Novartis

Résumé du document

We learnt several things concerning the management used by the company, especially in the Human Resources Field, all thanks to the study of Global Talent Management at Novartis, published by the Harvard Business School in 2008. Along the study we are going to asses the way Novartis' management treats the different issues concerning HR. We will also offer new perspectives and concrete solutions to help the Company increase its productivity; keeping in mind the "culture of candor, performance, and accountability" they want to offer to their employees worldwide. We will help them achieve performance excellence, and deal with the challenges and opportunities with respect to talent management.

Extraits

[...] The transition must be smooth but consistent. By studying this issue, we saw that the standardization is a key component of the success for the pay-for-performance system, and that Novartis managers should really take their responsibility concerning this issue in order to get the company back on track, on the road of unity, productivity and success. Issue talent identification & management Talent identification is an issue that concern many managers around the world. The problem is to find the appropriate person for the job. [...]

[...] Managers were encouraged to keep an updated list of leadership talent. In addition, the company had recently expanded its hiring of HR professionals from XLRI Jamshedpur, School of Business and Human Resources, a top training source for HR talent. The company also hired marketing talent from the Indian School of Business a business school based in Hyderabad”. The company indeed has a certain amount of contact where it goes pick the appropriate persons for the job that requires help. It also go look for undervalued talents, which are less expensive but not less experimented or skilled. [...]

[...] To act in a certain way you have to understand why and share the same values. Concerning the manager training program sin Novartis, it includes modules such as "Setting Objectives," "Coaching Skills and Process," and "Managing for Performance Improvement." I think it is a lot similar than in other companies. Or at least companies of the same sectors, I man by that innovative company and highly productive companies where the management must be comprehensive in order to push innovation but also sometimes directive in order to push productivity. [...]

[...] We are now going to see how. We are going to articulate our thinking around 3 major issues which are the performance of the employees, the recruitment and management of talents and the development of careers and human beings within the Company. Issue increase the performance of the employees worldwide One of the first things Vasella proposed was the pay-for-performance. This is a largely spread system but still not in use in the Novartis Facilities when Vasella arrived. He indeed implemented it with the evaluation forms we know and other kind of personality and performance assessment that helped defined the salaries of the employee afterwards. [...]

[...] We are now going to see how Novartis can develop talents better in house. Issue talent development In this last issue we will more focus on the methods to use to develop talents within the Novartis subsidiaries and headquarters. According to Vasella it is important to develop a performance management and alignment around Novartis values. It is indeed better for the management that they are aware of the Company's culture and values and share the same opinion about it. How cultural differences affected implementation? [...]