MBO Guidelines 2014

Asia Pacific

January 2014
2014 MBO Guidelines – Non Sales
Applies to: APLT, Country Managers, BUDs, Function Leaders
There are 4 categories to the MBOs:

Financials

• Include sales number, pre-tax, forecast accuracy where applicable

Business Initiatives

• The most significant projects with deliverable timelines that focus on delivering the
business in the coming year and not just numbers or day to day operational activities

Strategic Initiatives

• Longer term future projects with deliverable timelines that shape our business and
organizational initiatives of the future

People Initiatives (mandatory for all People Managers - slide 3)

• Accountabilities relating to the attraction, development, engagement, retention, and

general management of the team
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2014 MBO Guidelines
People Initiatives Mandatory for ALL People Managers
(Sales and Non Sales) : 20%
LEAD AND ENGAGE THE TEAM:
• Provide meaningful and clear direction to align people and resources that deliver on business result

SELECT, HIRE AND RETAIN TALENTED TEAM MEMBERS:

• Reduce voluntary turnover by 15%
• Hiring Managers apply Targeted Selection in organization
• Time to Fill averages 60 days
• Ensure new hire has a positive onboarding experience and effective utilization of the onboarding plan/toolkit

ASSESS PERFORMANCE AND REWARD THE RIGHT RESULTS:

• 100% of organization have MBOs in place by February 28th or within 45 days of hire
• 100% of organization receive feedback and results via annual performance review (APR) and ongoing feedback on employees’
performance and support in their ongoing growth and development

DEVELOP TEAM AND GROW TALENT:

• Identify and develop at least one successor for own position
• Ensure yours and your people managers’ participation in “Allergan Management Essentials” and achievement of “Passport to
Management Stamps” on key modules
• 100% of team have an Individual Development Plan (IDP)

CREATE THE CULTURE:

• Ensure employee engagement survey action plans are progressed and at least 90% participation in 2014 Allergan Global Employee
Engagement Survey
• Utilize recognition programs: Award for Excellence (AFE), Values in Practice (VIP), Hidden Gem, Top Rep
• Entrenching Ethics and Integrity mindset in all activities and set the right tone as people managers
• ** For Regional Strategic Leadership Team (RSLT): Active participation and ownership of the regional strategy in regional hub as
measured through KPIs 3
 Distribution of Weighting
APLT Sub-Region Heads

Financials
Financials
40% 25% Sub-region financial objectives, 10% Regional financial objectives
and 5% working capital and forecast accuracy
10-30% Business Initiatives
10-30% Strategic Initiatives
20% People Initiatives

Business Leaders (Country Managers, BU Directors)

Financials
40% Financials
35% Country financial objectives, 5% working capital & forecast accuracy

10-30% Business Initiatives

10-30% Strategic Initiatives

20% People Initiatives

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 Distribution of Weighting
Regional Finance and Country Finance Heads
Financials
Financials
30% 25% Regional and Country financial objectives, 5% working capital &
forecast accuracy
10-40% Business Initiatives (% dependant on focus of role)

10-40% Strategic Initiatives (% dependant on focus of role)

20% People Initiatives

Finance Function
Financials
Financials
10 – 20% Regional and Country financial objectives, working capital & forecast
accuracy (% dependent on focus of role)
10-40% Business Initiatives (% dependant on focus of role)

10-40% Strategic Initiatives (% dependant on focus of role)

20% People Initiatives
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 Distribution of Weighting
Regional Marketing Heads
Financials
Financials
30% 20% on region therapy area performance and 10% on total region
performance
10-40% Business Initiatives (% dependant on focus of role)

10-40% Strategic Initiatives (% dependant on focus of role)

20% People Initiatives

Regional and Country Marketing Function

Financials
20% Financials

10-40% Business Initiatives (% dependant on focus of role)

10-40% Strategic Initiatives (% dependant on focus of role)

20% People Initiatives

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 Distribution of Weighting
Regional and Country Medical Affairs Function

Financials
40-80% Business Initiatives

10-40% Strategic Initiatives

20% People Initiatives

All Other Regional and Country Functions

(HR, BD, Legal, Market Access/Health Outcomes, Supply Chain, QA, etc)
10%
Financials Financials

40-70% Business Initiatives

10-20% Strategic Initiatives

20% People Initiatives

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2014 MBO Guidelines – Sales
Applies to: Sales Leaders, Managers, and Reps
There are 4 categories to the MBOs:
Sales Objectives Achievement
• Achieving the sales achievement versus total sales target as per the plan
Customer/Business Development
• Develop customer practice, competitor insights, and business opportunity by way of
conducting continuous medical education, clinical facilitation workshops, key
account/KOL activities and programs, and other customer facing activities

Sales Force Effectiveness

• Ensure sales teams are onboarded professionally and trained on three core sales
programmes (Rx STAR, Coach In STAR and Area Action Planning) and drive the
embedding of the concepts
• Maximizing the Rep/SM capacity (days in field, calls per day, segment wise call
frequency, SM time in field coaching) and impact by using existing tools (e.g. ATMS)
and processes to enhance business results
• Drive sales force motivation to achieve engagement rate and excitement rate by
utilizing appropriate tools which includes SIP, APSEA and others

People Initiatives (mandatory for all People Managers – refer to slide 3)

• Accountabilities relating to the attraction, development, engagement, retention, and

general management of team
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 Distribution of Weighting
Sales Manager

Financials
40% Sales Objectives Achievement

10-30% Customer / Business Development

Sales Force Effectiveness
20-30% ( Rx STAR, Coach In STAR, Area Action Planning, SFE Metrics, ATMS usage)

20% People Initiatives (refer to slide 3)

Sales Rep
Financials
50%
Sales Objectives Achievement

10-30% Customer / Business Development

15-30% Sales Force Effectiveness (Rx STAR, SFE Metrics, ATMS usage)

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2014 MBO Guidelines

 All MBOs must add up to 100%

 Each MBO and sub-MBO should have at least 10% weighting (with the
exception of working capital and forecast accuracy which can be 5%)

 Maximum number of MBOs is ideally capped at 8

 All People Managers will have 20% weighting on People Initiatives

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