Resilience case study - GlaxoSmithKline

Karen Crampin

Health & Performance Project Leader, GSK

Improving GSK’s performance, by enhancing the health and resilience of its people

What is resilience?• The ability to be successful, personally and

professionally, in a highly- pressured, fast-paced and continuously changing environment.

Situation - business realities

• Highly competitive global market for both products and people

• Environment experiencing unprecedented rate of change

• Yesterday’s critical success factors and ways of working may not lead us to success in the future... there are new requirements

Performance implications

• Ability to absorb new information, adapt and readapt quickly

• Collective management of knowledge and information to keep up with rate of change and create competitive advantage

• Enhanced self-management for personal effectiveness and resilience

• New leadership skills to create a culture that can adapt more quickly and more creatively than the competition

Underlying beliefs at GSK• People who effectively enhance and sustain

their resilience perform better

– balance contributes to resilience, physical and psychosocial well-being

• As an R&D knowledge company, the source of GSK’s competitive advantage lies with its people

• Stress is a symptom of pressure mismanagement

• Workplace culture can impede or enhance pressure management

Lack of resilience has negative impact

• Lack of engagement/commitment

• Impaired business performance

• Burn-out

• Compliance/litigation

Team resilience

“A diagnosis for a conversation that will lead to sustainable change”

• Assessment (diagnosis)

• Facilitated workshop (conversation)

• Sustainable change (action plan)

What does the survey measure?

• Sources of pressure

• Effect of pressure

• Outcome

• Drivers of commitment/engagement

Pressure performance stages

Level of Pressure

Per

form

ance

Lo

wH

igh

MaximumMinimum Average

Bo

red

om

Co

mfo

rt

Str

etch

Str

ain

Ove

rwh

elm

edSource: Williams, 1994

Fatigue, poor judgement,

poor decision making

Exhaustion, serious health

problems, breakdown,

burnout

optimum performancewhen you’re here

UNITED STATES of AMERICAUNITED STATES of AMERICA

CANADACANADA

BRAZILBRAZIL

ARGENTINAARGENTINA

UNITEDUNITEDKINGDOMKINGDOM

REPUBLIC OFREPUBLIC OFIRELANDIRELAND

FINLANDFINLAND

LATVIALATVIA

POLANDPOLANDGERMANYGERMANYBELGIUMBELGIUM

FRANCEFRANCE

SPAINSPAIN

ROMANIAROMANIAITALYITALY

TURKEYTURKEY

SAUDISAUDIARABIAARABIA

EGYPTEGYPT

NIGERIANIGERIA

KENYAKENYA

REPUBLICREPUBLICOF SOUTHOF SOUTH

AFRICAAFRICA

INDIAINDIA

CHINACHINASOUTHSOUTHKOREAKOREA JAPANJAPAN

TAIWANTAIWAN

MALAYSIAMALAYSIA

AUSTRALIAAUSTRALIA

BANGLADESHBANGLADESH

SINGSINGAPORAPOREE

PUERTOPUERTORICORICO

DENMARKDENMARK

NETHERLANDSNETHERLANDS

MEXICOMEXICO

CZECH CZECH

REPUBLICREPUBLIC

HUNGARYHUNGARYSWITZERLANDSWITZERLAND

ISRAELISRAEL

COSTA RICACOSTA RICA

PAPANANAMAMA

PERUPERU

CHILECHILE

Resilience, engagement & wellbeing

High engagement& commitment

Good health & wellbeing

4 5 63214

3

2

1

5

6

High enjoymentHigh energyLow intention to leave

High prideLower enjoyment

Lower pride

Low enjoymentHigher intention to leave

42

1 33

27% 22%

23%28%

Outcomes of team resilience

• Work-related mental ill-health down by 60%

• Reported pressure due to work / life conflicts fell by 25%

• Staff satisfaction with the company increased by 21%

• 14% increase in willingness among staff to experiment with new work practices

Follow up groups –time 1 & time 2 compared

Improvement in:

• Relationships - with supervisor and customer/suppliers

• Management practices - support

• Career and development – challenging role

• Control, culture and engagement with work

Personal resilience

Attitudes and behaviours of resilient people• Confident

• Focused and organised

• Adaptable

• Proactive

• Energetic

Impact of personal resilience training

Significant improvement in:

• Fatigue

• Sense of feeling relaxed

• Mental clarity

• Self esteem

• Self reported stress cases