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HR Transformation Leaders Conference Luc Vanden Broeck Vice President HR GSK Biologicals May, 19, 2009

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HR TransformationLeaders Conference

Luc Vanden BroeckVice President HRGSK Biologicals

May, 19, 2009

Agenda

Who are we ?

HR Challenges & priorities

HR Service Delivery Model

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 across the world

GSK Biologicals Personnel

4478 4471

6262

8000

91679500

4144

33322916

25782384

2115

1584

981

716

418

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

10000

1984 1988 1992 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

30%

41%

29%

GSK Biologicals Employment

Managers

Workers

Employees

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

GSK BiologicalsHR Challenges & priorities

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

Bio New Global HR Service DeliveryModel

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

Questions ?