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 discussed in the presentation.

1. Human Resource Management
Presented to:
Mr. Abdul Hameed Khan
Presented by:
M. Suhaib, Yousuf Ayub, Mizna Awan,
Zeeshan Valliani, Beena Rizvi

2. Agenda
• About GSK
• Vision & Mission
• Values & Behavior
• Strategic Priorities
• HR Functions
1. Training & Development
2. Career Development
3. Health & Safety
4. Job Analysis, Job Specs and Job Description

3. ABOUT
About GSK

4. About GSK
In 2001, Glaxo Wellcome and SmithKline
Beecham merged to form GlaxoSmithKline
Today, GSK is a leading research based
pharmaceutical company in the World

6. The World of GSK

7. PRODUCTS

8. 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

9. Values & Behaviors
Values
• Respect for People
• Patient Focused
• Transparency
• Integrity
Behaviors
• Flexible Thinking
• Enable and Drive Change
• Continuous Improvement
• Customer Driven
• Developing People
• Building Relationships

10. Strategic Priorities

11. 11
TRAINING AND
DEVELOPMENT

12. Training and Development (T&D)
Human Resource Development – Major HRM
function consisting not only of T&D, but also
individual career planning and development
activities and performance appraisal
Training and Development – Heart of a
continuous effort designed to improve
employee competency and organizational
performance
12

13. Training and Development (T&D)
Training - Designed to provide learners with the
knowledge and skills needed for their present
jobs – formal and informal
Development - Involves learning that goes
beyond today's job – more long-term focus
Learning Organization – firms that recognize
critical importance of continuous performance-
related training and development an take
appropriate action 13

14. Training and Development (T&D)
Key Factors
Increasing a person education level increases
productivity
Organizational Development.
14

15. Factors Influencing T&D
Top management support
Commitment from specialists and generalists
Technological advances
Organizational complexity
Learning style
15

16. The Training and Development (T&D)
Process
16
Determine T&D Needs
Establish Specific Objectives
Select T&D Method(s)
Implement T&D Programs
Evaluate T&D Programs

17. Determining Training and
Development Needs
In order to compete
effectively, firms must
keep employees well
trained.
17

18. Establishing Training and
Development Objectives
Desired end results
Clear and concise objectives must be
formulated
18

19. T&D Methods in GSK
Classroom Programs
Mentoring
Coaching
Role Playing
Simulations
Distance Learning and
Videoconferencing
E-learning
On-the-Job Training
Job Rotation
Internships
19

20. Management Development
All learning experiences resulting in upgrading
of skills and knowledge needed in current and
future managerial positions
Imperative managers keep up with latest
developments in their fields while managing
ever-changing workforce in a dynamic
environment
Requires personal commitment of individual
manager
20

21. Reasons to Conduct Management Training
Inside of the Company
Training more specific to
needs
Lower costs
Less time
Consistent, relevant material
More control of content and
faculty
21

22. Special Training Areas
Telecommuter – permit manager and
employee to define job responsibilities and
set goals and expectations
Diversity – develop sensitivity to create
more harmonious working environment
Ethics – develop corporate culture that
rewards ethical behavior
Conflict Resolution – communication skills
needed to resolve gridlock
22

23. Organization Development
Survey feedback
process
Quality circles
Team building
Sensitivity training
24

24. Survey Feedback Description
Process of collecting data from
organizational unit through use of
questionnaires, interviews and other
objective data
Can create working environments that lead
to better working relationships, greater
productivity and increased profitability
25

25. Quality Circles
Groups of employees who
voluntarily meet regularly with
their supervisors to discuss
problems
Investigate causes
Recommend solutions
26

26. Team Building
Conscious effort to develop
effective workgroups
Uses self-directed teams
Small group of employees
responsible for an entire
work process
Members work together to
improve their operation
27

27. Sensitivity Training
Participants learn about themselves and
how others perceive them
No agenda, leaders, authority, power
positions
People learn through dialogue
Participants encouraged to learn about
themselves and others in group
Also called T-group training
28

28. Career Development

29. Career Development
• GSK is committed to rewarding, developing and
retaining talent.
• Wide range of resources are available to help
employees determine and meet career
development needs. These include:
– Management Trainee Program
– Performance & Development Planning
– On-the-job Development
– Career Innovation Zone
– myLearning
– Coaching and Feedback
– Sabbaticals

30. Management Trainee Program
• GSK runs a yearly drive for recruiting
management trainees from top
business schools 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.

31. Performance and Development
Planning
• GSK global Performance and
Development Planning process (PDP) is
developed to help employees at all
stages of their career.
• PDP is a powerful tool for matching
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.

32. On-the-job Development
• Opportunities for "stretch"
assignments, secondments, and
access to GSK cross business job
posting database
• Job rotations in different
departments
• International Training Programmes
• Special Training & Rotation plan is
prepared in which all Heads are
involved.
• At final stage, employees are
evaluated through a series of
interviews and then promoted (Key
Talent Identification).

33. Career Innovation Zone
• Career Innovation Zone is an
online portal that GSK
employees can access freely
at any time from work or
home.
• The portal 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.

34. 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
• It includes a number of
customized Leadership
Development offerings

35. 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.

36. Sabbaticals
• GSK rewards those who prove
to be an asset to the
organizations with long term
paid study leaves.
• 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.

37. Health & Safety

38. Health & Safety
• Health and Safety is considered on
priority at GSK.
• Employees from management and
non-management both are trained
on EHS (Environment Health &
Safety) systems that includes Fire
fighting system, Incidents
reporting, Accidents reporting, any
illness or disease reporting,
exposure and handling of
chemicals, use of masks, gloves etc.
• Employees are timely trained and
retrained on all Health & Safety
related issues

39. Lock Out Tag Out (LOTO)
• LOTO is an ambitious
program of physical guarding
launched to avoid any injury
due to moving parts
• Launched 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

40. Winner of Annual Environment
Excellence Award
• GSK received “Annual
Environment Excellence
Award” from the National
Forum for Environment
and Health (NGO)

41. Sustainability Initiative
• GSK is committed to continuous
improvement in energy and
resource consumption as part of
sustainability initiatives.
• 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.

42. Sustainability Initiative
• GSK has globally shifted its Energy
Reduction Target from Units
Consumption to Carbon dioxide
Emissions.
• 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.
• Saving in energy consumption are not
just attained from investments but
also from energy conscious behavior
cultivation at floor level.

43. Job Analysis, Job
Specification &
Job Description

44. Job Analysis, Job Specification &
Job Description
Create a culture of individual empowerment
Employee empowerment has been recognised
to be one of the main tools inspiring
motivation and loyalty among employees.
Right person for the right job!

45. Procedure
Job analysis of a particular position has been
carried out by HR
Departmental Head’s consent and feedback is
important
Job related requirements, KSA are listed
Job related KRA are defined
On the basis of this Job description is
prepared.

46. 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:

47. 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