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GlaxoSmithKline Pakistan - Career Development

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Career Development at |G

Career Development at |G

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  • 1. Human Resource Management GlaxoSmithKline Submitted to: Mr. Abdul Hameed Khan Submitted by: Muhammad Suhaib 12953 BeenaRizvi 11892 ZeeshanValliani 12543 MiznaAwan 11538 YousufAyub 12918 Institute of Business Management
  • 2. 1 Table of Contents 1. GSK HISTORY .........................................................................................................................................3 2. THE WORLD OF GSK..............................................................................................................................4 3. VISION & MISSION ................................................................................................................................4 VISION.......................................................................................................................................................4 MISSION....................................................................................................................................................4 4. VALUES..................................................................................................................................................5 Respect for people....................................................................................................................................5 Patient focused.........................................................................................................................................5 Transparency.............................................................................................................................................5 Integrity.....................................................................................................................................................6 5. BEHAVIORS............................................................................................................................................6 Flexible thinking........................................................................................................................................6 Enable and drive change...........................................................................................................................6 Continuous improvement.........................................................................................................................6 Customer driven .......................................................................................................................................6 Developing people....................................................................................................................................7 Building relationships................................................................................................................................7 6. STRATEGIC PRIORITIES..........................................................................................................................7 Grow a diversified global business............................................................................................................7 Deliver more products of value ................................................................................................................7 Simplify the operating model ...................................................................................................................7 Create a culture of individual empowerment...........................................................................................8 Building trust.............................................................................................................................................8 7. TRAINING AND DEVELOPMENT ............................................................................................................8 Development.............................................................................................................................................9 Training and Development in GSK: .........................................................................................................10 Performance & Development Plan Form (PDP)......................................................................................11 8. CAREER DEVELOPMENT......................................................................................................................15 Management Trainee Program...............................................................................................................15 Performance and Development Planning...............................................................................................15 On-the-job development ........................................................................................................................15
  • 3. 2 Career Innovation Zone ..........................................................................................................................16 myLearning..............................................................................................................................................16 Coaching and feedback...........................................................................................................................16 Sabbaticals ..............................................................................................................................................16 9. ENVIRONMENT, HEALTH AND SAFETY................................................................................................17 Lock Out Tag Out (LOTO) ........................................................................................................................17 Sustainability Initiative............................................................................................................................18 10.JOB ANALYSIS, JOB SPECIFICATION AND JOB DESCRIPTION..................................................................18
  • 4. 3 1. GSK HISTORY  In 2001, Glaxo Wellcome and SmithKline Beecham merged to form GlaxoSmithKline  Today, GSK is a leading research based pharmaceutical company in the World
  • 5. 4 2. THE WORLD OF GSK 3. VISION & MISSION VISION GlaxoSmithKline’s vision is inspiring: “The opportunity to make a difference to the lives of billions of people.” MISSION GlaxoSmithKline’s quest is to improve the quality of Human life by enabling people to: DO MORE | FEEL BETTER | LIVE LONGER
  • 6. 5 4. VALUES Values are Important and lasting beliefs or ideals shared by the members of a culture about what is good or bad and desirable or undesirable. Values have majorinfluence on a person'sbehaviour and attitude and serve as broad guidelines in all situations and special emphasis is being put now-a-days in organization to deeply inculcate their values in their employees. GSK being the industry leader in the field of pharmaceuticals has its own set of unique values that distinguish it from the rest of the players. The key values at the GSK are summarized as follows: Respect for people It is believed at GSK that respecting each other is the key toprogress and growth for everyone that includes GSK’s business,employees and customers. Therefore, the cultureat GSK celebrates diversity and achieving goalswith team work and cooperation. The workplace at GSK fosters an environment where people feel free to share their ideas and issues of concern which in turn leads to innovations in the product offerings for the customers. Patient focused Customers are the main reason for a company’s survival and being in the business. GSK was one of the pharmaceuticals to realise this important secret of success. This in turn ensures an unprecedented commitment from GSK’s people to improving thelives of billions and also dictates that all company’s efforts, be itresearch, manufacturing or distribution are gearedtowards continuous improvement. Transparency Transparency is yet another key value that is hugely emphasized at GSK. This is reflected by GSK’s commitment to building and streamliningexisting systems to eliminate any possibility ofunfair practices. Employees are encouraged to express their ideas and any unfair practice, if proven to be adapted by any employee is dealt with critical cushion. The culture at GSK inculcates the value of taking full personalresponsibility for actions by its employees.
  • 7. 6 Integrity The values at GSK go beyond merely complying withlegal and ethical regulations. Each member of theGSK family takes pride in making decisions whichare not only profitable but are morally sound, with the sincere intent of benefiting the patients. This has helped the company to foster long-term relationships. 5. BEHAVIORS GSK fosters a dynamic learning culture, whichthrives on innovation and flexibility. This is done to enable the company to provide the best customer-centrichealth solutions by adapting to the changing needsof the healthcare market. The work environment at GSK is characterized by the following six behaviours: Flexible thinking Multiple options for problem-solving are explored at GSK. This flexibility enables the company to innovate to meet the ever changing needs of their patients. The flexible thinking mainly drives its inspiration from the respect for people and integrity values of the organization. Enable and drivechange Adaptability in context of today’s dynamic and ever changing environment has become a pre-requisite for the success of any business. Therefore the ideas at GSK are executed to realize benefit forcustomers and business growth thus creating a win-win situation for both the parties. Continuous improvement Practices of Total Quality Management have gained popularity in the past few decades due to their effectiveness in achieving business objectives and at the same time being cost effective. Continuous Improvement is one important aspect of Total Quality Management Practices which is accomplished at GSK by not only excelling in what they do, but at the same time findinnovative improvements to current practices. Customer driven Customer satisfaction lies at the core of GSK’s business behaviours and the employees are encouraged to incorporate this core behaviour into everything they do.
  • 8. 7 Developing people Employee training forms an important part of the employee development program. Various trainings, seminars are held to educate employees to dispense off their duties in the best possible manner. Empowered employees take initiatives and providecreative solutions to challenges. Building relationships The main focus at GSK is on building the relationships through various PR and CSR activities. Company’s values inculcate trust and openness in everything it does which helps the organization to foster long- lasting partnerships 6. STRATEGIC PRIORITIES Strategic priorities are an indicative of a company’s long term business objectives. The business at GSK revolves around the following five basic priorities: Grow a diversified global business This strategic priority is reflected by the fact that the company has presence in 99 cities across 39 countries round the globe. The company is also well aware of the threats posed to business by new entrants providing better products at cheaper prices. The company is reducing this risk by broadening and balancing its portfolio of products,diversifying new product areas, while also fully capturing opportunitiesfor its products across all geographic boundaries through aggressive marketing. Deliver more products of value The company realizes that the only way to maintain its position as an industry leader is to transform its R&D into market offerings that effectively cater to the needs of customer. This is done on a regular basis to ensure that the company not only deliver the current pipeline ofnew pharmaceuticals, vaccines and consumer healthcare products, but that it is also able to sustain this flow of new products for years to come. Simplify the operating model One way of sustaining the competitive advantage is to keep the operating model simple. This forms the basis for adopting business practices at GSK where continuous efforts are being made to simplifythe company’s current operating model. This is done to ensure that it is fit forpurpose and able to support company’s business in the most efficient and effective way.
  • 9. 8 Create a culture of individual empowerment Employee empowerement has been recognised to be one of the main tools inspiring motivation and loyalty among employees. The same applies equally to GSK where empowerment is considered to be the key to achieving company goals and it ensures that GSK employees are equipped with the tools and inspiration they need to make decisionswith confidence and accountability. Building trust Building trust is seen as a fundamental platform contributing towards the success of GSK where it is believed that essentially without trust, the company don’t have a business. 7. TRAINING AND DEVELOPMENT Most organisations look at training and development as an integral part of the human resource development activity. The turn of the century has seen increased focus on the same in organisations globally. Many organisations have mandated training hours per year for employees keeping in consideration the fact that technology is deskilling the employees at a very fast rate. Training is described as an endeavour aimed to improve or develop additional competency or skills in an employee on the job one currently holds in order to increase the performance or productivity.
  • 10. 9 Technically training involves change in attitude, skills or knowledge of a person with the resultant improvement in the behaviour. For training to be effective it has to be a planned activity conducted after a thorough need analysis and target at certain competencies, most important it is to be conducted in a learning atmosphere. While designing the training program it has to be kept in mind that both the individual goals and organisational goals are kept in mind. Although it may not be entirely possible to ensure a sync, but competencies are chosen in a way that a win-win is created for the employee and the organisation. Typically organisations prepare their training calendars at the beginning of the financial year where training needs are identified for the employees. This need identification called as ‘training need analysis’ is a part of the performance appraisal process. After need analysis the number of training hours, along with the training intervention are decided and the same is spread strategically over the next year. Development Lots of time training is confused with development, both are different in certain respects yet components of the same system. Development implies opportunities created to help employees grow. It is more of long term or futuristic in nature as opposed to training, which focus on the current job. It also is not limited to the job avenues in the current organisation but may focus on other development aspects also. At Goodyear, for example, employees are expected to mandatorily attend training program on presentation skills however they are also free to choose a course on ‘perspectives in leadership through literature’. Whereas the presentation skills program helps them on job, the literature based program may or may not help them directly. Similarly many organisations choose certain employees preferentially for programs to develop them for future positions. This is done on the basis of existing attitude, skills and abilities, knowledge and performance of the employee. Most of the leadership programs tend to be of this nature with a vision of creating and nurturing leaders for tomorrow.
  • 11. 10 The major difference between training and development therefore is that while training focuses often on the current employee needs or competency gaps, development concerns itself with preparing people for future assignments and responsibilities. With technology creating more deskilled workers and with industrial workers being replaced by knowledge workers, training and development is at the forefront of HRD. The onus is now on the human development department to take a proactive leadership role in responding to training and business needs. Training and Development in GSK: Training and Development in GSK is done through various procedures which are covered below. Whenever any person or employee enters in an organization then Orientation plan is prepared by HR Manager that is mandatory for all employees. This program covers all Business units that provides an overview of each area and giving an introduction of the whole business process. In this program the employee rotates in every business unit and gets the introduction of all the areas that helps him to understand the organizational culture, business process and company’s profile. It also helps the organization to regenerate new ideas from fresh minds to develop new projects. For the existing employees, the Training plan is prepared on annual basis covering the needs of each employee. The training needs are evaluated based on the training needs and the performance of the employee. It is finally approved in the Performance and Development Plan . Besides all these kind of training programs, GSK also offers online Learning that covers the policies and procedures of all areas and are available online. Employee based on their training needs gets the training online and learn as per their plan. Development plan of each employee is prepared as per their performance. They are given the targets to get themselves developed and to learn the systems and projects. Each year the development plan is prepared in the beginning of the year and then monitored in mid-year and finally approved in the end of the year and finally here the performance is also evaluated.
  • 12. 11 Performance & Development Plan Form (PDP) Name Business Unit Job Title Department Manager’s Name Location Plan Year Country Performance Plan Performance Objectives: “what” you need to achieve Accomplishments / Examples / Comments describe your progress to date Behavioural Objectives “how you need to deliver your performance objectives ACHIEVING EXCELLENCE Continous Improvement
  • 13. 12 Engaging and developing others Team Work Development Plan Development Activities / Objectives: include both long & short term development goals for your current role and career aspirations Progress & Accomplishments describe your progress to date
  • 14. 13 Review of Performance and Behaviours Stakeholder Feedback: record here feedback received from direct reports, colleagues, customers and other stakeholders Annual Review – Manager’s Comments Annual Review – Employee’s Comments
  • 15. 14 Performance in meeting objectives and demonstrating the High Performance Behaviours are important factors in compensation decisions. This information, along with other factors, will be considered when making compensation recommendations. Please consult your manager for further details. My manager and I have discussed this annual performance and development review and jointly prepared this document. My signature does not necessarily signify agreement or disagreement. Employee’s Signature: ________________________________________________ Date: _________________ Manager’s Signature: _________________________________________________ Date: _________________ Employee and manager must sign in order to finalise this PDP. In lieu of signing, the employee can also email acknowledgement that the document has been received and discussed. The manager must then attach the email to the document in order to finalise. Data Protection Law –The data in this document may be stored in paper form or electronically within the GSK computing environment and used by authorised data users to highlight internal talent and possible job opportunities globally within GlaxoSmithKline. By submitting this form and providing the information requested, you are authorising GSK to use the data supplied for these purposes. Please see the PDP guide for complete details on this subject. Records Retention - This is an employment record which must be retained by the Company. Please refer to the GSK Global Records Retention Schedule, record category: GRS056 for details of the retention period: http://corporate2.glaxo.com/Docretention - select “Search” from the top menu, enter “GRS056” and click “Search”.
  • 16. 15 8. CAREER DEVELOPMENT GSK is committed to rewarding, developing and retaining talent. It shares the responsibility of its people career development needs through support in financial terms as well as in career through a wide range of programs including rotations in different departments so employees can have an overview of the business process. Then a training and development plan is prepared and all Departmental Heads are involved in it. Periodic assessment is done for training and developmental needs and also for analyzing skills and potential of employees. Based on this at final stage employee is evaluated though a series of interviews and then either promoted or transferred to more appropriate department matched for skills and potential. Most of the time succession planning is done at the time of hiring of a new employee. HR works in close collaboration with departmental heads and defines the road map for a job position. There are vast ranges of resources available to help employees determine and meet developmental needs. Here are a few of the ways GSK Pakistan work with its employees to help them achieve their full potential. Management Trainee Program GSK runs a yearly drive for recruiting management trainees from top professional education institutions in Pakistan. MT Program provides opportunity to fresh graduates to get a flavor of corporate world. Program design includes four rotations each of three months with a total span of one calendar year. Candidates are assessed for performance and learning at the end of each rotation. This helps the organization in creating potential lot of candidates who in case of requirement fill the emerging opportunities in the organization. Performance and Development Planning Performance and Development Planning process (PDP) is there to help employees at all stages of their career with GSK. PDP is a powerful tool for matching employee personal success to the success of the business. Throughout the year, employees and their supervisors work together on this process to set challenging objectives and identify career development needs. On-the-job development On-the-job development is part of the way GSK work. Opportunities for "stretch" assignments, secondments, and access to cross business job posting database are a few of the resources available to its employees. Special Training & Rotation plan is also prepared in which all Heads are involved and at the final stage, employees are evaluated through a series of interviews and then get promoted.
  • 17. 16 Career Innovation Zone Career Innovation Zone is an online resource that GSK employees can access freely at any time from work or home. It offers a wealth of interactive tools and tips to help employees work out the potential career directions and choices that would be right for them. myLearning myLearning is an online course catalogue allowing employees to work with their managers to create a customized learning plan and take advantage of the wide variety of instructor-led and eLearning courses including a number of customized Leadership Development offerings. Coaching and feedback GSK foster a culture of ongoing coaching and feedback for all employees. A variety of formal and informal resources are available, including a 360-degree feedback process and external coaching. Employees are also encouraged to take part in either a formal or informal mentoring relationship. Sabbaticals GSK rewards those who prove to be an asset to the organizations with long term paid study leaves considering the program which is being pursued is in line with the job function or succession plan of the employee. In most of the cases apart from paid leaves the employees are granted with academic scholarships as well so that after completing their courses they can add value to the organization.
  • 18. 17 9. ENVIRONMENT, HEALTH AND SAFETY Health and Safety is considered on priority in GSK. Employees from management and non-management both are trained on EHS (Environmental Health and Safety) systems that includes Fire Fighting system, Incidents reporting, accident reporting, any illness or disease reporting, exposure and handling of chemicals, use of masks, gloves etc. To create a no injury and no-illness culture, Near-Miss-Reporting is significantly improved at all the sites. Employees are timely trained and retrained on all the Health and Safety related issues. GSK is committed to continuous improvements in energy and resource consumption as part of Sustainability initiatives. The company achieved 6% reduction in energy consumption and 3% in water consumption at operations despite increased manufacturing volumes. All the sites have waste water treatment facilities meeting the National Environmental Quality Standards of EPA Pakistan. GSK received “Annual Environment Excellence Award” from the national forum for Environment and Health, an independent NGO advocating environmental friendly practices, health care and safety. Lock Out Tag Out (LOTO) LOTO is an ambitious program of physical guarding launched to avoid any injury due to moving parts with an aim of Zero access to any hazardous risk. Engineering team at GSK worked hard and brought a step change in machinery safety standards at all sites
  • 19. 18 Sustainability Initiative GSK has globally shifted its Energy Reduction Target from Units Consumption to Carbon dioxide Emissions. Fast paced advancements and development in technology is the most common practice, currently followed by leading organizations across the world; however fact remains that resources are scarce. Energy is one of the vital resources that drive the world. Energy Conservation and Environment Protection have been the prime targets to achieve for the sustainability of the business and betterment of the society at GSK Pakistan. Energy targets are now measured in terms of Carbon dioxide emissions every year by each site. At GSK Pakistan, projects like Energy Efficient Utilities Equipment, Automation of Power Controls and moving towards Energy efficient process substitutes have caused more than 10% reduction in CO2 emissions. The encouraging aspect is that savings in energy consumption are not just attained from investments in these projects, but also from energy conscious behavior cultivation at floor level. With same pace of projects, initiatives and positive behavior in the team, a sustainable, environment friendly growth of business is promised by GSK Pakistan through reduction in CO2 emissions. 10. JOB ANALYSIS, JOB SPECIFICATION AND JOB DESCRIPTION Job Analysis, Job Description and Job Specification is s technical, approved process at GSK and reflects upon its stating mission and strategic priorities of creating empowerment among its employees and developing people. GSK believes in finding the: Right Person for the Right Job at the Right Time To incorporate this principle in practice, the HR team at GSK works with sincerity to effectively analyze the right specifics of a job. Description of any jobs’ requirements both in terms of KSA’s i.e. Knowledge, Skills and Abilities, as well as the KRA’s Key Result Areas are explicitly defined. Representatives from the HR department consult the Head of the Department where a new job position is to be opened. With coordination with the respective departmental managers and or supervisors the job is analyzed for its functions, requirements and responsibilities.
  • 20. 19 Description of the job has to be in a pre-set GSK approved form, See below, figure 1: The Description gives the right amount of details yet the most comprehensive ‘summary’ of the factors of the job including, who would the employee report to, what department, grade, site as in where in the global network of GSK offices, Job title and business level etc. The second half of the Form is more of open ended information regarding the responsibilities and expectations for this job position. The form very clearly demarcates the responsibilities, accountabilities and the key interfaces for the position.
  • 21. 20 Figure 1: Job Description Form at GSK GLAXOSMITHKLINE JOB DESCRIPTION Version Number: Site: Job Grade: Department: Job Title: Reports to: (job title); Date Updated: mm/year Review Date: mm/year Business Level 1: GMS Pakistan Business Level 2: MEA Business Level 3: Phama Operations JOB FACTORS FOR THE POSITION Job Purpose: Key Responsibilities: Accountabilities: Complexity:  Key interfaces Qualification, Specialized Knowledge and Skills required for the position:
  • 22. 21 The second set of form used along with the Job Description form at GSK corporates is the Job Delegation/ Deputation form. See Figure 2 below Figure 2: Job delegation Form used at GSK As you can see, this form clearly points to the delegator responsibility of the employee. Who a certain employee is allowed to delegate tasks to is supposed to be an official formal procedure at GSK, unlike most other organizations. At the end the Job description is approved with all its specificities by the Manager, HR personnel, Manager at the departmental level and finally and most importantly by the employee. JOB DELEGATION / DEPUTATION (To be filled by Functional Head ) (Incase of absence of this job holder, following will be responsible) 01. Name of Designate: Position Title: Area of Responsibility: Incase, if the position requires delegation to more than one individual then following will be completed. 02 Name of Designate:: Position Title: Area of Responsibility: JD ADMINISTRATION Prepared By: Manager (Name) Sign & Date Reviewed By: HR (Name) Sign & Date Approved By: 1 on 1 Manager* (Name) Sign & Date Acknowledged By: Employee (Name) Sign & Date