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Just Other Articles - Keys to Increasing Employee Performance
In any labor market, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous the pay or how renowned the tra
According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product
ining, employee survey research shows the company that lacks great front-line managers will suffer.
The best managers select an employee for talent rather than for skills or experience, setting expectations for him or her, defining the right outcomes rather than the right steps. The best managers motivate people,
The best managers select an employee for talent rather than for skills or experience, setting expectations for him or her, defining the right outcomes rather than the right steps. The best managers motivate people,
; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.
Examples of combination products may in
Examples of combination products may in
building on each person's unique strengths rather than trying to fix their weaknesses. And, great managers develop people, finding the right fit for each person, not necessarily the next rung on the ladder.
Essential to this process is the employment of an appropriate measuring stick, which successfully links cus
Essential to this process is the employment of an appropriate measuring stick, which successfully links cus
lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.
tomer data with employee productivity, customer loyalty, and profitability.
Given the importance of the front-line managers, any effective employee incentive program must begin with incentives specific to the supervisor level. Clearly, the factors that motivate supervisors are often different from the factors tha
Given the importance of the front-line managers, any effective employee incentive program must begin with incentives specific to the supervisor level. Clearly, the factors that motivate supervisors are often different from the factors tha
here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe
motivate the general employee population. Through the root cause analyses, underlying psychological factors that motivate supervisors within a particular business environment are identified, and appropriate incentives are designed to address those factors. NBRI employee survey research has shown that these factor
d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.
Combination pro
Combination pro
may be related to one or more of the following categories:
· Career advancement
· Money
· Prestige
· Public recognition
It is not always the case, then, that employee incentives, particularly at the supervisor level, require extraordinary expenditures by management in order to increase emplo
· Career advancement
· Money
· Prestige
· Public recognition
It is not always the case, then, that employee incentives, particularly at the supervisor level, require extraordinary expenditures by management in order to increase emplo
ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc
yee performance. While most employee incentive programs include a combination of the categories above, NBRI research has clearly shown that recognition, above all, is the most powerful motivator.
A major Healthcare Provider was faced with low employee morale, high turnover, and interdepartmental power struggles
easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi
hen they turned to NBRI for assistance. A standard NBRI employee survey instrument was deployed, the data collected, and the root cause analyses conducted. Weaknesses (defined as normative scores below the National Average) included below average employee perceptions of compensation, communications, equipment, tea
nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically
work, and overall employee performance. Management could easily spend several years and huge sums of money to address each of these weaknesses, one at a time. However, the root cause analyses identified "My supervisor appreciates my input" as the primary, underlying psychological factor affecting the employee popu
and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ
lation, which if corrected, would increase scores in over 60% of the issues addressed by the employee survey. NBRI proposed several corrective actions, one of which was the following:
Strategy: "Great Ideas" Program
1. Employees submit ideas on how to make the company more efficient, cut costs, or increase
Strategy: "Great Ideas" Program
1. Employees submit ideas on how to make the company more efficient, cut costs, or increase
ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi
evenue.
2. Can be done by paper, email, or via the company's intranet. Intranet is recommended, as it provides a documentation of the person and time the idea is submitted, eliminating potential conflicts.
3. All ideas will be evaluated.
4. There will be no limit to the number of ideas selected for
2. Can be done by paper, email, or via the company's intranet. Intranet is recommended, as it provides a documentation of the person and time the idea is submitted, eliminating potential conflicts.
3. All ideas will be evaluated.
4. There will be no limit to the number of ideas selected for
ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.
Following aspects would a
Following aspects would a
erit.
5. An idea is selected for merit if, in management's sole opinion, it should be implemented.
6. All employees who submit ideas of merit that are implemented will receive company-wide recognition and a bonus related to the financial impact of the idea on the company.
Again, based on their employee
5. An idea is selected for merit if, in management's sole opinion, it should be implemented.
6. All employees who submit ideas of merit that are implemented will receive company-wide recognition and a bonus related to the financial impact of the idea on the company.
Again, based on their employee
dd to the challenges in developing combination products:
Which markets to tap where the combination products can do fairly well?
Which combination prod
Which markets to tap where the combination products can do fairly well?
Which combination prod
survey data, several strategies were recommended, but this strategy alone accomplished several goals. First, the root cause was addressed by encouraging feedback and upward communication across the entire organization. Secondly, this strategy became the cornerstone of a recognition program that, while open to all,
cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin
is awarded only to those who earn it. And thirdly, the company's investment in the program - the bonus - is derived from additional monies that the program itself generates.
In support of, and perhaps even more important than the total employee population strategy above, a secondary strategy was implemented for s
In support of, and perhaps even more important than the total employee population strategy above, a secondary strategy was implemented for s
tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
What would be the developing cost?
How to tackle the risks encountered during combination product developmen
pervisors only. Prestige and recognition is afforded to those supervisors who encourage and develop their employees to 'think like management thinks,' in concert with the Great Ideas Program. This takes time, patience, and respect for all ideas on the part of the supervisors, to discuss the ideas submitted by thei
t?
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel
r subordinates in order to train them in seeing the company-wide implications of their ideas. These supervisors, and ultimately, the employees reporting to them, have also attained career advancement, as they have since demonstrated their ability to translate the critical perceptions and attitudes of management in
ping new procedures for reviewing their safety, efficacy and quality.
Professional from academic institutions, pharmaceutical industries, health care indust
Professional from academic institutions, pharmaceutical industries, health care indust
o everyday behaviors of subordinates at all levels of the organization.
This client is in its fifth year with NBRI, and has moved from a poor performer to near best in class.
In summary, most organizations immediately think of tangible items in relation to employee incentive programs for increasing employee perf
This client is in its fifth year with NBRI, and has moved from a poor performer to near best in class.
In summary, most organizations immediately think of tangible items in relation to employee incentive programs for increasing employee perf
y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products
rmance. Prizes, trips, money, and other tangible rewards can certainly play a part in an effective employee incentive program, and recognition, alone, can often be seen as nothing more than hollow words. However, by conducting employee surveys, NBRI research has proven that it is often the case that the incentive
.
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de
most motivating to employees or supervisors is primarily psychological in nature, and whether it stems from a desire to play a greater role in the future development of the enterprise (as above), or a desire to improve one's work-life balance, or a desire to see policies executed with fairness throughout the organ
elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.
Companies that provide selfless information through particip
Companies that provide selfless information through particip
zation, and so forth, it is of utmost importance for employers to first identify the motivational factors that will work best with their human resources, through valid research, and then leverage that information by applying interventions - employee incentive programs - that strike strategically at that root cause
tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products
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