1. Succession Planning at Glaxo Wellcome, R&D
Succession planning goals
Alignment to corporate culture
Process
Benefits
Identification criteria
Types of development
Monitoring progress
Summary

2. Succession Planning Goals
Develop and retain high performers
optimize intellectual capital
Leadership pipeline
groom individuals for future leadership positions

3. Alignment with R&D Culture
Employee development principles and roles
Performance management system
competency-based
performance & development planning
reviews
Internal recruitment
Diversity

4. Alignment with GW world
Across 76 sites, in 30 countries, 6 regions, with ~ 60,000 employees
Support regionalization
Centralizing - establishing global functions:
i.e. M&S, IS, Finance, R&D, HR
Align policies/systems
Talk about size, spread of sites,
Many systems and processes - no single infrastructure
hard to share info
hard to make decisions across operating companies and sites
hard to move people around into development positions
different policies regarding comp/bens & grading
different policies regarding budgets and headcount Move
innovations in different parts of company arenow sharing and adapted in others
creative freedom to try out - R&D is place to experiment
Centralizing our global functions - connect and streamline operations
succession planning is happening globally now - all feed into central activity

5. Succession Planning Process: Strategic Talent Management
Strategizing for Success
Review/Define Business Objectives & Challenges
Identify Critical Capabilities
Agree Development Needs (Gap Analysis for Dept/Div)
Identify Development Opportunities
Coaching Skills Training
Developing Others (1 day)
Coaching Edge (2 days)
Shaping the Culture
Employee Development Philosophy
Identify Barriers to Success
Develop Action/Communication Plan for Department
EDR
Process
Strategic Talent Review
Development Planning Discussions

6. The Process Global EDR meeting Mgr-EE Dept. Mgmt team Div. Mgmt team
Dir. Mgmt team
R&D Exec E.D.R.
3-4 times per year
2 times per year
Yearly

7. Benefits Development occurs in line with business needs
Stimulates ideas & actions for development
Shared ownership of people’s development
Reduces bias
Foundation for EDR
Continuing to embed the process and culture around development
Managers are starting to see the benefits
HR structure to support
OE working with each R&D Divisional Exec team
support unique Divisional cultures
work to adapt STM within each Division
creative ways to get same outcome
I drive process and work with OES
to pull across R&D
to interface with other business areas

8. Identification Criteria
Past performance
Development potential
Competencies
Behaviors
Goals & aspirations

10. Types of Development Opportunities
On-the-job:
assignments
projects
new positions
location
functional
Coaching/mentoring
Leadership training
Give real life examples where development happened as a result of STM/EDR process...

11. Types of Executive Leadership Training
In house:
S.E.D.P.
I.L.P.
I.C.L.
External, e.g.
C.C.L.
I.N.S.E.A.D.
L.B.S.

12. Monitoring progress for continuous improvement
Track turnover
Track promotions & new positions
Track rewards
bonus, share options
Track training
Gather feedback
Employee survey

14. Key Results of Surveys
In ‘98, 68% EDRC reported having written development plan vs 54% in ‘97
In ‘98, 77% EDRC given opportunity to improve professional skills vs 65% in ‘97
In ‘98, 80% EDRC reviewed development with manager for >60min vs 59% non-EDRC
In ‘98, 70% EDRC believed rewards were linked to performance, vs 50% in ‘97
In ‘98, 51% non-EDRC believed rewards were linked to performance vs 35% in ‘97

15. In Summary Established a consistent process People are engaged
Development is happening
Increased communication & coordination across GW
Continuously improving