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2009_03 Diversity Strategy (Talent Management in Pharma)


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2009_03 Diversity Strategy (Talent Management in Pharma)

  1. 1. 3rd Annual Managing Talent in Pharma Diversity Strategy Uxio Malvido EMEAC Diversity and Work Environment Leader Prague, March 19-20th 2009
  2. 2. About Merck & Co / MSD <ul><li>Global research-driven pharmaceutical company </li></ul><ul><li>Established in 1891, Merck develops innovative new medicines and vaccines </li></ul><ul><li>Corporate social responsibility is part of the business approach to achieve sustainable success </li></ul>AP / Japan Global Operations External Recognition Latin America US EMEAC
  3. 3. Topics we will cover today Inclusion demographic trends Female Leadership Global Constituency Groups Business Case Employer Branding Flexibility Health 2.0 Multicultural Diversity Differently Able LGBT Generations Diversity Strategy Work-Life Balance Interfaith Social Networks Talent management practices Respect in the workplace External partnerships Engagement
  4. 4. Introduction Diversity Approach Business perspective: Impact of social changes in the workplace/marketplace Compliance: Equal Opportunities legislation in all major markets (global trend) Values: Mission and vision of the organization Business Case
  5. 5. Demography Social Values Tecnology The future is already here, It’s just not evenly distributed . Workplace Business Case Workforce Talent Marketplace Customers
  6. 6. Demography Physicians Demography: Feminization and Multiculturalism Source : Fundación CESM. Demografía Médica. Business Case
  7. 7. Multicultural Diversity implications Personality Culture Human Nature Universal Group Individual Innate and learned Learned Innate Ref: “Cultures and Organizations”, Hofstede, Geert Multicultural Diversity
  8. 8. Multicultural Diversity Implications Rituals Heroes Symbols Practices Ref: “Cultures and Organizations”, Hofstede, Geert SYMBOLS: Words, gestures, images and objects HEROES: people dead or alive, real or no who are behavioural models RITUALS: collective activities socially considered esential … Practices: group of symbols, heroes and rituals which can be seen although true meaning is only interpretable by group members Geert-Hofstede Model Multicultural Diversity Values <ul><li>Values: </li></ul><ul><li>Good vs Bad </li></ul><ul><li>Dirty vs Clean </li></ul><ul><li>Dangerous vs Safe </li></ul><ul><li>Forbidden vs Allowed </li></ul><ul><li>Moral vs inmoral </li></ul><ul><li>Beautiful vs ugly </li></ul><ul><li>Natural vs unnatural </li></ul><ul><li>Normal vs abnormal </li></ul><ul><li>Irrational vs rational </li></ul>
  9. 9. Multicultural Diversity implications <ul><li>It’s possible to cluster countries to analyze similarities in Talent Management practices perceptions </li></ul>Multicultural Diversity Italy France Spain Latin US UK Anglo Nordic Germanic Germany The Netherlands Sweden Norway Denmark Need for Harmony Colectivism Source : Different Cultures, Similar Perceptions: Stereotyping of Western European Business Leaders. Catalyst
  10. 10. Talent Management in European Cultures ENGAGEMENT Source : Talent Management in European Cultures. Catalyst Positive view of job Positive view of company Commitment to doing a good job Turnover Intentions <ul><li>BARRIERS </li></ul><ul><li>Lack of sponsor/ mentor </li></ul><ul><li>Limited politic knowledge </li></ul><ul><li>Few role models </li></ul><ul><li>Limited career opportunities </li></ul><ul><li>LEADERSHIP CHARACTERISTICS </li></ul><ul><li>Age </li></ul><ul><li>Region </li></ul><ul><li>Gender </li></ul><ul><li>TALENT </li></ul><ul><li>MANAGEMENT </li></ul><ul><li>PRACTICES </li></ul><ul><li>Commitment to Talent Diversity </li></ul><ul><li>Management Accountability </li></ul><ul><li>Fair decision making processes </li></ul><ul><li>Constructive feedback </li></ul><ul><li>Line of Sight </li></ul><ul><li>Work Flexibility </li></ul><ul><li>Supportive supervisory relationships </li></ul>Multicultural Diversity
  11. 11. Female Talent: Business Case The company have made a public commitment to increase female representation at senior manager level from 29% to 36% in 2012 (CSR Report) @ Merck <ul><li>More than 50% of graduating physicians are women (feminization) </li></ul><ul><li>Research show the role women play as healthcare decision takers, social network influencers and activists </li></ul>Healthcare <ul><li>Adaptability and best fit with Gen Y expectations </li></ul><ul><li>Best managers, leaders and investors </li></ul><ul><li>Reflection of an inclusive culture </li></ul>Female Leadership <ul><li>Bottom line study with Fortune 500 (Catalyst): + 40% profitability </li></ul><ul><li>Female and profitability (Finland; 13.000 firms): +10 % profitability </li></ul>Profitability
  12. 12. Managing Female Representation Female Talent 40% Executive Country A (45%; 45%) Country B (46%; 36%) Country D (31%; 32%) Country C (45%; 26%) Retention Progression (Manager and Executive Levels ) Progression (Executive level ) 30% 50% C 50% 40% Manager 36% (Merck reference) Within the Region: Setting different local measures Company Marketplace Promotion (in) Promotion (out) Recruitment Turnover + _ Within the Countries: Understanding drivers of representation
  13. 13. Diversity Strategy: GCG Model Asian Black Differently Able Generational LGBT Inter-Faith Latino/ Hispanic Native/ Indigenous Women Men Global Constituency Groups <ul><li>10 Constituency Groups representing all Merck </li></ul>Diversity Strategy
  14. 14. GCG Approach: 4 Common Questions <ul><li>External Focus </li></ul><ul><li>What can Merck do to influence the image within and buying decisions of our constituency? </li></ul><ul><li>Who are the most important external organizations / individuals that Merck should partner with from our constituency? </li></ul><ul><li>Internal Focus </li></ul><ul><li>What are the vital few things you would like to see Merck focus on to enhance inclusion for members of our constituency? </li></ul><ul><li>What are the most effective ways for Merck to accelerate the development of leaders from our constituency ? </li></ul>CV related questions HPO related questions Goal: Vital Few Recommendations Diversity Strategy
  15. 15. GCGs and ERGs Global Constituency Groups ERG’s Society Social Networks Diversity Strategy
  16. 16. GCG Journey in 2008 February Global Launch March – April Expanding the Network June – Sep GCGs / CoEs Partnership October EC review and approval May Virtual Strategy Summit Initial thoughts on 4 Qs Input from SMEs Insights from Company strategic initiatives Each GCG self-organize around 4 Qs Input from other employees Research and benchmarking Each GCG integrates input from workstreams Identification of key success factors Prioritization Come as “One Voice” across GCG’s Refine work with CoE & Line to develop recommendations for EC 8 Vital Few Recommendations 4 internal and 4 external 17 quick-wins and medium-term actions
  17. 17. Complete installation of GCG recommend-ations; DWE&ER begins auditing regions/divisions for global diversity objectives Full integration of Diversity and Inclusion into our business model; all Merck operations engaged in D&I objectives Culture Survey scores at goal for our regions/divi-sions; best-in-class external recognition Timeline for Diversity realization Diversity Strategy Roll-out of initial GCG recommenda-tions; Expansion of ERGs to ex-US operations; global D&I training curriculum installed 2009 2012 2010 2011
  18. 18. Flexibility: Business Case Workforce Trends: Macro Trends: Flexibility
  19. 19. Business Case for Flexibility in the Workplace <ul><li>Focus Groups and interviews worldwide: a common concern a-mong Merck employees </li></ul><ul><li>Flexibility Survey: a common diagnostic of benefits among employees and supervisors </li></ul><ul><li>Productivity and Innovation (Center for Work and Family) </li></ul><ul><li>Talent Attraction (Alliance for Work-Life Progress) </li></ul><ul><li>Commitment and Health (Halpern) </li></ul><ul><li>Deloitte: less turnover </li></ul><ul><li>IBM: productivity and less turnover </li></ul><ul><li>Pharma Industry: productivity in part-time sales and higher commitment </li></ul>Benchmarking Research on Benefits A consistent request Solid benefits Achievable Employee input Flexibility
  20. 20. Flexibility Survey A Employees <ul><li>Awareness / Interest </li></ul><ul><li>FWA vs Occasional </li></ul><ul><li>Experience (use, satisfaction, support…) </li></ul><ul><li>Perceived barriers (attitudes, workload, nature of work…) </li></ul><ul><li>Impact (morale, productivity, career…) </li></ul>B Supervisors <ul><li>Experience </li></ul><ul><li>Perceived barriers (attitudes, workload, nature of work…) </li></ul><ul><li>Impact (morale, productivity, career…) </li></ul>C Satisfaction and Engagement E Comments D Background <ul><li>Household employment </li></ul><ul><li>Children </li></ul><ul><li>Adoption plans </li></ul><ul><li>Caregiversc </li></ul><ul><li>Extra effort </li></ul><ul><li>Intention to stay </li></ul><ul><li>Recommend to others </li></ul>
  21. 21. Global Flexible Work Arrangement - Policy <ul><li>SCOPE – All Merck employees </li></ul><ul><li>PURPOSE – Provide flexibility in the workplace - which is imperative to our remaining competitive in the marketplace, for attracting/retaining talent and enhancing business outcomes </li></ul><ul><li>Managers approve or disapprove Flexible Work Arrangement requests </li></ul><ul><li>Occasional flexibility is also encouraged as long as business needs are met </li></ul><ul><li>FWAs supported by Merck include: </li></ul><ul><ul><li>Part-time </li></ul></ul><ul><ul><li>Job sharing </li></ul></ul><ul><ul><li>Flextime </li></ul></ul><ul><ul><li>Compressed Work Weeks </li></ul></ul><ul><ul><li>Telework </li></ul></ul><ul><ul><li>Remote work </li></ul></ul><ul><ul><li>Other options: hybrid arrangements, seasonal work, project-based approaches, etc. </li></ul></ul><ul><li>One global process for requesting/reviewing/deciding on FWA </li></ul>Flexibility
  22. 22. Global Flexible Work Arrangements – Guiding Principles Flexibility is good for our business and good for our people. Equitable consideration Flexible work arrangements are not an entitlement. Results are what count, not &quot;face time.&quot; 1 2 3 4 The reason for a flexibility request is not part of the process. Flexibility does not limit career opportunities . Flexibility helps the company become an Employer of Choice. Flexibility is a two-way street 5 8 6 7
  23. 23. Support tools Flexibility
  24. 24. Q&A