HIGH PERFORMANCE WORKING

SYSTEM
AT SANOFI PAKISTAN

Group Members:
•Areeba Imran – 23768 Submitted To:
•Hasan Ahmed Khan – 23770 Miss Seema Kamran
•Hinozia Abbas – 23735 Managing Human Capital
•Maham Fatima – 23456 HRM 410 – Summer 2019
 HRM AND ITS IMPORTANCE

 Running a successful organization requires finding, retaining and

motivating the right employees.
 Recent years have witnessed an increased flow of scientific
papers on the relationship between various firm (and employee)
performance measures, and how these firms manage their
human resources.
 The general consensus of these studies is that HRM matters:
employing the right HRM policies and practices is likely to
increase organizational performance.

1. Jan de Kok and Deanne den Hartog. High Performance Work Systems, Performance and Innovativeness in Small Firms. Zoetermeer, February 2006.
https://core.ac.uk/download/pdf/7074589.pdf
 HIGH PERFORMANCE WORKING SYSTEM
 A group of separate but interconnected human resource (HR)
practices – e.g. selection, training, performance appraisal, and
compensation – designed to enhance employee effectiveness.
 Employees have better skills, more motivation, and more
opportunities to excel when these high-performance HR practices are
aligned and working in harmony.
 Building an effective HR system may have a powerful influence on
the attitudes and behaviors of individual employees.
 Creates a more positive work place environment.
 It also seems to have an influence on departmental performance.
 Investing in the selection, training, information sharing,
compensation, and performance management processes may have a
positive effect on employee attitudes and behaviors results in higher
service quality and performance.

Adapted from: High-Performance Work Systems Affect Employee Attitudes And Group Performance. Bret L. Simmons. August 15, 2011
ELEMENTS OF HPWS
CONDITIONS THAT CONTRIBUTE TO HIGH
PERFORMANCE

 Teamwork and active participation

 Knowledge sharing
 Cutting edge technology
 Job Satisfaction
 Constant Feedback
 Ongoing training
 Employee rewards and compensation tied to company
performance
 Ethics
HPWS OUTCOMES
EMPLOYEE PERFORMANCE AND HPWS
ABOUT SANOFI

 A global biopharmaceutical company focused on

human health.

 The company that is now known as Sanofi

Pakistan has been present in Pakistan for 50
years, saving the lives of millions and improving
the quality of life of many more through effective,
top quality products.
 SANOFI – EMPOWERING LIFE

 Sanofi is a health journey partner

 We aim to protect, enable and support

people facing health challenges, so
they can live life to its full potential.

 Sanofi is transforming scientific innovation into healthcare

solutions around the globe. We prevent illnesses with vaccines;
stand by the few that suffer from rare diseases and the millions
with long-term chronic conditions.

 Our mission is to harness new technologies and new ways of

working to find healthcare solutions all around the world
 WORKING LIFE AT SANOFI
Diversity and Work-Life
Inclusiveness Balance

Benefits and Career

Perks Growth

Team Building & Employee Engagement

Activities
LEADERSHIP DEVELOPMENT AT SANOFI
VALUES BASED CULTURE AT SANOFI

Teamwork
Performing at our best to improve people’s lives, winning together
as One Sanofi.
Courage
Dare to innovate, taking ownership and risks and learning from
failure.
Respect
Embracing the diversity, different thoughts and needs of our
people, customers, communities.
Integrity
Operate with honesty and transparency ensuring the highest
ethical and quality standards.
ROLE OF HR AT SANOFI PAKISTAN

 HR drives the culture of any organization.

 Strong HR – Strong implementation of HR practices
across the board.

 What Sanofi Pakistan is today is all because of the remarkable

efforts of HR at Sanofi.
 One name that is considered to be the game changer for Sanofi
Pakistan is Mr. Shakeel Mapara, HR Director at Sanofi Pakistan.
 Mr. Mapara had the vision of making Sanofi a working place
where employees are more catered and respected, so that
employees not just feel motivated but also committed to the
organizational growth.
HR PRACTICES AT SANOFI
 Values-Based Culture
• Teamwork: Cross functional teams to perform task more efficiently
giving them exposure at different functional levels.
• Courage: Speak-up culture is promoted across the company. Coming
up with new ideas on bigger forums are appreciated and
acknowledged.
• Respect: The most fundamental part of Sanofi’s culture. HR has
established this sense of respect that no employee is treated on the
basis of seniority. The level of respect of an entry level Management
trainee is equal to that of any Director. This creates a sense of
satisfaction and increases the level of commitment of employees with
Sanofi.
• Integrity: HR ensures high ethical practices to be followed by every
single employee at Sanofi.
HR PRACTICES AT SANOFI

 No Hierarchy Culture
• HR at Sanofi has established the sense of equality among the employees. No
one is treated on the basis of seniority of their position. An intern can sit and
have a cup of coffee with Director Marketing in their leisure time at office.

 Open Door Environment

• Keeping themselves aligned with their No Hierarchy culture, one can approach
any senior management person for their work or problem discussion.

 Availability of HR
• HR people (including Director himself) is available for every single employee if
they wants to discuss their issues. HR is willingly their to support their
employees creating a sense of ownership resulting in high quality work
performances.
IMPLEMENTING HPWS AT SANOFI

 Before Mr. Shakeel Mapara, things were pretty old school at Sanofi Aventis.
Despite of the fact that Sanofi was a Multi-national firm, the working culture
was not that great.
 Few concepts that were introduced by Mr. Shakeel Mapara are discussed
ahead.

1. Participation of Employees in Decision Making:

• Ability for an employee to participate in the decision making process is considered
to be one of the key elements of an HPWS. It allows the employee to make
decisions that effect their immediate environment, which in turn effect the entire
organization.
• This step resulted in the development of sense of empowerment among the
employees, which lead to a more committed work environment at Sanofi Pakistan.
IMPLEMENTING HPWS AT SANOFI
2. Selection at Sanofi:
• Screening applications and resumes
• Both internal and external hiring

• Testing and reviewing work samples

• Personality/physical ability/honesty testing- not in practice
• Work sample testing is practiced

• Interview
• Structured
• General – Panel discussion
• Problem solving
• Non structured
• Integrity indicators
• Working with other people

• Background check
• Open ended questions from previous employers

• Decision
• Multiple hurdle method – step wise elimination
IMPLEMENTING HPWS AT SANOFI

3. Training and Development:

• Career development opportunities like joint venture of Sanofi with IBA,
one the most renowned business schools in Pakistan, for their field force
employees was one of the most successful initiatives at Sanofi Pakistan.
• District Managers from all over Pakistan were provided the opportunity of
completing their MBA from IBA. This not just helped employees to
acquire the necessary skills to perform their jobs in a more effective
manner but also resulted in the sense of commitment with the
organization.
• Self-learning portals.
• 70% OJT, 10-20% Mentorship, 10% T&D.
• TED talks.
• Quarterly training sessions for present employees.
• International courses for future leader development.
IMPLEMENTING HPWS AT SANOFI

4. Reward, Incentives and Appraisals:

• Rewards, Incentives, Recognition are also the essential part of HPWS
and without these practices, the organizations most likely fails.
• At Sanofi, revised incentive policies for their Sales employees and
yearly bonus policies for their Head office employees resulted in more
satisfied employees and better performance outcomes.

5. Communication of Information:
• Technology is everywhere in the world today and must be considered as
part of any organizational development exercise.
• At Sanofi, technology  does provide an infrastructure for communicating
and sharing information vital to business performance.
IMPLEMENTING HPWS AT SANOFI
6. Ensuring sense of positivity:
• Providing feedbacks
• Valuing employee's opinion / suggestions
• People survey
• Annual or semi annual employee engagement programs
• Empowering the staff.

7. Open to Initiatives/Experiential Learning:

• The company is both open to initiatives and believes in experiential
learning depending upon the situation.
• Celebrating the failure: this is a type of a program in which the failed
decisions are celebrated in order to encourage the employees and to
make them learn to take steps on their own
EMPLOYEES AT SANOFI PAKISTAN

 We interviewed three employees from Sanofi Pakistan.

 1 from Marketing department, 1 from Sales function and 1 from
Quality control department.
 We used GENOS Emotional Intelligence Assessment.
 The Genos Employee Engagement Survey measures an
individual’s intellectual and emotional commitment to their work
and the organization.
 It is measured empirically by asking employees to indicate the
extent to which they demonstrate the following four value-
creating behaviors
4 VALUE CREATING BEHAVIORS
RESULTS

 Employees at Sanofi were quite positive about their relation with their
company.
 Employees at Sanofi were more engaged with the company.
 Employees were more satisfied with their roles, the opportunities they get
for their career development and the rewards they get for their
performances.
 Their working commitment is surely impacted by these HR practices.
 One of the employees we interviewed is working in Sanofi for the last 15
years. He have seen the Pre and Post Mapara Era. According to him, Sanofi
Pakistan transformed 360 degree and he feels more committed then ever
before with Sanofi Pakistan.
 Even if any employee leaves the company for whatsoever reason, that
employee face a hard-time leaving the company. Despite of leaving the
company, employees are always heard of giving positive feedbacks of
Sanofi Pakistan as an organization.
RECOMMENDATIONS

 Sanofi Pakistan without a doubt is one of the best working place

to work in.
 Although there HR practices have been up to the mark, still
there are some areas of improvement that we have identified in
this report.
 Pay grades at Sanofi Pakistan does not meet the market. Their
pay grades are usually less when compared with the top
National pharmaceutical companies. This one area needs
improvement. Even though the working environment is the core
reason of employees retain, lesser salary scales often becomes
the reasons for employees to leave Sanofi Pakistan.