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GlaxoSmithKline Origin
SmithKline Beecham1989
GlaxoSmithKline2000
GlaxoWellcome1995
Glaxo Wellcome SmithKlineCorporation
Beecham plc
RIT
GSK Biologicals
We are a world leader in vaccineinnovation and manufacturing
We have one of the strongest vaccinepipelines in the industry with over 20vaccines in clinical development
We expect our unique expertise in antigenand Adjuvant System technology to makethe differenceThe vaccines market is poised for explosivegrowth
As a global company, we’re ideally positioned tocapture a significant market share in all markets
Vaccines for the World
We are a primary supplier to internationalorganizations such as UNICEF, GAVIWe provide vaccines to some of the mostdisadvantaged regions of the world atpreferential pricesClose to 80% of our vaccines weredistributed to the poorest countries in 2008We work with policy-makers to establishvaccination policies and ensure vaccinesare available to allFor more than a decade we were the onlycompany committed to all tree of the WHO’stop infectious disease priorities,
• HIV/AIDS• Tuberculosis• Malaria
The world’s most advanced malariacandidate vaccine
“When I’m speaking to the press, I’mthinking Who are the people I should
praise?” says Bill Gates.
He mentions “GlaxoSmithKline..”
GSK Biologicals Personnel
4478 4471
6262
8000
91679500
4144
33322916
25782384
2115
1584
981
716
418
0
1000
2000
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8000
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1984 1988 1992 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Emer
ging
Mar
kets
BR
IC
USA
Del
iver
Lat
eVa
ccin
eFo
reca
st
Bui
ldTh
erap
eutic
Port
folio
Prio
ritis
e ea
rlypr
ophy
lact
icas
sets
GrowthStrategies
GrowthEnablers
Levers
Sim
plifi
catio
n
Stimulate & Drive Empowerment Improve Decision MakingStrengthen Collaboration
Develop Leadership CapabilitiesImprove Talent sourcing & development
CERVARIXfull potential
SYNFLORIXSuccessful launch
Minimise out ofSTOCK
PIPELINEnext value wave
ROTARIXgrow
GSK Biologicals Strategic Ambitions
HR Transformation : Goals
Strengthen HR’s ability to add strategic value
Reduce total cost of delivering HR services
Deliver a value-added service on what is deeply strategic and a low-cost yet effective service on what is deeply transactional
HR Transformation : Guiding Principles
Tighten HR on a national levelEliminate duplication through strong shared serviceoperations , greater standardisation, and removal of HRsilosDevelop Centres of Excellence with deep specialistknowledgeSimplify HR Service Delivery by driving standardisationSupport Line Management to own their peoplemanagement
Deliver a value-added service on what is deeply strategic and a low-cost yet effective service on what is deeply transactional
15
Bio HR Vision
A pro-active, highly effective,business focused and value
adding global function.
A function that has the capability,capacity and attitude to
influence and support thebusiness agenda.
Meananswers n=336(106HR,230BL)
2
1
910 3
4
56
11
8
12
7
1315 14
16
1.0 3.0 3.5 4.0 4.51.0
3.0
4.0
4.5
3.61
3.15
2.5
3.5
1. Recruiting and onboarding/induction2. Succession planning for top/critical positions3. Talent management/developing key and emerging
talent4. Building future capabilities to deliver strategy5. Personal development and planning (PDP)6. Learning and development7. Deployment processes – global mobility8. Organizational design9. Culture development10. Change management11. Compensation and benefits12. HR IT systems – employee data management13. Diversity programmes14. Employee relations15. Employee health services16. Union/works council labour relations
Focus area
* Scale of 1–5 (5 = excellent, 4 = good, 3 = adequate, 2 = inconsistent, 1 = poor, often holds the business back, ‘Don’t know’)** Scale of 1–5 (5 = critical, 4 = very important, 3 = important, 2 = moderately important, 1 = not important)
HR capabilities
Importance** - How important is this activity to your business?
Performance*– How would you rate GSK's performance?
Mean
HR Diagnostic Survey results
GSK’s Strategic priorities
Grow a diversified, global business
Deliver more products of value
Simplify the operating model
Individual empowerment
Build trust
GSK Biologicals HR Strategy
Deliver VaccinesAmbitious
Growth
Deliver MoreVaccines of
Value
Simplify theOperating Model
Create a Cultureof Individual
EmpowermentBuild Trust
GSKStrategicPriorities
Bio Global Talent
Bio StrategicCapability
Bio CulturalChange
HRStrategicPriorities
Bio New HR Service Delivery Model
KeyEnablers
Bio HR Community & HR Capabilties
Biologicals’ HR Strategic Priorities
Bio Global Talent
Global reach
Integrated with business strategy
Performance Management
Succession Planning
Talent Acquisition
Talent Retention
Improve Talent Sourcing andDevelopment to deliver the ambitiousvaccines growth
• Resource to mirror growth• ‘Flexible’ international careers
• Linked to planning cycle• Better Talent Forecasting
•Leverage coaching and individualperformance management to maximise Biobusiness performance
• Drive proactive career development tostrengthen our succession pipeline
• Leverage talent acquisition to help strengthenthe diversified Bio talent pool
•Optimise the employee value proposition to retainrecognised leaders and experts
Biologicals’ HR Strategic Priorities
Leadership Capability building inpriority areas
Commercial Capabilities
Manufacturing Capabilities & Flexibility
Global Compensation & BenefitsStrategy
• Developing people, flexible thinking, teamwork,empowerment, customer focus ,continuousimprovement• Further strenghthen Business Mindset
• Improve commercial capabilities , developvaccine capabilities in Emerging Markets
• Improve GIO Workforce Flexibility• Support Manufacturing Footprint optimisation• Technical Competencies development
• Line of Sight Reward• Ensure competitive Total Reward position• Optimise Employee Total Value Proposition
Build the leadership , technical andorganisational capability to ensure Bio cansustain the ambitious growth
Bio Strategic Capability
Biologicals’ HR Strategic Priorities
Stimulate and drive empowerment
Improve Decision Making
Strengthen Collaboration
•Empowerment index•Identify and remove unnecessary restrictions•Empowerment of key governing bodies
•Decision Making Survey•Decision Making Model
•Foster a culture of collaboration to deliver GSKBio ambition by enabling individuals and teams toachieve more together than alone• Collaboration Toolkit
Leveraging Cultural Change to enable thesuccessful delivery of Bio’s GrowthAmbition
Bio Cultural Change
Bio HR Community , our most important enabler
HR People and Competencies
HR Processes
HRIS
•Right people in right job•Upgrading of HR skillsets•Improved HR Career Development
•Standardise and strengthen highly Strategicprocesses•Standardise and simplify operational andtransactional processes
•Fit for purpose systems•Maximise automation where possible
Ensure the capacity , capability and attitudeto successfully influence and support thebusinesss agenda
Bio HR Capability
Where do we want to get to?
HR BP structures to develop HR business strategy and deliver competitive advantage
HR CoEs providing world-class expertise and standard toolsand transversal / consistent approaches across the business
HR Operational and Transactional Service Delivery. Provided in country to capture
scale economies and drive standardization
‘Fit-for-purpose’ HRIS
Targetted HR Ratio evolution
TargetCurrent
Employee per HRFTE
HR Expenses per employee
HR Expenses in % of Turnover
82
1303 1260
0.71
104
0.42
Bio HR Service Delivery Model
HR BUSINESSPARTNERS
Business focus
GlobalHR Operations
Operational roleTransactional roleDeployment
focus
BioCenters of Excellence
L&OD, TA/TM, C&BExpertise
focusBio HR
Service Delivery ModelFunctions
like a Triangle
Focus on HR Strategic priorities
Implementation of HR Transactional services linked tocontractual / compliance specsthrough Global Shared Services
Request for HRspecific operational
& transactional supportthrough Local / Regional
Shared Serviceseg Recruitment, training,…
Implementation of businessspecific operational & transactionalsupport through Local / Regional Shared Serviceseg Recruitment, training,…
Request for businessspecific operational& transactional supportthrough Local / RegionalShared Serviceseg Recruitment, training,…
BUSINESS
Our Direction
HR is seen as being a key enabler of change across thecompany with a unique role in driving GSK’s ongoingstrategic agenda
HR is an effective, lean, agile global organisation aligned toachieve key company objectives by creating anenvironment where world class talent thrives, leaders andemployees are highly developed, motivated andempowered, and HR product & services are efficient,integrated, simplified and standardized.
Building a global, capable, confident and progressive HR organisation.
In summary : what are we solving for ?
Strengthen HR’s ability to add strategic value
Reduce total cost of delivering HR services
Deliver a value-added service on what is deeply strategic and a low-cost yet effective service on what is deeply transactional