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Resilience case study - GlaxoSmithKline Karen Crampin Health & Performance Project Leader, GSK.

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Presentation on theme: "Resilience case study - GlaxoSmithKline Karen Crampin Health & Performance Project Leader, GSK."— Presentation transcript:

1 Resilience case study - GlaxoSmithKline Karen Crampin Health & Performance Project Leader, GSK

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



5 What is resilience? The ability to be successful, personally and professionally, in a highly- pressured, fast-paced and continuously changing environment.

6 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

7 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

8 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

9 Lack of resilience has negative impact Lack of engagement/commitment Impaired business performance Burn-out Compliance/litigation

10 Team resilience “A diagnosis for a conversation that will lead to sustainable change” Assessment (diagnosis) Facilitated workshop (conversation) Sustainable change (action plan)

11 What does the survey measure? Sources of pressure Effect of pressure Outcome Drivers of commitment/engagement

12 Pressure performance stages Level of Pressure Performance Low High MaximumMinimum Average Boredom Comfort Stretch Strain Overwhelmed Source: Williams, 1994 Fatigue, poor judgement, poor decision making Exhaustion, serious health problems, breakdown, burnout optimum performance when you’re here


14 Resilience, engagement & wellbeing High engagement & commitment Good health & wellbeing 4 56321 4 3 2 1 5 6 High enjoyment High energy Low intention to leave High pride Lower enjoyment Lower pride Low enjoyment Higher intention to leave 4 2 1 3 3 27%22% 23% 28%

15 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

16 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

17 Personal resilience

18 Attitudes and behaviours of resilient people Confident Focused and organised Adaptable Proactive Energetic

19 Impact of personal resilience training Significant improvement in: Fatigue Sense of feeling relaxed Mental clarity Self esteem Self reported stress cases



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