Globalisation of HR GVFHRA Kimberly Wipf, Executive Director, Global Recruitment AstraZeneca.
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Transcript of Globalisation of HR GVFHRA Kimberly Wipf, Executive Director, Global Recruitment AstraZeneca.
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Globalisation of HR
GVFHRA
Kimberly Wipf, Executive Director, Global Recruitment
AstraZeneca
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Top 5 Reasons to Go Global• You like to collect air miles on airlines that you will never
be able to us
• You like getting up at 3:30am for a 1 hour conference call with the UK
• You like carrying large suitcases up hotel stairs filled with import/export for your family and friends
• You like getting a smaller bonus than expected because your European Boss thinks Americans are paid too much
• You like eating fish for the fifth meal in a row because you don’t know any other words on the menu
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Agenda• Background
• Globalisation
• Standardisation or “why can’t I do things the way I want?”
– Where does value come from? Why does it matter?
• Managing the “white space”
– Integration points for other functions/processes
• Learnings
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Background -- AstraZeneca
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SOME FACTSOne of the world’s leading pharmaceutical companies.
A 70 – year track record of innovation that includes theIntroduction of many world – leading medicines
Active in over 100 countries; strong presence in key markets;growing presence in important emerging markets
Over 67,000 employees: 17% in the UK, 38% in ContinentalEurope, 30% in the Americas and 15% in Asia, Africa and Australasia
17 principal research centres in 8 countries.
29 manufacturing sites in 20 countries.
Extensive sales and marketing networks worldwide.
Cancer
Cardiovascular
Gastrointestinal
Infection
Neuroscience
Respiratory & Inflammation
THERAPY AREAS
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Addressing the Globalisation of the Workforce
Traditional hierarchical models
are giving way to matrix organisation, project teams, and
collaboration models
Organizational Unit Country
Global
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Global Trends
“Old HR”
• Some centralised capacity
• HR processes managed independently
• Multiple, disparate budgets and investments
• Multiple systems with regional/functional variation
“New HR”
• Extensive centralised capacity
• Delivery responsibility consolidated across process
• Clear allocation of financial resource from central HR
• Single, simple connected systems with global consistency
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Specific Global Business Challenges
• Industry/Economic forces unlike anything in past experience
• Different growth patterns
– Western vs Eastern markets
• Overcoming past experience
– Prior technology projects
• Language
• True global capabilities
– HR and the Line
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Learning Mgt
HR Strategic/ Decision Support
Talent Mgt.
HR Data, HRIS, & Records Mgt.
Payroll & Benefits
Administration
Recruitment Admin. and Staffing
Non Core - Transactional Core – Decision Support
Operational HR – What is it?
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Standardisation – A “four letter word”?
• “My business is different!”• “I don’t like that format”• “You don’t understand how my
business works”• “It’s easier/faster for me to do it my
way”• Need to get a handle on true value
drivers• Risks of non-compliance and
complexity of business rising• Duplication of effort drives higher
business costs
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A Case in Point -- Technology
• “My business is different!”• “I don’t like that format”• “You don’t understand how my
business works”• “It’s easier/faster for me to do it
my way”
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Questions to Answer
• What are the business drivers for my company? Do they differ by geography?
• What differentiates our people management practices? Will globalisation impact those differentiators?
• Do I have the HR capabilities to drive standardisation and consistency?
• How do I better understand the needs of my customers?
• What is the “global glue” for my organisation? How can I exploit that?
• What does the line value from HR?
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AZ’s Approach
Lead Where It Matters Most
Provide value adding advice, challenge and support with courage and confidence
Use expertise, data and insights to guide people management decisions and actions to deliver outcomes
Be Lean and Agile
Get the basics right
Keep it simple and have clear points of contact
Set and deliver service standards
Challenge ourselves to be better than our competitors on cost and value
Be HR Professionals who make
every interaction count
Demonstrate clear accountability at all levels
Think and act as “one HR” globally
Deliver to the highest standards
Be business leaders first, with HR expertise
Lead Simplify DeliverProvide People Practices and Support…
…To Drive Business Success
HR Functional Strategy
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Opportunities & Challenges at AstraZeneca
• Strong engagement with line management
• Global has become the way we work
• Strong employee value proposition
– Employee engagement drives business value
• Lack of standardisation – across functions/geographies
• Duplication of roles/processes and systems
– Some overlap of roles within HR and between HR and line managers
– Disparate and unconnected systems
• Customer experience can be disjointed and complex
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AZ’s Approach
Organisation structure and governance
HR processes and technology
HR individual capabilities, skills and
behaviours
Greater separation of strategic, operational and transactional services and support
Global alignment of specialist resources
Stronger governance from HRLT
Simpler, more standardised and intuitive global processes
Shared service approach for transactional and operational activity
Improved technology that is easier to use
Higher levels of expertise in key roles
Investment in development of HR capability particularly in analytics and business acumen
Clear accountability and more effective performance management
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The Global HR Structure
HRVP, Global HR Services
HRVP, Performance & Reward
HRVP, Workforce Planning & Talent Management
HRVP, Leadership and Organisational Effectiveness
Executive VP HR
HRVP, R&D
HRVP, Corporate Functions
HRVP, Operations
HRVP, NA and Global Marketing
HRVP, International Marketing
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Lessons Learned• Manager skill is critical – spend more time on this than you
might think is necessary
• HR capability and capacity must be factored in. Don’t overestimate the readiness of HR staff to work differently
• Business Partner model – how many do you need? Focused on what?
• Transparency and honesty build trust in change
• Keep the customer at the forefront of decisions
• Clarity of the desired state is as important as the path to getting there
• Visibility and alignment of leadership drives trust in the strategy
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Global Recruitment
GovernanceCapability
Model
Organisation Structure
Global Processes
Metrics
Technology
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Integration Points
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In a nutshell
• Standard – Drive consistency where difference doesn’t drive value
• Simple – Core HR processes and activities must be easy to be effective
• Intuitive – Think like the user, not like HR
• Customer centric – does it help the user be more effective in delivering value to external customers?