Amgen HRcom speech 9.27€¦ · · 2005-10-07Career Development: A Global Talent Management Initiative at Amgen September 27, 2005 Presented by: James Taylor, Senior Training Manager

Career Development:A Global Talent Management Initiative

at Amgen

September 27, 2005Presented by:

James Taylor,Senior Training Manager

Beverly Kaye,Founder, CEO

Career Development: A Global Talent Management Initiative at Amgen

1

The Business Case for Development

Retaining and attracting individuals

Upgrading skills and knowledge

Promoting diversity of thought and style

Preserving institutional memory

Developing a line of succession

Easing the transition to new assignments

Strengthening competitive advantage.

© 2005, Career Systems International

What Kept You?

q Exciting work, challengeq Career growth, learning &

developmentq Great peopleq Fair pay q Good bossq Recognition, valued, respectq Benefitsq Meaningful work – making

a differenceq Pride in organization, mission,

productq Great work environment, culture

q Flexibility: work hours,dress, etc.

q Autonomy, creativity, sense of control

q Job security & stabilityq Locationq Diverse, changing workq Funq Being part of a teamq Responsibilityq Loyalty & commitmentq Comfort on the Job

© 2005 Beverly Kaye & Sharon Jordan-Evans

The CareerPower Model

Agreed-upon Action plan to guide an individual’s development needs

LINKPlan

Selection of multiple development options

linked to business needs

LEVERAGEPossibilities

Knowledge of industry and organization trends and

career implications

LOOK AHEADPlace

Continued dialogue about strengths and

development needs

LEVELPerspective

Greater understanding of abilities and career fit

LISTENPerson

ResultsManager ActionsThe 5 Ps



2

The Consultative Partnership

Blending of Models

Recognizing Values

Acknowledging Competency Dimensions

Integrating Leadership Development

Adapting Cultural Requirements

Accepting “Continual” Continuous Improvement

Our Products Bring the Benefits of Science to Patients

A World Leader in Biotechnology

We pioneered the revolution in protein-based (large molecule) human therapeutics

Now, we’re leading the industryinto its next wave of innovation by:

Using a multiple-modality approach (large and small molecules, antibodies and peptibodies, nucleic acids)

Developing best practices in research and manufacturing


3

R&D Investment(millions)

Revenue(millions)

Staff

Our Record of Consistent Growth

$2,718

$8,356

$10,550

$3,340$3,629$4,016

$5,523

1998

1999

2000

2001

2002

2003

2004

5,600

6,400

7,3007,700

10,100

12,800

14,400

1998

1999

2000

2001

2002

2003

2004

$663

$823 $845 $865

$1,117

$1,655

$2,028

1998

1999

2000

2001

2002

2003

2004

Reasons Why Coaching and Development Is More Important than Ever

We have been, and will need to continue to be, even more competitive

A commitment to retaining talent

After a period of rapid growth, need to assimilate new staff

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Understanding the Person

Competence

Opportunity

Motivation


4

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Opportunity

Competence

Wor

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Motivation

Rookie

Competence

Opportunity

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Competence

Opportunity

Chore

Motivation


5

ExtraordinaryPerformance

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Understanding Possibilities

Source: NovationsGroup, Inc.

Stage ILearning the Fundamentals

Stage IIApplying Expertise

Stage IIIGuiding Others

Stage IVShaping the Future

Stages of Contribution

Many Ways to Build a Satisfying Career

Value of Contribution

Non-Management Options

I

II

III

IV

Management OptionsIII

IV


6

The Role of a Leader at Amgen

The Leadership “How” The Business “What”

ü Charts the Course

ü Develops Best Tea

ü Delivers Results

ü Role Model

ü Deliver Financially

ü Advance the Pipeline

ü Compete Successfully

ü Grow the Talent Base

ü Assure Reliable Product Supply

So That

Our Talent Learned To:

Find the motivation to begin working on development.

Share expectations, needs, and hopes for continued development.

Broaden skills and savvy to increase flexibility, and offer added value to you organization.

Participate in special assignments for enrichment and skill building.

Gain a broader perspective of the industry and organization.

Set short-term and long-term goals.

Build Development Plans to achieve those goals.

Make use of all opportunities for education, training and development.

Our Managers Learned To:

Help clarify strengths and develop needs.

Offer perspective on reputation and potential.

Share information on business needs, trends and norms.

Connect with other people or resources within your organization.

Assist in identifying appropriate career options and development goals.

Help formulate a Development Plan for accomplishing goals.

Supply the support and resources necessary to implement the Plan

Web Resources

Career Systems International: www.CareerSystemsIntl.com

Talent Tune Up:http://keepem.com/Talent_TuneUp.asp

Retention White Papers: http://www.keepem.com/ResearchRetentionConventionReports.asp

What Kept You Survey: http://www.keepem.com/surveys/whatkeptyou/

Retention Drivers Report: http://www.keepem.com/RD_form_.asp

Satisfaction Requires Action Survey and Report: http://www.loveitdontleaveit.com/takesurvey.asp

Jerk Survey: http://onlinecsi.net/jerk/jerksurvey.asp

Turnover Calculator: http://www.careersystemsintl.com/employeeretention.htm


Adapted from CareerPower for Coaches™ with permission by Career Systems International, ©2003. All rights reserved.

www.CareerSystemsIntl.com

The Manager as Developer A Critical Coaching Competency By Beverly Kaye

Today’s business world is characterized by globalization, increasing competition, an ever-accelerating pace of change, an overabundance of information, a never-ending technology revolution, a growing number of mergers and acquisitions, layoffs, and a declining talent pool. In this chaotic world, a business can only survive if it can attract the “best and the brightest” to its workforce. It can only thrive if it continues to grow and develop, while retaining, the talents of its workforce. When studies are conducted to find out what employees value in a job, career (opportunities and development) always appears among the top three, typically before the expected answers of pay and benefits. Our 20 years of research in career development has shown that managers can create a development environment and in doing so, make a huge impact in retaining and engaging their talent. What employees really want is a relationship with their managers, whereby they can have open, honest, two-way conversations about their abilities, interests, and options. They want managers to listen to their perspectives, offer their points of view, and provide encouragement. In keeping with our philosophy of simplicity counts “big time” with today’s busy managers, we have identified five skills, fundamental to the process of coaching talent in managing and developing their careers: ü LISTEN: To get peak performance from your employees, to help

them grow and develop in a meaningful way, to maximize their potential and to get them to want to stay, you have to really get to know them as individuals. Create an open climate to dialogue with employees to help them identify their career values, work interests, marketable skills and career concerns – assist them to understand and articulate what they want from their careers.

ü LEVEL: Provide employees with on-going, open, honest and candid feedback regarding performance, reputation and career goals – suggest specific actions they can take to improve in these areas.

ü LOOK AHEAD: Provide information about the organization, the profession and the industry – help employees understand the strategies of the organization, as well as the cultural and political

When talent believes the

organization places a high priority on

their development, they feel valued – productivity and

commitment increase along with

customer and employee retention.

A leader’s ability to contribute to an organization’s mission, and, ultimately, the bottom line is

determined by his or her ability to

attract, retain and develop today’s

knowledge workers

Adapted from CareerPower for Coaches™ with permission by Career Systems International, ©2003. All rights reserved.


realities. Looking ahead means that you and your employees have to look beyond departmental borders and comfort zones, to seek information that may impact development needs or career aspirations.

ü LEVERAGE: Help talent identify multiple and realistic options for their career growth and development within the enterprise and work with them to formalize career development plans.

ü LINK: Help talent develop detailed learning assignments and action plans to move their career aspirations from vision to action.

While each of these skills has its own unique focus and direction, they build on one another to form a comprehensive model for career development conversations and coaching between managers and their employees. Managers can build a work environment where teams can thrive, remain competitive, and develop specialized knowledge or skills. Managers can construct the pipeline for the flow of talent in an organization. If they build the pipeline, the employees will traverse it. When employees feel their manager cares about developing their talent, they also believe the organization cares. Their commitment, engagement and discretional effort increase – along with it, productivity and profitability.

Word Count: 519 Beverly Kaye, author of classic career development book Up is NOT the only Way (revised, Davies-Black, 1997, co-author of bestseller Love ‘Em or Lose ‘Em: Getting Good People to Stay (Berrett-Koehler, 1999 & 2002) and Love It, Don’t Leave It: 26 Ways to Get What You Want at Work (Berrett-Koehler, 2003) is internationally recognized as one of the most invested, knowledgeable and practical professionals in the area of Talent Management. For reprint permission or more information about Beverly Kaye contact Career Systems International at (800) 577-6916 or [email protected]. Press contact: Helen Bensimon, (301) 765-0603 or [email protected]

One of the highest critical success

factors to an organization’s

survival – let alone continuing success

– in the global economy is its

ability to develop and engage the talent it needs

Build a Cultureof DevelopmentDesign a system of partnerships.

The Business NeedCareer development makes good

business sense. All employees need toimprove their skills—whether they aretechnical, administrative, or manager-ial—taking full advantage of their avail-able learning resources.

A well-designed career developmentsystem enables leaders to tap theirwealth of in-house talent for staffingand promotion by matching the skills,experience, and aspirations of individu-als to the needs of the organization.

The StakeholdersIn designing a system supportive of

development culture, a partnershipmust be developed between the

employee, the leader or the manger,and the organization. Each stakeholderhas a specific role to play.

The individual’s role. Career anddevelopment plans are available toemployees to help them maximize jobsatisfaction and effectiveness—movingemployees from inertia to initiative,from seeing problems to seeing possi-bilities, from being critical to takingcontrol of their own future. This leadspeople to develop a portfolio thatincludes transferable skills and compe-tencies, realities about options, andideas from concrete action planning. Inthis way are employees empowered tobe their own “talent agents”, to sellthemselves when the organization has aproject opportunity. Being able to artic-ulate their career aspirations not onlyhelps employees but also helps the

ONE OF THE STRONG-est messages for

today’s workforce isthe necessity for self-accountability forone’s own career.

Organizations are developing newattitudes that encourage employees totake the leadership role for developingtheir own career. These companiesbelieve that their competitive advan-tage depends on their capacity to createa development culture that promotesindividual development—not justpromotion; career resiliency—not com-pany reliance; and career empower-ment—not company entitlement.

More organizations are espousing aphilosophy that builds on strong per-formance management groundwork andprovides a guided process for careergrowth and job satisfaction. These com-panies intend to benefit employeeswhether they stay or choose to seek oppor-tunities elsewhere that more closelymatch their talents and aspirations.

The SystemExcellent companies today are com-

mitted to develop a high-performing,competitive workforce ready to pro-vide quality services and products tocustomers and to contribute to thecompany’s success for as long as possi-ble. When there is no longer a fit,employees are responsible for pursingtheir career options.

Career development is not a pro-gram, but a process that integrates andsupports ongoing activities, maximiz-ing the value of on-the-job experiencewith training and development oppor-tunities. Career development expandscareer options through challenging jobassignments, education, and training.The process fully involves employeesby getting input from them on theircareer interests and expectations andplacing them in positions that maxi-mize their contribution.

organization identify those who are pre-pared to meet future challenges.

The organization’s role. The organiza-tion supports the process by developingand maintaining systems and structuresthat provide needed information, offerdevelopment opportunities, and estab-lish evaluation and reward systems. Mo-bility processes enable people to makecross-functional moves where they havea strong interest and where they addvalue. Career development throughmanagement and specialist paths areequally valued. Excellent career systemsare integrated with performance man-agement, team building, compensation,and recruitment systems.

The team leader/manager’s role. Whilethe individual has primary responsibil-ity for directing his or her own career,the manager needs to be the careeradvocate, having frequent discussionswith employees about what they dobest and what they want to do. Themanager should provide candid feed-back on strengths and weaknesses, offeradvice regarding realistic career expec-tations, link the employees to the avail-able resources, and offer support. Suchongoing dialogue enhances productiv-ity and results in a partnership thatmatches people with the positions orprojects that maximize their talents.

The Bottom LineFor some people, career planning

may come naturally. They evaluate theirstrengths, decide what they want to do,and develop strategies to achieve theirgoals. However, for people who have acodependency with the organizationthere needs to be a more proactive andstructured approach to self-development.

When we view career developmentas a strategic imperative and designsystems that create a development cul-ture, we prepare people for challenges.

When people can determine theirprofessional and personal goals, theyare more likely to learn instead oflament, to produce and perform insteadof procrastinate, to be empoweredinstead of demanding entitlement. LE

Beverly Kaye is the founder and CEO of Career SystemsInternational and a leading authority in career development, talentretention, satisfaction and mentoring programs. She is the author ofUp is NOT the Only Way (Davies-Black), Love ‘Em or Lose‘Em (Berrett-Koehler) and Love It, Don’t Leave It (Berrett-Koehler). Call 800-577-6916 or visit: www.CareerSystemsIntl.com

ACTION: Engage your people in planning.

by Beverly Kaye

18 L e a d e r s h i p E x c e l l e n c e

competencycareers

Reprinted with permission of Executive Excellence Publishing. To subscribe call 1-800-300-3454.

Fast-Track Mentoring Bev Kaye The case for mentoring in organizations is now more compelling than ever. It is clear that mentoring supports the retention, development, and engagement of today’s workforce. It is a direct link to an organization's productivity and, ultimately, profitability. No one really needs to be convinced as to what a powerful and dynamic process mentoring can be for both employees and organizations. It has the potential to elevate corporate dialogue from the mundane to the truly transformational. But the key concern has always been how do managers learn the skills, find the time, and build the relationships necessary to make it successful.

Business Week reports that over 35% of employees who are not being mentored within 12 months of being hired, are actively looking for a job!

Many mentoring programs begin with high energy and good intentions, but end up with little impact and less long-term follow-through. In our current organizational climate there is a pressing need for a practical way to educate managers and leaders quickly so they see mentoring as a positive experience rather than a burden. The task is to integrate a simple and effective method to give managers, team leaders and individual contributors the basic skills and practical how-tos of mentoring others that makes it part of their on-going responsibilities and not an add-on.

It’s a rare organization today that can afford to take mentoring partners offsite for extended training. The alternative is to provide an easy self-study process or brief facilitated program that highlights the most important aspects of the mentoring process and gets mentors started immediately.

Mentoring, when combined with training, increases a manager’s productivity by 88% according to ASTD.

What Mentors Do Everyone brings unique experiences and expertise to the mentoring relationship. Allowing mentors to begin with their strengths gives them confidence and comfort with the process. Here are four different ways mentors can work with their partners. Mentors can try on each of these to see which works best for them.

How Mentors Do What They Do A practical and direct process for use by new or seasoned mentors can be mastered in four simple steps.

Step 1: Extend Your Reach Managers often report that one of the most satisfying parts of their job is when they have the opportunity to share their knowledge, experiences and insight with others. Reaching beyond the daily responsibilities of their job and profoundly affecting the growth and development of others brings the manager immediate rewards and the organization long lasting benefits. Fast-track mentoring education begins with "where and how" to offer help to learning partners.

Today’s employees want to learn and grow. Their own success is very important to them. The employee who cannot get answers, cannot learn or find out how to

be successful, often grows frustrated and leaves the company.

Step 2: Listen, Don’t Preach The mentor’s job doesn’t start with giving advice—it begins with listening. A mentor needs to hear what their partners want from the process. It’s also critical to learn about development needs and expectations. A good mentor must learn to explore the focus and understand the goals of their partners.

Step 3: Do More Than Teach The traditional mentor was a teacher—but today it takes much more to be a successful mentor. There are four different conversation styles that can be used to stimulate learning and transmit knowledge quickly. They have been proven to promote learning and transmit knowledge quickly. Mentors need to learn how to share their stories, encourage dialogue, debrief their partner’s experiences, and help build network connections for their partners.

In a world where overnight obsolescence threatens skills and knowledge, success calls for creative ways to foster learning, improvement and everlasting experimentation.

Step 4: Define Actions for Each Mentoring partners have equal responsibilities in making the process work. They need specific action plans so that both mentor and partner can measure the progress of their work together. The Mentoring process can be a great source of personal learning and satisfaction for everyone. But much of its success depends on finding the right balance between doing too much and doing too little.

As technology continues to change and the world continues to move faster, the value of using knowledge effectively in an organization will continue to skyrocket.

How Everyone Benefits While the time-honored practice of mentoring has always been with us, it is now more than ever a dynamic tool for building collaborative relationships. Organizations need a simple but elegant process that demystifies the mentoring journey. It also should work to develop the mentor as he or she works to develop others.

A successful process should provide mentors and their partners with specifics on what to do, what to talk about, and how to take action. Mentoring in this fast-track format may well be one of the most powerful ways to engage and retain both employees and managers. It should also provide a payback for the organization so that talent can be recognized and grown.

Author

Beverly Kaye's name is recognized internationally as one of the most invested, knowledgeable and practical professionals in career development, talent retention and mentoring.

Her ground-breaking career development, talent retention and mentoring programs have been implemented by Fortune 500 organizations world-wide.

The scores of products she has designed are produced by her Scranton, PA based organization, Career Systems International.

Bev has spent years researching corporate strategies for developing, retaining and engaging knowledge workers. Her book, Love 'Em or Lose 'Em: Getting Good People to Stay, (Berrett-Koehler, 1999), co-authored with Sharon Jordan-Evans, has sold over 250,000 copies, is printed in 14 languages and has reached Wall Street Journal and Amazon best seller status. Love 'Em or Lose 'Em provides 26 simple

strategies (A-Z) that any manager can implement today.

To contact Bev:

900 James Avenue, Scranton, PA 18510 (800)577-6916 or fax (570)346-8606 www.keepem.com or www.careersystemsintl.com

Bev Kaye

www.careersystemsintl.com

JAMES TAYLOR is the Senior Training Manager at Amgen, Inc. He comes from a broad and deep background in Human Resources. After a 10-year career with the State of Michigan, James spent nearly that long in various Human Resources roles at General Mills and Pepsi. He has also consulted with a number of leading companies including the United Nations, Nabisco, and Motorola. He most recently was the senior generalist at Primedia Workplace Learning in Dallas, TX. He holds bachelor’s and master’s degrees from Michigan State University.

BEVERLY KAYE: Cutting edge thinking and continuous improvement efforts have kept the award-winning Dr. Kaye a leader in the career development field for 25 years. She is the author of the classic career development book, Up is Not the Only Way, and the co-author (with Sharon Jordan-Evans) of the international bestseller on retaining talent, Love 'Em or Lose 'Em: Getting Good People to Stay, and the workplace satisfaction sequel, Love It, Don't Leave It: 26 Ways to Get What You Want at Work. Her organization, Career Systems International, is a Talent Management Company whose workshops and materials show organizations how to use development processes to attract and retain their key people. “By linking career development to current and emerging business needs, we assist our clients in identifying and building the bench strength necessary for effective succession planning.”

Our clients are primarily Fortune 1000 companies utilizing our solutions that fall into four core areas: Career Development, Engagement and Retention, Workplace Satisfaction, and Mentoring. Our products and programs are distinguished by their flexibility, ease of implementation, and efficacy. We are known for our simple but engaging tools that get to the point quickly. Managers like them because they are substantive but also fun to use: we take pride in our ability to make complex issues simple to understand.

Career Systems International, Inc. 2300 Stafford Avenue, Suite 500

Scranton, PA 18505 800-577-6916


Documents

Amgen HRcom speech 9.27€¦ · · 2005-10-07Career Development: A Global Talent Management Initiative at Amgen September 27, 2005 Presented by: James Taylor, Senior Training Manager