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Institute of Business Management

Human Resource
Management
GlaxoSmithKline
Submitted to: Mr. Abdul
Hameed Khan
Submitted by:
Muhammad Suhaib 12953
Beena Rizvi

11892

Zeeshan Valliani

12543

Mizna Awan

11538

Yousuf Ayub

12918

Table of Contents
1.

GSK HISTORY........................................................................................................ 3

2.

THE WORLD OF GSK............................................................................................. 4

3.

VISION & MISSION................................................................................................ 4


VISION..................................................................................................................... 4
MISSION................................................................................................................... 4

4.

VALUES................................................................................................................. 5
Respect for people.................................................................................................. 5
Patient focused........................................................................................................ 5
Transparency........................................................................................................... 5
Integrity................................................................................................................... 6

5.

BEHAVIORS........................................................................................................... 6
Flexible thinking...................................................................................................... 6
Enable and drive change......................................................................................... 6
Continuous improvement........................................................................................ 6
Customer driven...................................................................................................... 6
Developing people.................................................................................................. 7
Building relationships.............................................................................................. 7

6.

STRATEGIC PRIORITIES......................................................................................... 7
Grow a diversified global business..........................................................................7
Deliver more products of value...............................................................................7
Simplify the operating model..................................................................................7
Create a culture of individual empowerment..........................................................8
Building trust........................................................................................................... 8

7.

TRAINING AND DEVELOPMENT............................................................................. 8


Development........................................................................................................... 9
Training and Development in GSK:........................................................................10
Performance & Development Plan Form (PDP)......................................................11

8.

CAREER DEVELOPMENT...................................................................................... 15
Management Trainee Program...............................................................................15
Performance and Development Planning..............................................................15
On-the-job development........................................................................................ 15

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Career Innovation Zone......................................................................................... 16
myLearning........................................................................................................... 16
Coaching and feedback......................................................................................... 16
Sabbaticals............................................................................................................ 16
9.

ENVIRONMENT, HEALTH AND SAFETY.................................................................17


Lock Out Tag Out (LOTO)....................................................................................... 17
Sustainability Initiative.......................................................................................... 18

10.

JOB ANALYSIS, JOB SPECIFICATION AND JOB DESCRIPTION..............................18

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

2. THE WORLD OF GSK

3. VISION & MISSION


VISION
GlaxoSmithKlines vision is inspiring:
The opportunity to make a difference to the lives of billions of people.

MISSION
GlaxoSmithKlines quest is to improve the quality of Human life by enabling people
to:

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DO MORE | FEEL BETTER | LIVE LONGER

4. VALUES
Values are Important and lasting beliefs or ideals shared by the members of a
culture about what is good or bad and desirable or undesirable. Values have major
influence on a person's behaviour and attitude and serve as broad guidelines in all
situations and special emphasis is being put now-a-days in organization to deeply
inculcate their values in their employees. GSK being the industry leader in the field
of pharmaceuticals has its own set of unique values that distinguish it from the rest
of the players.
The key values at the GSK are summarized as follows:

Respect for people


It is believed at GSK that respecting each other is the key to progress and growth for
everyone that includes GSKs business, employees and customers. Therefore, the
culture at GSK celebrates diversity and achieving goals with team work and
cooperation. The workplace at GSK fosters an environment where people feel free
to share their ideas and issues of concern which in turn leads to innovations in the
product offerings for the customers.

Patient focused
Customers are the main reason for a companys survival and being in the business.
GSK was one of the pharmaceuticals to realise this important secret of success. This
in turn ensures an unprecedented commitment from GSKs people to improving the
lives of billions and also dictates that all companys efforts, be it research,
manufacturing or distribution are geared towards continuous improvement.

Transparency
Transparency is yet another key value that is hugely emphasized at GSK. This is
reflected by GSKs commitment to building and streamlining existing systems to
eliminate any possibility of unfair practices. Employees are encouraged to express
their ideas and any unfair practice, if proven to be adapted by any employee is
dealt with critical cushion. The culture at GSK inculcates the value of taking full
personal responsibility for actions by its employees.

Integrity
The values at GSK go beyond merely complying with legal and ethical regulations.
Each member of the GSK family takes pride in making decisions which are not only
profitable but are morally sound, with the sincere intent of benefiting the patients.
This has helped the company to foster long-term relationships.

5. BEHAVIORS
GSK fosters a dynamic learning culture, which thrives on innovation and flexibility.
This is done to enable the company to provide the best customer-centric health
solutions by adapting to the changing needs of the healthcare market.
The work environment at GSK is characterized by the following six behaviours:

Flexible thinking
Multiple options for problem-solving are explored at GSK. This flexibility enables the
company to innovate to meet the ever changing needs of their patients. The flexible
thinking mainly drives its inspiration from the respect for people and integrity
values of the organization.

Enable and drive change


Adaptability in context of todays dynamic and ever changing environment has
become a pre-requisite for the success of any business. Therefore the ideas at GSK
are executed to realize benefit for customers and business growth thus creating a
win-win situation for both the parties.

Continuous improvement
Practices of Total Quality Management have gained popularity in the past few
decades due to their effectiveness in achieving business objectives and at the same
time being cost effective. Continuous Improvement is one important aspect of Total
Quality Management Practices which is accomplished at GSK by not only excelling in

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what they do, but at the same time find innovative improvements to current
practices.

Customer driven
Customer satisfaction lies at the core of GSKs business behaviours and the
employees are encouraged to incorporate this core behaviour into everything they
do.

Developing people
Employee training forms an important part of the employee development program.
Various trainings, seminars are held to educate employees to dispense off their
duties in the best possible manner. Empowered employees take initiatives and
provide creative solutions to challenges.

Building relationships
The main focus at GSK is on building the relationships through various PR and CSR
activities. Companys values inculcate trust and openness in everything it does
which helps the organization to foster long-lasting partnerships

6. STRATEGIC PRIORITIES
Strategic priorities are an indicative of a companys long term business objectives.
The business at GSK revolves around the following five basic priorities:

Grow a diversified global business


This strategic priority is reflected by the fact that the company has presence in 99
cities across 39 countries round the globe. The company is also well aware of the
threats posed to business by new entrants providing better products at cheaper
prices. The company is reducing this risk by broadening and balancing its portfolio
of products, diversifying new product areas, while also fully capturing opportunities
for its products across all geographic boundaries through aggressive marketing.

Deliver more products of value


The company realizes that the only way to maintain its position as an industry
leader is to transform its R&D into market offerings that effectively cater to the
needs of customer. This is done on a regular basis to ensure that the company not

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only deliver the current pipeline of new pharmaceuticals, vaccines and consumer
healthcare products, but that it is also able to sustain this flow of new products for
years to come.

Simplify the operating model


One way of sustaining the competitive advantage is to keep the operating model
simple. This forms the basis for adopting business practices at GSK where
continuous efforts are being made to simplify the companys current operating
model. This is done to ensure that it is fit for purpose and able to support
companys business in the most efficient and effective way.

Create a culture of individual empowerment


Employee empowerement has been recognised to be one of the main tools inspiring
motivation and loyalty among employees. The same applies equally to GSK where
empowerment is considered to be the key to achieving company goals and it
ensures that GSK employees are equipped with the tools and inspiration they need
to make decisions with confidence and accountability.

Building trust
Building trust is seen as a fundamental platform contributing towards the success of
GSK where it is believed that essentially without trust, the company dont have a
business.

7. TRAINING AND DEVELOPMENT

Most organisations look at training and development as an integral part of the


human resource development activity. The turn of the century has seen increased
focus on the same in organisations globally. Many organisations have mandated
training hours per year for employees keeping in consideration the fact that
technology is deskilling the employees at a very fast rate.

Training is described as an endeavour aimed to improve or develop additional


competency or skills in an employee on the job one currently holds in order to
increase the performance or productivity.
Technically training involves change in attitude, skills or knowledge of a person with
the resultant improvement in the behaviour. For training to be effective it has to be
a planned activity conducted after a thorough need analysis and target at certain
competencies, most important it is to be conducted in a learning atmosphere.

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While designing the training program it has to be kept in mind that both the
individual goals and organisational goals are kept in mind. Although it may not be
entirely possible to ensure a sync, but competencies are chosen in a way that a winwin is created for the employee and the organisation.
Typically organisations prepare their training calendars at the beginning of the
financial year where training needs are identified for the employees. This need
identification called as training need analysis is a part of the performance
appraisal process. After need analysis the number of training hours, along with the
training intervention are decided and the same is spread strategically over the next
year.

Development
Lots of time training is confused with development, both are different in certain
respects yet components of the same system. Development implies opportunities
created to help employees grow. It is more of long term or futuristic in nature as
opposed to training, which focus on the current job. It also is not limited to the job
avenues in the current organisation but may focus on other development aspects
also.
At Goodyear, for example, employees are expected to mandatorily attend training
program on presentation skills however they are also free to choose a course on
perspectives in leadership through literature. Whereas the presentation skills
program helps them on job, the literature based program may or may not help them
directly.
Similarly many organisations choose certain employees preferentially for programs
to develop them for future positions. This is done on the basis of existing attitude,
skills and abilities, knowledge and performance of the employee. Most of the
leadership programs tend to be of this nature with a vision of creating and nurturing
leaders for tomorrow.
The major difference between training and development therefore is that while
training focuses often on the current employee needs or competency gaps,

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development concerns itself with preparing people for future assignments and
responsibilities.
With technology creating more deskilled workers and with industrial workers being
replaced by knowledge workers, training and development is at the forefront of
HRD. The onus is now on the human development department to take a proactive
leadership role in responding to training and business needs.

Training and Development in GSK:


Training and Development in GSK is done through various procedures which are
covered below.
Whenever any person or employee enters in an organization then Orientation plan
is prepared by HR Manager that is mandatory for all employees. This program
covers all Business units that provides an overview of each area and giving an
introduction of the whole business process. In this program the employee rotates in
every business unit and gets the introduction of all the areas that helps him to
understand the organizational culture, business process and companys profile. It
also helps the organization to regenerate new ideas from fresh minds to develop
new projects.
For the existing employees, the Training plan is prepared on annual basis covering
the needs of each employee. The training needs are evaluated based on the
training needs and the performance of the employee. It is finally approved in the
Performance and Development Plan .
Besides all these kind of training programs, GSK also offers online Learning that
covers the policies and procedures of all areas and are available online. Employee
based on their training needs gets the training online and learn as per their plan.
Development plan of each employee is prepared as per their performance. They are
given the targets to get themselves developed and to learn the systems and
projects. Each year the development plan is prepared in the beginning of the year
and then monitored in mid-year and finally approved in the end of the year and
finally here the performance is also evaluated .

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Performance & Development Plan Form (PDP)

Name

Business
Unit

Job Title

Departme
nt

Managers
Name

Location

Plan Year

Country

Performance Plan
Performance Objectives:
what you need to achieve

Behavioural Objectives
how you need to deliver your performance
objectives

Accomplishments / Examples /
Comments
describe your progress to date

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ACHIEVING EXCELLENCE
Continous Improvement

Engaging and developing others


Team Work

Development Plan
Development Activities / Objectives:
include both long & short term
development goals
for your current role and career
aspirations

Progress & Accomplishments


describe your progress to date

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Review of Performance and Behaviours


Stakeholder Feedback:
record here feedback received from direct reports, colleagues, customers and other
stakeholders

Annual Review Managers Comments

Annual Review Employees


Comments

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Performance in meeting objectives and demonstrating the High Performance
Behaviours are important factors in compensation decisions.
This information, along with other factors, will be considered when making
compensation recommendations. Please consult your manager for further details.
My manager and I have discussed this annual performance and development review
and jointly prepared this document. My signature does not necessarily signify
agreement or disagreement.
Employees Signature: ________________________________________________ Date:
_________________
Managers Signature: _________________________________________________ Date:
_________________
Employee and manager must sign in order to finalise this PDP. In lieu of signing, the
employee can also email acknowledgement that the document has been received and
discussed. The manager must then attach the email to the document in order to
finalise.
Data Protection Law The data in this document may be stored in paper form or
electronically within the GSK computing environment and used by authorised data
users to highlight internal talent and possible job opportunities globally within
GlaxoSmithKline. By submitting this form and providing the information requested,
you are authorising GSK to use the data supplied for these purposes. Please see the
PDP guide for complete details on this subject.
Records Retention - This is an employment record which must be retained by the
Company.
Please refer to the GSK Global Records Retention Schedule, record category:
GRS056 for details of the retention period:
http://corporate2.glaxo.com/Docretention - select Search from the top menu,
enter GRS056 and click Search.

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8. CAREER DEVELOPMENT
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. Here are a few of the ways GSK Pakistan work with its
employees to help them achieve their full potential.

Management Trainee Program


GSK runs a yearly drive for recruiting management trainees from top professional
education institutions 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.

Performance and Development Planning


Performance and Development Planning process (PDP) is there to help employees at
all stages of their career with GSK. PDP is a powerful tool for matching employee
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.

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On-the-job development
On-the-job development is part of the way GSK work. Opportunities for "stretch"
assignments, secondments, and access to cross business job posting database are a
few of the resources available to its employees. Special Training & Rotation plan is
also prepared in which all Heads are involved and at the final stage, employees are
evaluated through a series of interviews and then get promoted.

Career Innovation Zone

Career Innovation Zone is an online resource that GSK employees can access freely
at any time from work or home. It 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.

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 including a number of customized
Leadership Development offerings.

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.

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Sabbaticals
GSK rewards those who prove to be an asset to the organizations with long term
paid study leaves considering the program which is being pursued is in line with the
job function or succession plan of the employee. 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.

9. ENVIRONMENT, HEALTH AND SAFETY

Health and Safety is considered on priority in GSK. Employees from management


and non-management both are trained on EHS (Environmental Health and Safety)
systems that includes Fire Fighting system, Incidents reporting, accident reporting,
any illness or disease reporting, exposure and handling of chemicals, use of masks,
gloves etc. To create a no injury and no-illness culture, Near-Miss-Reporting is
significantly improved at all the sites. Employees are timely trained and retrained
on all the Health and Safety related issues.

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GSK is committed to continuous improvements in energy and resource consumption
as part of Sustainability initiatives. The company 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.
GSK received Annual Environment Excellence Award from the national forum for
Environment and Health, an independent NGO advocating environmental friendly
practices, health care and safety.

Lock Out Tag Out (LOTO)


LOTO is an ambitious program of physical guarding launched to avoid any injury due
to moving parts 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

Sustainability Initiative
GSK has globally shifted its Energy Reduction Target from Units Consumption to
Carbon dioxide Emissions. Fast paced advancements and development in
technology is the most common practice, currently followed by leading
organizations across the world; however fact remains that resources are scarce.
Energy is one of the vital resources that drive the world.
Energy Conservation and Environment Protection have been the prime targets to
achieve for the sustainability of the business and betterment of the society at GSK
Pakistan. Energy targets are now measured in terms of Carbon dioxide emissions
every year by each site.
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.
The encouraging aspect is that savings in energy consumption are not just attained
from investments in these projects, but also from energy conscious behavior
cultivation at floor level. With same pace of projects, initiatives and positive
behavior in the team, a sustainable, environment friendly growth of business is
promised by GSK Pakistan through reduction in CO2 emissions.

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10.
JOB ANALYSIS, JOB SPECIFICATION AND JOB
DESCRIPTION
Job Analysis, Job Description and Job Specification is s technical, approved process
at GSK and reflects upon its stating mission and strategic priorities of creating
empowerment among its employees and developing people.
GSK believes in finding the:
Right Person for the Right Job at the Right Time
To incorporate this principle in practice, the HR team at GSK works with sincerity to
effectively analyze the right specifics of a job. Description of any jobs requirements
both in terms of KSAs i.e. Knowledge, Skills and Abilities, as well as the KRAs Key
Result Areas are explicitly defined.
Representatives from the HR department consult the Head of the Department where
a new job position is to be opened. With coordination with the respective
departmental managers and or supervisors the job is analyzed for its functions,
requirements and responsibilities.
Description of the job has to be in a pre-set GSK approved form, See below, figure 1:
The Description gives the right amount of details yet the most comprehensive
summary of the factors of the job including, who would the employee report to,
what department, grade, site as in where in the global network of GSK offices, Job
title and business level etc.
The second half of the Form is more of open ended information regarding the
responsibilities and expectations for this job position. The form very clearly
demarcates the responsibilities, accountabilities and the key interfaces for the
position.

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GLAXOSMITHKLINE

JOB DESCRIPTION
Version Number:
Job Grade:
Job Title:
Reports to: (job title);
Date Updated: mm/year
Business Level 1: GMS Pakistan
Business Level 2: MEA
Business Level 3: Phama Operations

Site:
Department:

Review Date: mm/year

JOB FACTORS FOR THE POSITION


Job Purpose:

Key Responsibilities:

Accountabilities:

Complexity:

Key interfaces

Qualification, Specialized Knowledge and Skills required for the position:

Figure 1: Job Description Form at GSK

The second set of form used along with the Job Description form at GSK corporates
is the Job Delegation/ Deputation form. See Figure 2 below

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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.

Name of Designate::

Position Title:

Area of Responsibility:

02

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

Figure 2: Job delegation Form used at GSK

As you can see, this form clearly points to the delegator responsibility of the
employee. Who a certain employee is allowed to delegate tasks to is supposed to be
an official formal procedure at GSK, unlike most other organizations.
At the end the Job description is approved with all its specificities by the Manager,
HR personnel, Manager at the departmental level and finally and most importantly
by the employee.

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