1. Managing your Science Centre Your Most Precious Asset; People!
Dr. Khaled Habib

2. The Famous Awareness Model Johari’s Window
Arena
Blind Spot
Facade
Unknown

3. The People Management Building Blocks Model

4. The Performance Management Model
Tools and support for performance
Milestones, Time Lines
Specific Goals
KPIs, Motivation, Incentives
Promotion and Rotation Assessment
Individual and team Performance Assessment
Training, Empowerment
Periodic reviews
Career Path
Compensation, Awards and Recognition
Promotions and Lateral Moves

5. Top Talents: The Perfect Profile
Competencies
Anticipates Customer and Market Needs
Acts Decisively
Seizes Accountability
Strategic and Innovative Thinking
Holds People Accountable
Grows Leaders
Builds Change Agile Organizations
Self Awareness
Insight, Influence and Inclusion
Commits to One Company
Experiences
Global Experience
Cross-functional Experience
Externally Focused Roles/
Projects
Exposure to Multiple Markets/Business Models
Leading a Fix-it/Turn-around
Leading a Start-up or Growth Business
Leading Increasingly Large & Complex Teams
Influencing Without Authority
Derailers
Unable/Unwilling to Adapt and Grow
Excessive Self-Interest
Lack of Courage and Conviction
Overly Controlling Style
Pattern of Leaving Behind Weak or Mediocre Teams
Says One Thing - Does Another

6. Assessing Talents 360 degrees Assessment Centers
Performance Management
Mentors
Psychometric Analysis
Projects
Interviews

7. A Typical Assessment Center
Candidates participate in a series of exercises that simulate
on-the-job situations
Trained assessors carefully observe and document the behaviors
displayed by the participants. Each assessor observes each
participant at least once
Assessors individually write evaluation reports, documenting their observations of each participant's performance
Assessors integrate the data through a consensus discussion process, led by the center administrator, who documents the ratings and decisions
Each participant receives objective performance information from the administrator or one of the assessors

8. Types of simulation exercises
In-basket
Analysis
Fact-finding
Interaction
Subordinate
Peer
Customer
Oral presentation
Leaderless group discussion
Assigned roles or not
Competitive vs. cooperative
Scheduling
Sales call
Production exercise

9. 6 Box Grid For Performance Potential
High
Medium
Low
PERFORMANCE
Sustainable
Significant
Under Performers
Low level of performance with little upward potential. Need to significantly improve results and behaviors.
Move aside and establish improvement plan if "blocking" key colleagues and/or developmental positions. If does not make progress, move out. Should not be in this box more than 1 year. 
Solid Performers
Satisfactory performance with limited upward potential over time. Consistently meets expectations.
Develop in place. Assess if “blocking” key colleagues and/or developmental positions.
Strong Contributors
Track record of high performance and/or demonstrated mastery of current assignment. Upward potential may be limited. Special experience / technical knowledge would be difficult to replace.
Develop in place and/or consider lateral moves.
Key Colleagues
Track record of highest levels of performance with significant upward potential. Demonstrated capability to assume multiple higher-level leadership roles. Role model for Pfizer Values and Leader Behaviors. True organization asset in top tier of talent.
Provide stretch assignments, targeted development. Place in key jobs.
Emerging Colleagues
Individual with solid performance and great potential. Has capacity to be a Key Colleague over time with focused coaching and development.
Develop in place with focus on specific capabilities required for future assignments.
POTENTIAL
Colleagues In Transition
Individuals with high potential in a new position, role or development assignment. Too soon to assess.
Develop in place as individual transitions to new role. Should not be in this box for more than 1 year.

10. Talent Development Models

11. So: What’s Next?