Resilience case study - GlaxoSmithKline
Karen Crampin
Health & Performance Project Leader, GSK
Improving GSK’s performance, by enhancing the health and resilience of its people
What is resilience?• The ability to be successful, personally and
professionally, in a highly- pressured, fast-paced and continuously changing environment.
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
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
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
Lack of resilience has negative impact
• Lack of engagement/commitment
• Impaired business performance
• Burn-out
• Compliance/litigation
Team resilience
“A diagnosis for a conversation that will lead to sustainable change”
• Assessment (diagnosis)
• Facilitated workshop (conversation)
• Sustainable change (action plan)
What does the survey measure?
• Sources of pressure
• Effect of pressure
• Outcome
• Drivers of commitment/engagement
Pressure performance stages
Level of Pressure
Per
form
ance
Lo
wH
igh
MaximumMinimum Average
Bo
red
om
Co
mfo
rt
Str
etch
Str
ain
Ove
rwh
elm
edSource: Williams, 1994
Fatigue, poor judgement,
poor decision making
Exhaustion, serious health
problems, breakdown,
burnout
optimum performancewhen you’re here
UNITED STATES of AMERICAUNITED STATES of AMERICA
CANADACANADA
BRAZILBRAZIL
ARGENTINAARGENTINA
UNITEDUNITEDKINGDOMKINGDOM
REPUBLIC OFREPUBLIC OFIRELANDIRELAND
FINLANDFINLAND
LATVIALATVIA
POLANDPOLANDGERMANYGERMANYBELGIUMBELGIUM
FRANCEFRANCE
SPAINSPAIN
ROMANIAROMANIAITALYITALY
TURKEYTURKEY
SAUDISAUDIARABIAARABIA
EGYPTEGYPT
NIGERIANIGERIA
KENYAKENYA
REPUBLICREPUBLICOF SOUTHOF SOUTH
AFRICAAFRICA
INDIAINDIA
CHINACHINASOUTHSOUTHKOREAKOREA JAPANJAPAN
TAIWANTAIWAN
MALAYSIAMALAYSIA
AUSTRALIAAUSTRALIA
BANGLADESHBANGLADESH
SINGSINGAPORAPOREE
PUERTOPUERTORICORICO
DENMARKDENMARK
NETHERLANDSNETHERLANDS
MEXICOMEXICO
CZECH CZECH
REPUBLICREPUBLIC
HUNGARYHUNGARYSWITZERLANDSWITZERLAND
ISRAELISRAEL
COSTA RICACOSTA RICA
PAPANANAMAMA
PERUPERU
CHILECHILE
Resilience, engagement & wellbeing
High engagement& commitment
Good health & wellbeing
4 5 63214
3
2
1
5
6
High enjoymentHigh energyLow intention to leave
High prideLower enjoyment
Lower pride
Low enjoymentHigher intention to leave
42
1 33
27% 22%
23%28%
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
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
Personal resilience
Attitudes and behaviours of resilient people• Confident
• Focused and organised
• Adaptable
• Proactive
• Energetic
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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