The Roche HR Experience Map. Christine Renz Head of Attraction, Sourcing & Hiring Roche Basel

Transcription

1 The Roche HR Experience Map Christine Renz Head of Attraction, Sourcing & Hiring Roche Basel

2 Roche at a glance Founded 1896 in Basel, Switzerland Founding families still hold majority stake Employing 85,000 people Currently active in 150 countries on all continents Sales 2013: 46.8 billion Swiss Francs Clear focus on healthcare Leadership in pharmaceuticals (#3)* World s largest biotech company (position #1)* with truly differentiated medicines in oncology, virology, inflammation, metabolism and CNS Leadership in in vitro diagnostics (#1) and pioneer in diabetes management Unique innovation model * Source: Decision Resources, Q4/2013

3 HR Collaboration Model 3 distinct roles ensure business focus, strategic approach and efficiency in HR solutions Strategy and Process Excellence Business and Execution Excellence Operations Excellence CoE Comp & PM CoE Learning & Org. Effectiveness Pharma pred Group Functions (Finance, IT, Legal, HR, Communi-cations) HR Operations (Servicing, Systems, Process, Planning) CoE Benefits & Global Mobility CoE Attraction & Sourcing Diagnostics gred Centers of Excellence Global HR Business Partners HR Operations

4 How do we enable careers in HR? A comprehensive approach Leadership Pipeline HR Perspectives HR Talent and Succession Management External Talent Management Online Resources Corporate Leadership Council (CLC) icedr.org Getabstract.com Bersin by Deloitte. + Development Programs HR Open Doors Roche HR Leadership Academy HR Skill Building e.g. Recruiting Acad., Comp & PM & STM Boot Camps, On the Job HR Experience Map Job Shadowing Cross-functional projects International Assignments Stretch Assignments

5 How did we not approach the topic Traditional approach to building HR capabilities 1. HR role-specific training and development Recruiting development seminar Mentoring opportunities for HRBPs 2. Focus on defining competencies, without alignment to clear developmental action steps HR Competency Model HR staff Display business acumen Demonstrate strong leadership Collaborate with key stakeholders What specific actions do I take to build these competencies? Challenges Uneven knowledge and capability across HR groups Limited mobility across HR roles Increased competition for strategic impact with all HR groups trying to prove their strategic value

6 How did we approach the topic Roche s Shared HR Development Model 1. Shared HR Development Translate role-specific success drivers into common HR development experience HR Experts (includes COE staff) Global and local HRBPs HR Servicing and Support (includes Shared Services) 2. Clear development action steps Define attainable action steps aligned to development across all career stages Benefits Consistent baseline capabilities across HR roles support high-quality business service delivery Transparency of each group s business awareness breaks down potential trust barriers Similar development allows staff movement across HR roles for better career pathing

7 Translating role-specific success drivers into common HR development experiences (1/2) 1. HR Leader interviews 2. Aggregate success drivers highlighted by HR Leaders Global HRBP Lead 1. Supporting a major organizational restructuring project HR for HR Lead HR Leader (from across HRBP, COE, and shared services roles) L&D Leader Compensation Head 1. Designing L&D programs for different countries Working with leaders across client groups to design the most relevant employee R&R programs 2. 3.

8 Translating role-specific success drivers into common HR development experiences (2/2) 3. Identify common building blocks 4. Roche s Pan-HR Development Experience Map What is common for success across HR roles and facilitates career growth in HR? What is most relevant for HR staff to deliver strategic impact across the HR value chain? What is relevant across time as business conditions change?

9 12 key experiences in one HR staff resource (1/2) Business Focus People Focus Self- Improvement Build business knowledge and experience through opportunities to work across client groups and regions. Facilitate effective HR-line interactions and relationships through focus on building people management and leadership skills. Develop key skills for the new work envi-ronment, including data judgment and collaboration, through mentoring and coaching.

10 12 key experiences in one HR staff resource (2/2) On-the-Job actions for all skill and seniority levels Global Head of Compensation 15 years at Roche development gaps: limited experience in business level initiatives Potential action steps Work on a new office development project outside your home country. Join a business turnaround project outside your home location. Support the organizational leadership in designing the competitive differentiation strategy for Roche. Work with a mentor in the diagnostics business to learn about the challenges of Diagnostics compared to Pharma. Set up informal conversations with HRBP peers across business units to learn about business unit-specific challenges. Read annual reports for different Roche businesses to learn more about their objectives and results. Recruiting Manager 5 years at Roche development gaps: No international experience, lack of experience outside recruiting HRBP Lead new to Roche development gaps: Limited understanding of Roche s business units and operations

11 The HR Experience Map live

12 The results 1. Enhanced development support to HR staff Ten percent increase in percentage of HR staff rating career development opportunities and support as very effective. 2. More trust and collaboration across HR roles = 10 % Improved career guidance and support Source: Roche GEOS Survey; CEB analysis.

13 Corporate Leadership Council (CLC)

14 Doing now what patients need next

15 icedr.org Leadership Development, Talent & Change Management

16 Getabstract.com World s largest biz book summary Compressed knowledge, on the go

17 Berin by Deloitte. WhatWorks Roche Membership on all HR Practice Areas Intranet link will follow soon in the interim, please contact Manuela Waefler to get signed up.

18 Roche HR Open Doors A global Induction Program for HR Leaders very engaging days, I really enjoyed the program very dynamic and well structured Roche's high morale It felt like the leaders live the values good & insightful to get the overview & get the understanding how it all fits together HR Open Doors Feedback (from recent June 2013 session) 100% rated the overall experience as Good or Excellent of which 87% rated the overall experience as Excellent 1.26 Total Evaluation Average Score (1=Excellent, 2=Strong, 3=Satisfactory, 4=Below Expectations, 5=Poor)

19 Roche HR Leadership Academy (HRLA) Structure, content and duration

20 Roche HR Leadership Academy (HRLA) A state of the art global HR development program I ve really enjoyed all of our sessions! Interaction, great diversity of peers to network with Great balance of lecture, (business) cases and discussion Most valuable to me was the applicability of the content in my HR role HRLA (Cohort A) in 2012 vs. HRLA (Cohort D) in Overall Average Score 3.95 Overall Average Score 37% Rated the overall HRLA experience as Good or Excellent 58% Would recommend or highly recommend the HRLA to other colleagues 100% Rated the overall HRLA experience as Good or Excellent 100% Would recommend or highly recommend the HRLA to other colleagues 63% Rated the HRLA as same or superior to any other training that they have attended 100% Rated the HRLA as same or superior to any other training that they have attended

21 Delegation of Authority Governance Clarity Guide to decision-making responsibility in key areas of HR Recently revised to reflect recent changes