managers meet folowing the course. Guidelines are provided for that meeting On-going manager involvement is faciitated ‘Recountabily Processes are in place fo periodically remind parlicipants of ther abligahions hold them accountable for progress, and recognize superior effort and accomplishment Process Management There are process and systems ih place fo allow learning professionals fo monitor, supporl, and manage the learning transfer process ‘Achieve Recognition “Significant improvernenls and accomplishments are recognized in 6 meanngial way Tavessment "An Ghd PORT H Getned weeks OF months affer The insTrucTOn. There & a BIA In place to assess achievements and participants are aware of this plan Cipla UniversityCipla D3 : Deliver for Application Element Criterion Status Motivate: Program descriptions, materials, and insirucion answer the WIIFM queslion for participants Relate The Inks belween the program content and current business needs and job responsbilties are clearly stated and reterated for each major exercise or topic ‘Connect Parlicpanis are encouraged to connect new learning 10 past experience fo enhance: retention and opplicabilty Demonstrate | Relevant examples of successful application are used throughout fo show what good Teoks tke ‘Share ‘Adul learning principles are honoured by encouraging sharing of best practices and learners! experiences Praciice The design includes sufficient time for prachee with feedback ‘Support "Job aids’ are provided to support transfer and ondhe-job application Monitor Parlicpanis! perceptions of Ihe programs relevance and ulilly are solcied, Wacked and acted upen Review Ullily scores and parlicpanis’ goals for application ore cnalyzed fo make cerlain they reflect the program's objectives ‘Self-Assessment of Transfer Climate Factor Description Rating Perceived Utility Parficpants returning to work believe that they wil be able fo uflze their new skils and knowledge ond thal they wil perform more effectively when they do. Expectations) Rewords Individuals have opportunilies to apply their new skils and knowledge on the job They ‘re provided with the resources they need to do so, Feedback) Coaching Parlicpants beleve That they are expected fo use ther new skls ond knowledge and thot they will receive postive recognition for doing so. They alo expect negative consequences of not using what they learned. The organization links development, Performance, and recognition, tracks progress and rewards improved performance Managerial engagement Parficpants receive constructive input, assstance, coaching from managers, Coleagues, and others when they attempt to use wnat they have learned Work Group Impact Managers actively support the use of new skle and knowledge, They ascuse performance expectations both before and affer training, help identify opportunities to apply new skils, set relevant goals, provide feedback and help work through cifficuties Work Group Impact Parlicpanis) co-workers encourage them fo apply new skils ond knowledge They splay patience wilh the dificulies of mastering new approaches, They are willing 0 accept new approaches and do nol force conformity to exssting norms Personal Experience Tndivduals experience poslive ovicomes from using whol they have learned for example: improved productivity, increased job satisfaction: addtional respect; recognition, advancement or reward CiplaCipla (D4 : Drive Learning Transfer Element Criterion Status Goals Parlicpanis sel, or are provided with, strong sivelch gools thal requre learning transfer ancl application to achieve Reminders Learning is Kept top-of-mind through periodic reminders about the program's content, the partican's personal goals and objectives, and the need to continue to practice new knowledge and skis Reminders Managers are reminded of the programs objeciives and are informed of their drect reporls’ personal goals for application ‘Accountabilty for Participants Leamer? objeciives and progress are made public - at lease fo ther cohort lof learners and their managers - simlar to business goals and progress There is a mechanism and pre-determined reporting schedule fo underscore the need for action and refleclion that includes a defined endpoint and method fo assess achievement Recognition “Appropriate recognllion is provided for those who make great progress Gnd for complete the objectives ed D5: Deploy Performance Support Element Criterion Status Content Course materials ore organized ond indexed In @ way that makes them Useful for later reference as well as for useful for later reference as well as for instruction Content Learners are provided with job aids, on-ine materials reference works, and s0 forth fo reinforce course principles and suppor! application during the transfer period Collaboration Conlinuing peer fo peer learning and sharing afer the formal Insiruction | Period is encouraged and faciltated ‘Coaching Leamers are provided easy and efficient ways to engage their managers, subject matter experts, i application process ructors, or other advisors during the fronsfer and ‘Supervisor Support Managers are encouraged to provide coaching and are provided wih relevant background materials and easy-to-use coaching guides to maximize their probability of success Senior Management Supper! Senior management acknowledges the criicalty of managerial support by recognizing and rewarding managers who do « superior job of developing thew drect reportsImplementation is the sincerest form of flattery - L Peter DeutschIll. Program ImplementationCipla PROGRAM IMPLEMENTATION 1) Nomination Management & Invit 2) Pre-Program process 3) Venue & Logi ics Management 4) Internal Facilitator Development & Management 5) External Facilitator Management 6) Payment & Contract Management 7) Program Evaluation 8) Post-Program process12 3 4 15 16 Cipla Nomination Management and Invitations Process Purpose Collect nominations, select participants and send invitations for programs with the objective of ensuring the correct batch size with the right participants attending the session with the required amount of preparation and motivation. This is to maximise the effectiveness and efficiency of the program Process Goals * Plan activities to ensure invitation to participants reaches on time which can minimise drop outs and achieve the intended participation * Prepare and on-board the participants on expectations from the program to create motivation to attend the program * Understand the batch profile to help the facilitator prepare accordingly and deliver more effectively * Adhere to the design guidelines sal Success Factors * The design should be effective to ensure the right set of participants are targeted for the program * Selection of the right nomination process depending upon the nature of the program * Adherence to timelines * Smooth execution of parallel activities related to logistics (venue selection, etc) Process Owner Head - Learning and Development Additional Information Types of Nomination: * Self-Nomination * Nomination by Manager * Participation by invitation Standardised templates for invitation to be used Sub Processes er) orcad Cera Doc Pee cued iit eae Cipla 4Cipla WwW Detailed Process Flow Process Owner MMIL&D COE/Academy Lead MILD SPOC (Business LAD JHRBP/Locotional ‘Academy Leads ) MEL&D Heod L&D Ops ‘Check calendar / learning plan to see which programs require nominations - every month = + ‘Seek nominations - circulate communication as per the standard template for seeking nominations from - ?) Participants a) Managers (as per program design) + It Nominations > 75% of batch size ren Week (-5) Week (-4) Week (3) Week (-2) Week (1) Validation of nominations to be done, ‘as and when recened + Close nominations and finalize list post validation + Decide on the stokeholder to send the Invilaton (As per program design) [ Send invitation to ail participants as per the Send reminder within 2 doys + Do root cause analysis. Seek nominations for 2 more days = + It nominations sil ess than 20%-30% of batch size, fake inputs from ‘Academy Lead / HR = + In case of cancellation, communication to be sent fo all nominees standard template, keeping their respective Managers and HRBP in CC. Send calendar invite seeking confrmation = No.of confirma hans >= minimum batch size Y N Prepare batch profile and send fo the faciltator os per the design document + Send reminder mall fo all perticipants 2s hrs ~ £8 brs before the session ipla lversity Do root cause analysts, tooke input from Academy / HR Head + In case of cancellation, communication to be sent fo all nominations <Cipla 18 Annexure errs22 23 24 25 26 Cipla Pre - Program Process Management Process Purpose Prepare the participants adequately before the program and equip them with the required knowledge by providing them with the necessary information, reading material, teasers, etc. to accelerate learning and increase the impact of the session. Process Goals * Roll out the prescribed preparatory work as defined in the program design * Assess readiness levels of the participants as per the program design * Ensure participation in the pre-work * Adhere to the program design Critical Success Factors * Effective tracking of the pre-work completion status * Participation in the pre-work * Adherence to timelines Process Owner Head - Learning and Development Additional Information Sub processes COT Bree Lt) ears query resolution Cate nome cu) Cipla 427 Week (-2) Week (1) Process Flow Cipla Process Gwner MMIL&D COE/Academy Lead MILAD SPOC (Business LAD {HRBP/Locational ‘Academy Leads ) MBL&D Heod LIMBLAD Ops31 32 33 34 35 36 Cipla Venve and Logistics Management Process Purpose ‘Smooth execution of all L&D interventions to set-up OneCipla experience across locations Process Goals Define standard practices for venue & logistics management for all learning interventions offered by Cipla University Critical Success Factors * Adherence to specified timeline for requisitions (venue, materials, etc) ‘* Comprehensiveness of checklist for venue & material arrangements Process Owner Head - Learning and Development Additional Information Sub processes Ne piconie Nec Pay era Sie University Cipla 437 Process Flow Venue & Logistics management Week (-3) or Month (-3) Venve ————— CCheck the availobiity Check the availabilty of hotel with Internal of venue with MICE Team as Internal/lecal Admin specified by program Team ‘owner/program design — + + Keep 2-3 venues fon hold feniatvely til the venue 's fnalzed — + Finalize the venue cond communicate to requisitioner Venve Recce by the coordnalor + Finalzation of Venue with approval from cost centre owner least 10 days prior to the workshop y — Cipla lversity Cipla Process Owner MELAD COF/Academy Lead MMELAD SPOC (Business LAD /HRBP/Locational ‘Academy Leads ) mma Hoos mala Ops Venve Requisition minimum 20 days prior fo the workshop, 90 days in case of large group interventions 7 Logistics Internal External Material Ist to be shored with Purchase team for getting the material from registered vendor Who has rate Contract with Cipla + Roise Purchase requisition through SAP with rate received from the Purchase team + Purchase order is raised by purchase team once material 's ready for delivery ‘Approach external vendor in case requred material is not available with vendors registered with Cipla — + Payment fo be done through invoicing — + If vendor is new, we need fo process documents for Vendor creation post ‘which payment can be settled ps tt Material delvery at venue prior fo workshop + Hygiene check of venve and material with the helo of complete checklist and flow — + Materiel arrangement at venue on the program date — 4Cipla @ 4 Internal Facilitator Development and Management 41 Process Purpose Leverage internal Subject Matter Experts (SMEs) in delivering the learning agenda by articulating and adhering to the standard process of selecting, developing & recognising internal facilitators 42 Process Goals * Identify the right SMEs * Building capabilties of SMEs for effectiveness as facilitators 43 Critical Success Factors * Right identification of SMEs * Time commitment from SMES * Capability building for facilitation skills 4.4 Process Owner Head - Learning and Development Pre-requisites to becoming a facilitator Content TTT (Certification) not required for SMEs who design content Exceptions for Facilitation TTT to be approved by L&D Head and/or Academy Lead 46 Sub processes Remy facilitator CO] Cree rd University Cipla 4AT Start of current FY Week (-4) Week (-2) Week () Cipla Detailed Process Flow Process Owner: MMIL&D COE/Academy Lead MMIL&D SPOC (Business LAD THRBP/Locational Academy Leads ) lmmELAD Heod | mMILAD Ops 1) Identity interventions to be run internally I) Develop specification for facittators «3 per desgn principles r] + Seek nominations cs per criteria defined inthe design prinples - through function head, Line Menogers and HR/ academy teams a Check Factors certited fr both Faction & Content Y boon Conduct TTT on content orientation for Initial orientation with fociltators Sea iicieamaacs a the facitator a + + For continuous deployment of Conduct TTT on Fociltation sis Certified facltator, block time 30 days (the facitator has not been prior to the session = trough the some) a + + Ensure deployment of the Faciltator within ee 45 days of completion of the TTT gua + + Monitor participant feedback scores ‘Share feedback wih faciitators for sessions conducted by the faciltator + Recognize facitators basis number of hours completed: Recognize all faciltator (© with minmum session curation 22 hours, facilitator fulfilng addtional criteria to be awarded MiGu status gg Ir score > 43 Y LN Do rot cove ancl & rectly Facstctor carted forthe couse uy fo University Cipla <4Cipla 48 Annexures Internal Trainer Process Process Note-TTT-Dale Carnegie (Refer to attached folder)Cipla External Facilitator Management Process Purpose Select and deploy the best-in-class external facilitators for identified areas to deliver the capability building agenda of Cipla University. 5.2 Process Goals © Identify the best agency and experts to facilitate * Deploy the experts in the most effective and efficient manner 5.3. Critical Success Factors © Right identification of the agency and the venues basis predefined parameters * Content validation and sign off * Alignment to Cipla’s design process 5.4 Process Owner Head - Learning and Development 5.5 Additional Information 5.6 Sub processes ey See Lr Lr erg See Au Brees Corecess University Cipla 4Cipla 1d Process Flow Process Owner” MELD COE/Academy Lead MIELED SPOC (Business LAD HREP/Locational Academy Leads ) MEL&D Head L&D Ops 57 Detail ’) Identity interventions (in the beginning of the year) with external faciitator requirement + Roll out RFP. A minimum of three agencies to be evaluated. Search for agencies, give requirements and receive proposal + Conduct panel evaluation of the agencies. Panel fo consist of: L&D CoE, Subject Matter Expert (within HR or business) + Week (6) Week (5) Finalize agency post evaluation Enter an agreement 7 If facitator is new If program new Y " } Check forthe size of the progrom ‘Conduct mock Pres session/ evaation Tt Week through relevant For large batches For small batches, 4) means @ 2 batches), conduct mock conduct pilot session session ee Feedback score and Faciitator performance fo be assessed Faciitator to be decided on mock/ pilot session feedback + ‘Communicate session details to the agency as per the contract terms + Confirm the facittator + ‘Communicate the facilitator details to the concerned stakeholder two weeks prior to the session + Arrange travel and accommodation for the Facittator + ‘Toke participant ond facitator feedback at the end of the session. Share as part of MIS with the academy team + Iniate corrective action, if any, basis feedback Week (2) lversity Cipla <45.8 Annexure 1. General Information ee Cipla 11 Company Information ‘Company Name Address City 7 State: Pin Code. Website Address PAN Number (wih Circle / Ward) VAT Registration Number Year of Estabishment 2 Primary Contact Information Contact Name Designation / Position Fax Telephone (Landline and Mobile) E-mail Address 3 Secondary Contact Information Contact Name Designation / Position Fax Telephone (Landline and Mobile) Email Address 2. Customer Base 21 Please provide details of your key customers (Product/ Services - Customer Mapping) in FYI7 Key Customers Key Products Region / City olelafele]=Cipla Terms & Conditions Request for ee Important: Do not change the format of the worksheet Instructions Please read and acknowledge that you have read and agree to the stipulated Cipla Terms & Conditions in the space provided. Cipla Terms: 1. As Cipla does not wish to receive any confidential information from your company, we will nat accept any proposal with Confidential lelter/footer/neader. All Proposals submitted will be considered os Non-Confidential information for Cipla. Responding to this RFP does not imply that Cipla will be committed or obliged to do business with your company Agreement to follow on Cipla Standard Payment Term of 30 days from invoice date. ‘Acceptance to folow the mentioned payment schedule with out advance payments Cipla reserves the right, for any reason and at any time, to accept or reject any oF all ids submitted in response to this RFP. 6. Falure to comply with the procedures oulined herein and/or failure to meet deadline requirements may result in Point deduction/rejection of your proposal 7. The cost of providing a proposal to Cipla in response to this RFP is the sole responsibilty of the Supplier. This Inckides any travel expenditure undertaken by supplier during the period of the RFP. 8. Cipla reserves the right fo negotiate with any, all or none of the Suppliers or any other person, without limitation, In relation to the subject matter of this RFP. 9. Cipla reserves the right to cancel this RFP. 10. Cipla reserves the right to change the content of the RFP, including time frames and the scope of the requrement TL Cipla reserves the right fo extend deadines, or make exceptions fo the bidding rules as it sees fl 12 Suppliers shall accept the Cipla fnal decision fully 13. This REP and suppler's response to this RFP is Cipla Confidential. RFP response should ONLY be submitted to uthorized personnel as mentioned. Vs. Pricing should be strictly as per format shared, Any deviation wil lead to disqualification of bid Cea Quality Assurance Required Delivery / Payment Terms ‘Supplier should stricly abide by the delvery schedule as decided between the Supplier and Cipla acknowledge that | have read and agree to the terms and conditions provided above (choose from drop down): If not, please provide explanation below: University Cipla 4eee Understanding of Cipla Requirements Cipla ourpur (Nome/ overview of the solution offered) DESCRIPTION (Cf the offered solution) TIMING (from Action Memo to fle release) ‘OUTPUT EXAMPLES: (at other organizations) Cipla University61 62 63 64 65 66 Payment & Contract Management Process Purpose Cipla Proper documentation and discussion with vendor to support smooth and final execution of legal documents and payment settlement. Process Goals Rate negotiation by experts * Completion of legal formalities * Timely payment settlement sal Success Factors Negotiation by Procurement Team with final proposal Cost Approvals by signing authorities for the program Finalization and smooth execution of legal documents Vendor creation with proper documentation ee een Process Owner Head - Learning and Development Additional Information Sub Processes to Neemacy cad Dra ee) cca Ce Cees eur Cipla ee ea] CS a See67 Detailed Process Flow Cipla Process Owner: MMILAD COE/Academy Lead MILD SPOC (Busness LAD /HRBP/Locational ‘Academy Leads ) lmmL&D Heod HEL&D Ops New Project Initiation ——— Payment Management + Week) st propo fo be shred wh Reena Nrgotcon @eprord—y + Sloot rm HOD/Sgang tony eee eee Week (-5) a 1 heck wih SAP tam if Vendor Code i cece myst by prowang Vendor PAN Cord rer Va ed Vendor Vendor's "oversees is not created * ae cecled | “hopiem | Youer oot nested + + share it ot Obtain so documents ik and obtain ecco) an ated re wth « Finance team frowded nit provided hanenre® | a Week ( 2 ‘Share with SAP Besa | Faery | Cipla Contract Management + Iniote contract by sharing Internal Approval Sheet (IAS) with Legal team containing Vendor details + Service Agreement/Coniract/MoU to be iniited by preferably shoring standard format with vendor OR obtaining format from vendor a + Coordination with Legal SPOC for vetting agreement + Post fnaizaion of Agreemen! from Procurement and Legal team, share with Finance head for approval ay + Get franked document with legal stamp ‘ond intiols for nol signott {rom legol tec = + Obtain fral signot from HOD, HR Head, Finance Head (Initials on all pages and ful signature in space provided in agreement)Cipla 67 Detailed Process Flow Process Owner: MMIL&D COE/Academy Lead MELD SPOC (Business LAD /HRBP/Locational ‘Academy Leads ) MEL&D Head L&D Ops Post Vendor creation in system, infiate payment as per contract ¥ + ~ Full Payment Slob/Miestone-wise Objain Hard copy of invoice (3) as per payment terms from Vendor Invoong SAP System ¥ + : Create PR in system with correct Domestic Payment Intemational document type, material group, PGR and (io INR) Poyment vendor material number pas + + + Send vice nd ChEC Hany father Post creating ie a quotation supporting STE documents to racy rnd Purchase team to raise PO and SPOC to ‘accounts team for eee coordinate for GRN number. Post GRN, payment settlement 9 taxa PR is processed for payment setllement Ta settlement gay _| + First ime payment of Rs. 10/- to vendor. ost confirmation Take confirmation from Vendor on of payment receipt receipt ful payment from Vendor will be done by ‘accounts team - - Cipla 468 Annexure List of Documents Cipla ‘Annexure A- Document for Vendor based out of India Requisle Mandatory documents from vendor ©) Original Invoice ) Vendor Form duly filedin (Click on the link for Form) ©) GST cerlficate copy & SAC Code @) PAN Card copy ©) Cancelled cheque 1) Address Proof (Same address should be filed in Vendor Form & invoice) 9) SME Certiteate W) Cerlifeate of Incorporation Ist. No| Documents Soft/Hard copy | Responsibility 1 finvoee Orignal covy | COE 2 |[Docmentsyproots of Adational expenses Otainal copes | COE 3 |FORM 10F (Form Attached) Soft Copy COE 1 [Tax Residency cericate Soft copy coe 5_[PE Declaration Form orm Attached) coe ° | (Gimant annbssre (nce felnbursement Sof Covy cor [clause for additional expenses) 7 _|Remittance Information Sheet (Format Attached) Soft Copy Ops Support 8 | Form A2 duly filled for beneficiary details Soft Copy Ops Support 9 |Coverng eter from Chpa Benetcary fo submt the | Soft Copy ‘0s Support details - Format attached) Cipla University7m 72 73 Th 75 Cipla Program Evaluation Process Purpose Assess if the program and all its elements (content, design, facilitator, assignments, etc) meet the objective as per business requirement and communicate the same to the respective stakeholders for taking necessary actions. Process Goals * Assess the program and all its elements (content, design, facilitator, assignments, etc) * Take course corrective actions and make necessary improvements as highlighted post assessment * Analyse and document the results and generate reports * Communicate results to the concerned stakeholders Critical Success Factors Input data required - feedback scores, assessment results, etc Effective analysis of the data to generate insights Effective highlighting of analysis Incorporation of changes basis feedback Adherence to timelines as defined in the design principles Process Owner Head - Learning and Development Additional Information Based on the design of the program, following levels of evaluation, in line with Kirkpatrick model, need to be conducted: * Level |: Participant reaction - this is to be evaluated for all programs using the feedback form (see annexure) * Level 2: Learning- this is to be evaluated using pre-test/post-test format or only post- test format depending on the nature of the learning intervention. A decision on the assessment method and process is to be taken during the design phase. This is mandatory for technical/functional trainings. * Level 3: Learning transfer - this is to be evaluated using simulations, manager feedback, or through action learning projects. A decision on the assessment method and process is to be taken during the design phase . This is mandatory for both technical and behavioural interventions (that do not focus on mere awareness creation) * Level 4: Business Impact - The degree to which targeted outcomes occur because of the learning intervention - to be reported for all high impact interventions University Cipla <4Cipla 76 Sub processes cere eiremel reg Dec omeo Cee trad Contec eee ee Cy ier ero design Cipla 4Cipla 77 Detailed Process Flow Oe mMLAD COF/Academy Lead 4D SPOC (Business L&D /HRBP/Locational Academy Leads ) mmiLa0 Head a0 Ops University Cipla 4Cipla 78 Annexure Feedback Form Name and Date(s) of Workshop: Name of the Facilitator(s): Name of Participant & Employee Code: How would you rate the overall training? Very Bad Show! Bad Show! ‘So sol Goal Excellent! ** Please place a tick mark (- ) in the appropriate column fo indicate your choice “* ray A | SESSION FACILITATION 12/3 /4/5 ‘The Faciitator demonstrated knowledge of the subject matter. 7 [The Fosilfaior was able fo answer queslions and clear doubts effectively & [The Faciltaior was able To establish relevance of program content to my Job. 7% | The Facillator encouraged particpation and involvement. ‘SESSION CONTENT & DESIGN 1[2[3 [4/5 The session objectives were clearly defined and met The concepls discussed were made easy to understand The delivery method used in the workshop Kept the session inleraciive and inferesting: SESSION RELEVANCE 1/[2[3 [4/5 The session helped me enhance my knowledge and/or skills Tear apply the knowledge ond skils gained during the session fo the workplace: [oO Gou What paris/iopics of the session will you apply on the Job? 2 Whal were the moments/acivities in the session when you felt most engaged and / or least engaged? Most engaging Teast engaging University Cipla 4Cipla Post Program Evaluation eed Element Criterion Status ‘Agreement The way ih which the program will be evaluated has been discussed and cogreed upon with the program sponsors in advance Key indicators ‘A small number of the Key indicators thal the program Is expected fo impac! have bean identified and agreed to by both the sponsor and the L&D organization Leading Indicators The earliest Indicators thal the program is working have been idenlified ‘A plan isin place fo use these as in- during the roll-out recess checks to drive improvement Improvement The dala that wil be collecied expleilly seek out information that will help opportunities identity opportunities to improve subsequent programs Data sources The sources of the data that wil be used in the evaluation have been Identified; their availabilty has been confirmed Data collection ‘A plan isin place to gather needed data that are not already colected routinely ‘Comparators Consideration has been given fo how the effect of training willbe isolated from other causes ond wha! post-raining results vill he compared to Confounders The factors most Ikely to obscure/ invalidate the effects of the training have been considered There is a plan fo control them Review The evaluation part has been reviewed by someone skiled fo understand validity ond reliailty Presentation Plan How the data will be reported and presented has been considered Marketing The Key audiences for the resulis have been idenlified ond there is a communication plan for each University Cipla 4Cipla 8 Post-Program Process 81 Process Purpose Assess program effectiveness and reinforce the learnings from the session through practical application and tools such as tests, organisational impact projects, etc. 82 Process Goals * Measure the effectiveness of the program, session, facilitator, etc. * Reinforce the learning for the participants * Documentation of the results * Certification of the participants (if applicable) 83. Critical Success Factors * Performance support given to participants post program in line with the design principles, by the business, L&D team and facilitator * Facilitation provided by the business, L&D team and facilitator * Selection of the right assessment tool / assignment at the time of design * Adherence to timelines for completion of assessments to make the same relevant * Collection of participant feedback 84 Process Owner Head - Learning and Development 8.5 Additional Information 86 Sub processes CES Calicen Gh) oer eee eee) Oe ey ues Deen) Cee Coro ume Creed University Cipla <4Cipla 87 Detailed Process Flow Process Owner MELAD COF/Academy Leod MMELAD SPOC (Business LAD /HRBP/Locational ‘academy Leads ) SmLaD Heos HELAD Ops Refer to program design document for assigning past program process + Create the performance support plan as per the design document + Week (6) Roll out the some at the end of the workshop or as specited in the program design + Inform respective stokeholders lke participants, managers, etc for performance support + Offer performance support as mentioned in the design document + Track the progress on assignments through individual submissions and discussions with managers (via mal, cal, etc) + Collect the assignments as per the design + Assess as per the design (Internal / external) + Specified certifcation (if gpplicable) criteria met : : Next step of action to be inated as per design document = Week (5) Provide Certitcation -Cipla 88 Annexure Post Program Checklist Pees Dé: Document Results Element Criterion Status ‘Agreement The way ih which the program will be evaluated has been discussed and jogreed ypon with the program sponsors in advance Key indicators ‘A small number of the Key indicators thal the program expecied fo impacl have been identified and agreed to by both the sponsor and the L&D organization Leading indicators The earles! indicators thal the program Is working have been idenified ‘A plan isin place to use these as in-process checks to drive imerovernent uring the roll-out Improvement The data that wil be collected explicitly seek out Information that wil help ‘opportunities identity opportunities to improve subsequent programs Data sources The sources of the data thal wil be used in the evaluation have been identified their availabilty has been confirmed Data collection ‘A plan isin place to gather needed data that are not already colected routinely ‘Comparators Consideration has been given fo how the effect of iraining wil be isolaied from other causes ond wha! pos!-raining results vill he compared to ‘Confoundlers The factors most Ikely to obscure/ invalidate the effects of the training have been considered. There is a plan fo control them Review The evaluation part has been reviewed by someone sklled fo understand validly ond reliably Presentation Plan How the data will be reported and presented has been considered Marketing Tre Key audiences for the results have been identified and there is a communication plan for each lversity Cipla 4Good reporting is the best attainable version of the truth - Carl BernsteinlV. ReportingIV. REPORTING 1) Reports 2) Case Studies CiplaCipla 1 Reports 11 Process Purpose * Assess health of Cipla University by creating visibility on key metrics for efficiency and effectiveness * Communication of impact of learning interve $ at Cipla 12 Process Goals * Defining responsibilities for creation of MIS and dashboard templates * Defining responsibilities for documentation and reporting * Ensuring documentation of efficiency and effectiveness measures for learning interventions 13. Critical Success Factors * Identification of efficiency and effectiveness measures at the design stage for each intervention * Availabilty of templates/data for capturing defined metrics * Timely circulation of reports 14 Process Owner Head - Learning and Development 15 Additional Information 16 Sub Processes See Cea) Leen Re Rd eee eae ea) De eee es University Cipla <417 Detailed Process Flow Po process Simmer Cipla MMILAD COE/Academy Lead MILD SPOC (Busness LAD /HRBP/Locational Academy Leads ) MEL&D Heod L&D Ops Efficiency and effectiveness measures ore defined as part ‘As and when of the - process = February of previous FY Templates for MIS and dashboard are released - Monthly, by 5th Monthy, by 7th Monthly, by 10th Quarterly, by the Toth day of April July/ ctf Jon Half-yearly, by the 10th day Apri October | MIS and dashboards are shared every month by each units/academy lead/teams with the L&D team and with the respective business leads = | MIS and dashboards are consolidated ly the L&D team | - ‘Academy Mentors to review and validate the content | - ‘A monthly Cipla Universty dashboard is circulated fo the CTO cond to, — business leaders = ‘A quarterly Cipla University dashboard is circulated to the HRC | - ‘A br-annval Cipla University dashboard is circulated to the MC - lversity mens <18 Annexure Mis Template All fields inthis sheet will be auto-filed as per data from sheet “Session-Wise Report” Cipla Program Overview Denvery Sommary Post-Werkshop Actes Business impact rogor | Pewoses | Toa | foncror | sect | wwo | acevi | Amy? | Asner | Prowiel. | coor Nowe | acney | Paces | Cowoge | Sesos | fectox | constr) | comptimey | severe | sowrner | Acre! cman * “ee CiplaCipla if is fi ait CiplaCipla Ce ee eee 4 + Intended business outcome Planned interventions) (Actual implementation + Details of business parameters being ofctes $ + Ferg moroveent Tnpoc created wrk Tare of rproverent fr te "leamhng YE | eterventons on the ried capably + eros process improvement ge wrt + Produclivly mprovement * Achievement of business impact Use of learning tools ESRC | Curriculum : INR 500000 - L&D {rom the Business Head to tote Head and checking approval from the Budget cvailobilly cro - - + COE L&D Team to share requisite approval wih concerned BU HR hed guy Respeciive HR/LBD SPOC or Business Co-ordinator fo facitate Ihe registration of Participants post receipt of approval = + Respective HR/L&D SPOC or Business Co-ordinator to faciilale payment/reimbursement process = + HR/LAD SPOC fo send a Feedback form to the participants within 5 working days post completion of the event = + Participation detas fo be shared with L&D as @ part of the monthly MIS - + Week (2) Participants) fo share knowledge with team Line Manager, HR and L&D within 15 days lversity . Cipla 4Cipla 18 Annexure Training Requisition Format Soo rks 1 Name of Training Program 2 | Programme Date 3 | Nominee Details Name Function & Role Level & Grade Yrs. of experience in Cipla 5 | Business Objectives: Summarise the Business Objectives lo be met by addressing the Training Need 6 | Benefits of the Program Define the benefits foreseen by the Manager in improving the work efficiency and effectiveness of the particpants, after the program 7 | Plans for retaining and transferring knowledge gad by parlicpants post programme 8 | Criterio for External Agency Selection Please mention the criteria chosen for selection of the External Agency selected? 9 | Have we nominated our employees in the past? If yes, what was the feedback? Programme Cost: Similar programs offered by other Agencies: Please mention details of other agencies offering similar program and respective commercials: Details of approval from bu: yess head: University Cipla 4Cipla Decision Making Matrix (DMM): eal External Training On-going | Indi Program 1. The BU HR Head sends the nomination fo the L&D team citer, checking the budget avaiabilty 2. The LAD processes the same with approval as per the below Matric Cost of Training Upto Rs. $0000 > Head L&D Above Rs. 500000 and All International based programs > CTO ee) Ces 3 B) |e) | 5 8] fel |o - 8| [8] |g 3] Joleltls 2| 0/2/18 5 le le8/slelslzlel2 is lez B/E(O(Sl£i8lalE/ol sls l2 ls 8) fe[ClE/°fsfelo | Byzle lz 2] Je} |s| |2/a) |= ee Mu 2] 7] |8 3 & 2 2 ‘Training registration for India -based programs vp to Grade E* Training registration for india based programs Grade F and Above and all international clric programs Technical Conferences and Seminars / Representation in external Seminars™ eee Higher Education ‘On-going 1 BU HR Head sends a recommendation fo Head L&D to evaluate the request 2. Head L&D places the same to the CTO with recommendations University Cipla 4Cipla 2] |e} |e 8 3| [2] le] lele 8} 8} yg 3 albls zls/8igisielsl2 3\ |g E/E/3/3/8/8| ole alg £ Bf alk « a) fe{olz/°s|s fe z| jo 5 a3 Derren 2| |?) [2 g Higher Edvection Program e[ilelr *Multi-unit/location & Band F & Above ~ Execution can be centralized else the same can be driven from respective locations/units ** Technical conference list to be shared by Head-L@D University Cipla qCipla tao son el ae Dn vn Pt pn tin i