Talent management at Novo Nordisk
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1 Talent management at Novo Nordisk Ann-Charlotte Hasselager CVP, R&D Business Partners RONNI C. BIRCH Denmark Ronnie has type 2 diabetes
2 Slide no 2 Why talent management To ensure we have the right talent to deliver on our vision and strategies To develop a strong internal talent pipeline of successors to our key positions in the future To live up to our aspiration of being an outstanding company to work for MAURIZIO BARDINI Italy Maurizio has type 1 diabetes
3 Slide no 3 The definition of talent is broad It is the combination of delivering high performance in current/previous positions and demonstrating potential for taking up a bigger responsibility/a more demanding position at a higher level Skills Potential TALENT Performance Motivation
4 Slide no 4 The focus is on key talent R&D Development Path Framework
5 Slide no 5 We believe that Talent can be identified and developed Development should focus on using strengths and minimise the impact of weaknesses Development must be continuous and relevant to business challenges Constructive feedback and challenging opportunities are the basis for effective development MICHELA SISANI Italy Michela has type 1 diabetes
6 Slide no 6 Traditional approach to talent management Talent deployment Talent recruitment Talent review Talent spotting Talent development Talent management is a management responsibility supported by HR
7 The graduate programme Talent management at Novo Nordisk Slide no 7
8 Slide no 8 The STAR programme
9 Slide no 9 Individuel Development Plan
10 Slide no 10 The scope for talent management Lighthouse Focused Talent Specialist talent Management Top Talent Greenhouse Core Talent General training and development activities Emerging Talent Pre-leader Talent Management
11 Slide no 11 Talent & development initiatives Key talent initiatives General development initiatives Lighthouse R&D Master Class R&D Greenhouse DRU Explorer programme BRU Bobler programme DRD Emerging leadership programme GD Emerging leadership programme RA Emerging talent programme CMC Pre-leader programme CVP VP Director Project director Line manager Project manager Team leader Experienced employee New employee Spotlight I + II Leading through other leaders Experienced managers ( Pit stop ) New Managers Program Women s leadership programme ( Spectra ) New Team leader programme ( Cockpit ) R&D Leadership Academy Driving performance Building teams Feedback and personal development Change communication Presence and coaching for performance Leadership UpDate workshops R&D Project Management Academy Lead the Project Lead the People Customised SIMI programme Performing in Projects Product Business Plan Cultural awareness working globally clean training Technical skill building Dark Blue = Corporate Novo Nordisk programme Light Blue = R&D programme
12 Talent management at Novo Page Nordisk 12 Talent programmes Identify Participants are nominated Management teams select participants based on defined entry criteria Assess, accelerate and develop Assess talent Clarify strengths and development needs Provide development activities Review Feedback provided to participants Members are reviewed yearly by relevant management teams
13 Slide no 13 Greenhouse programme Exposure to senior management Personality test Leadership tasks Business case work in teams Inspirational workshops IDP sparring Mentoring
14 Slide no 14 Lighthouse programme Transformational leadership journey First heart; then mind Story telling Multi sensory Hear, see, smell, taste Power point free zone Moving experience Hiking/biking/rowing? Move the participants emotionally Multi level connecting to Patients Business Society
15 Slide no 15 Tracking of talent programme participants Promoted Name, year of participation and year of promotion Horisontal career move Name, year of participation and year of job change In same job Name and year of participation Left Novo Nordisk Name, year of participation and year of exit
16 Slide no 16 Performance & potential grid POTENTIAL 4: High potential - Potential for position at a higher level and/or more complex position - Potential could justify either a one or two level vertical move 3: Potential to move laterally - Expand capability by developing in a new position at same level independent of current IPE and position - The lateral move could be within or outside talent s area of technical expertise 2: Stay in current job - Develop talent in current position - Potential still to be evaluated 1: Low potential - Consider alternative position - Reduce complexity in position (e.g. move one step down) 1: DNME 2: AE 3: ME 4: EE 5: O PERFORMANCE
17 Slide no 17 Template for talent review
18 Slide no 18 Talent deployment Mobility Career paths Succession management
19 Slide no 19 We source talent globally and We develop global talent
20 Slide no 20 Changing Diabetes and the Apis bull logo are registered trademarks of Novo Nordisk A/S
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