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Novartis Template 2003

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Novartis Chinese Culture Club Talent Exchange Program ... 'At Novartis Pharmaceuticals Corporation, diverse experiences and points of view ... – PowerPoint PPT presentation

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Title: Novartis Template 2003


1
The Diversity and Inclusion Imperative
Michelle Gadsden-WilliamsVice President and
Global HeadDiversity and Inclusion
2
Definition Diversity and Inclusion
  • Diversity is about understanding and maximizing
    differences the variety of perspectives,
    opinions and contributions that we each bring to
    the business
  • Inclusion is about leveraging diversity to create
    an environment and culture that is welcoming,
    collaborative and productive

To make this work for any business, our
challenge as leaders is to create an inclusive
environment that will drive diversity into the
business.
3
Why is Diversity Inclusion So Important?
Employer of Choice
  • Inclusive environment
  • Culture that values people
  • Talent development is a priority
  • Employee referrals are a strength
  • Access broadest talent pool
  • Identify and explore new opportunities
  • Draw upon unique and different skills,
    styles, experiences and perspectives
  • Recognize achievements
  • Understand and exceed expectations
  • Create customer loyalty
  • Build competitive advantage

Drive Business Results and Competitive Differ
entiation
Innovation


Customer Insights
4
The US Population is Becoming Increasingly Diverse
  • Hispanics are the fastest-growing segment of the
    population, and now account for 13, as do
    African Americans.
  • The US Asian population currently consists of
    10.6 million people, and represents 4 US
    however, this population group is expected to
    triple in size by 2050.

Note ethnic population statistics will not sum
to total because Hispanics are counted as any r
ace
Source Projected Population of the United
States, by Race and Hispanic Origin 2000 to 20
50. U.S. Census Bureau, 2004
5
The Lines Are CrossingA Growing Shortage of
Workers in the U.S.
Expected Labor Force and Labor Force Demand
Millions of People
Source Employment Policy Foundation analysis
and projections of Census/BLS and BEA data.
6
Growth in Buying Power Among Hispanic and Asian
Consumers will Outpace that of Caucasians by 21
from 1990 to 2010
Over a 20-year span, the buying power of US
consumers will increase 2.8 times from 4.271
trillion in 1990 to 11.847 trillion by 2010.
Significantly, in the same period, both the
Hispanic Asian consumers will show a five-fold
increase in their buying power.
(Of any race)
Source Selig Center for Economic Growth,
The Multicultural Economy 2005 Americas
Minority Buying Power
Note ethnic population statistics will not sum
to total because Hispanics are counted as any r
ace
7
Certain Ethnic Groups are Disproportionately
affected by Chronic Diseases and May Have More
Negative Outcomes than Caucasians
Incidence
Deaths(per 100,000 people)
Source American Heart Association - Heart
Disease Stroke Statistics 2004 National
Health Interview Survey, 1997
Source American Heart Association
Heart Disease Stroke Statistics - 2004 Update
8
Diversity Inclusion Fundamentals
  • Diversity is the foundation without it the
    pyramid collapses.
  • When an inclusive environment is created, we
    leverage diversity.
  • Diversity Inclusion Innovation Growth

9
It Works Evidence of Success and Impact
10
The Diversity Inclusion Strategy
To support a long-term vision, a meaningful DI
strategy must have the following 4 key components
11
The DI Strategy Improving Representation
  • Ensure diversity is represented at all levels and
    in all functions
  • Innovative and creative solutions to sourcing
    diverse talent (i.e. Executive Search Firms,
    HBCUs, external networks, etc).
  • Internship / Fellowship Programs
  • Improve retention by understanding root causes
  • Strengthen the talent pipeline and bench
    strength
  • Create robust developmental opportunities

12
The DI Strategy Building Capability
  • Build organizational competency on diversity and
    inclusive leadership behaviors by developing a
    comprehensive DI training curriculum
  • -Model the way by ensuring that all
    employees, at every level, complete the required
    training a phased approach works well!
  • Invite key subject matter experts to share best
    practices and key learnings with senior
    leadership and employees.

13
NPC Diversity and Inclusion Training Curriculum
Basic Awareness Training
Diversity 101
From Awareness to Business Application
Diversity 201
Enhancing our Ability to Recruit, Develop and
Retain Talent
Diversity 301
Diversity Task Force Training
Diversity 401
14
2006 - NPC Diversity Inclusion Speaker Series
Dr. Johnnetta B. Coles President, Bennett
College for Women and Chair of the United Way
Dr. Rohini Anand SVP and Chief Diversity
Officer, Sodhexo
Amy George, Vice President Global Diversity and I
nclusion, Pepsico
15
Our DI Strategy Driving Ownership and
Accountability
  • Form an Executive Diversity Council
  • Establish Employee Resource Groups (ERG)
  • Strengthen ERGs
  • Executive Sponsors
  • Network Leaders Conferences
  • Lead Divisional/Departmental Diversity Councils
  • Measure progress and link to performance and
    compensation
  • Quantitative
  • Qualitative
  • Culture Index
  • Inclusion-related objectives

16
2005-2006 Executive Diversity Council (EDC)
Sponsor Alex Gorsky
Co-Chair Michelle Gadsden-Williams
Chair Gary Rosenthal
EDC Membership
  • Bob Ackerman BAS
  • Linda Brennan Finance
  • Sandip Kapadia Oncology
  • Kathryn Metcalfe Communications
  • Laura Perkins Sales
  • Judy OHagan HR
  • Barbara Kennedy Public Affairs
  • Sheila Straub Development
  • Olivier Bassi Legal
  • Stephen Cunningham CDMA
  • Ling Wu Ophtha
  • Frank Porfido Transplant
  • Vivian McCain Pharma Ops
  • Joe Ramirez IT
  • Christine Sakdalan Marketing

17
EDC Diversity and Inclusion Priorities
  • Improve Retention and Job Satisfaction
  • Integration of Diversity into NPC Performance
    Management processes
  • Promote Leadership Accountability and Action
  • CEO Diversity Inclusion Award Program
  • Multi-media Diversity Toolkit for managers
  • Build our Effectiveness in Managing a
    Multi-Cultural Workforce and Marketplace
  • Mandatory Diversity Awareness Training for all
    employees at all levels through 2006
  • Increase focus on Attracting the best talent
  • Internal and External Communications Strategy

18
How Do We Measure Diversity and Inclusion?
Quarterly Demographic Updates to Executive
Committee
Tracking hiring, promotions and retention
statistics
Collecting Anecdotal Data(i.e., Focus Groups,
affinity group feedback, etc.)
Organizational Health Survey
On-going Talent Management Review Discussions
(i.e., succession planning, stretch assignments,
etc.)
19
NPC Affinity and Networking Groups
All Affinity Groups Sponsored by an Executive
Committee Member
  • African American Leaders
  • Asian American Affinity Group
  • Caregivers Affinity Group
  • Chinese Culture Club
  • Executive Women Impacting Novartis
  • Novartis Parenting Network
  • Gay, Lesbian, Bi-Sexual, Transgender
  • Hispanic Leaders Network
  • Military Affinity Group
  • Novartis Gold Affinity Group
  • Women in Leadership (Field-based)
  • Oncology Resource Group

20
NPC Affinity Groups Have Positive Impact on the
Business
  • Exjade is a medication for patients dealing with
    chronic iron-overload removes iron out of the
    body due to multiple blood transfusions
    sickle-cell patients
  • The African American Leaders Affinity Group was
    used as an internal focus group to discuss
    strategies for multicultural awareness on
    sickle-cell disease
  • Generate ideas for minority programs, marketing
    strategies, etc.

The Executive Women Impacting Novartis (EWIN)
Group along with our Cardiovascular Sales and
Marketing Team partnered to educate women
physicians and key opinion leaders on womens
cardiovascular disease and the changing Medicare
environment and the impact on the treatment of
patients
21
NPC Affinity Groups Have Positive Impact on the
Business (Contd)
  • Novartis Chinese Culture Club Talent Exchange
    Program
  • Robust Chinese economy and exponential revenue
    growth of Novartis China are positioning China as
    a global player and a major CPO within Novartis
  • Further expansion of Novartis China and planned
    opening of RD center requires top talent with
    global experience
  • Bridging knowledge gap and exchanging talent are
    rising demands that calls for immediate
    attention
  • The Talent Exchange Program will allow employees
    of Chinese decent to have short or long-term
    assignments in the US and abroad

22
Our DI Strategy Ensuring Sustainability
  • Leverage our Advisory Boards
  • Link DI to the NVS values and behaviors
  • Incorporate change management principles
  • Link to community involvement and supplier
    development
  • Communicate progress and key messages
    internally and externally
  • Recognize excellence through reward programs

23
At Novartis Pharmaceuticals Corporation, diverse
experiences and points of view contribute to a
culture where performance is rewarded and
achievement is recognized. Cultivating an ope
n, inclusive environment that values ideas
and opinions from all associates at all
levels in the organization is critical
for the success of Novartis and
our mission to improve lives.
Alex GorskyHead of Pharma North America and
CEO,Novartis Pharmaceuticals Corporation
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