GSK HR Report

8/9/2019 GSK HR Report

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ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of any task would beincomplete without mentioning the names of people who made it possible, whose constant

guidance and encouragement crowns all efforts with their success.

It is not possible to write a report without the assistance of few supporting hands. We thank Prof.

Ritu Gupta, Human Resource anagement !epartment, for her support and guidance.

It was a wonderful and enlightening e"perience for us, as postgraduate student to be e"posed to

industry work methods. We also cannot forget the help and support of all their #amily members

and their friends who ha$e helped us in e$ery step of the way.


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TABLE OF CONTENT

S.no. PARTICULARS PAGE

NO.

%.& 'cknowledgement %

(.& Introduction (

).& *ur$ey ehodology )

+.& Recruitment and *election

.& Training and !e$elopment %%

-.& Performance 'ppraisal %

.& /mployee /nganement %0

0.& 1onclusion

(%


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INTRODUCTION

Gla"o*mith2line is one oldest pharmaceutical and healthcare company in the world. It was

established in %3(+ in India. It employs o$er +44 people. In India, they are one of the marketleaders with a turno$er of Rs. ((4.( crore and ha$e ).5 market share.

G*2 product portfolio includes medicines, $accines and consumer healthcare. These include a

number of well6known brands such as sensodyne, Horlicks, boast, Panadol,crocin etc. G*2 hastwo manufacturing units in India, located at 7ashik and Thane as G*2 as a clinical de$elopment

centre in 8angalore. The state of art plant at 7ashik makes formulations while bulk drugs and the

acti$e pharmaceutical ingredients are manufactured at Thane.G*2 is committed to de$eloping new and effecti$e healthcare solutions. The $alues on which the

company was built ha$e always inspired growth and will continue to do so in future also. They

ha$e a 1orporate *ocial Responsibility program that works towards fulfilling basic healthcare,

education and other de$elopmental needs of the unpri$ileged. With this dedicated commitment

theyare trying to make this world better, healthier and happier.


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SURVEY METHODOLOGY

2. 1 Resea!" O#$e!%&'e

2. 1. 1 Boa( O#$e!%&'e)

To analy9e the present :Human Resource anagement: of G*2.

2.1.2 S*e!&+&! o#$e!%&'e)

; To determine the steps in$ol$ed with recruitment and selection processes.

; To determine the roles of training and de$elopment.

; To identify the performance appraisal system.

; To understand employee enagagement.

2.2 S!o*e o+ %"e Resea!")

To analyse the Human Resource policies of G*2.

2., So-!es o+ Da%a

The sources of information are di$ided< into two parts that are= primary

and secondary sources.

2..1 P&/a0 Da%a)

In the primary source, data are collected directly from inter$iewing their

/mployees.

2..2 Se!on(a0 Da%a)

In the secondary source, different te"tbooks and >ournals relating to the

theoretical frame work of the pro>ect was accessed to define and determine HR practices.

'nnual reports, company pro>ects profile,related preser$ed data, and financial statements had been collected from the G*2.


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RECRUITMENT AND SELECTION

Today?s >ob market is $ery complicated, due to di$ersified business world. Total @uality

management is $ery important in >ob market. HR sets up any >ob by the use of>ob e$aluation=>ob analysis A >ob design. It also ensures the HR laws and helps the organi9ation to follow

go$ernment rules and regulations.The HR department of today?s organi9ation also deals with the

recruitment process. HRofficer?s >ob is to make the recruitment and selection process accurate,inorder to ensure that, all other factors related to organi9ation are handled @uiteeffecti$ely.

HR officer has to consider about recruiting costs while dealing with recruitment and selection

processes. Recruitment is defined as the process of finding and attracting capable applicantsforemployment.

*ome of the constraints ha$e to be followedin recruitment processobs for *1s, *Ts, minorities, and other backward classes DE81s& is a political

decision. There is a strong case for gi$ing preference to people hailing from Cess6ad$antage

sections of the society

In%ena3 Fa!%os)

Internal factors include recruiting employees within the organi9ation.

Re!-&%&n6 Po3&!0)

ost organi9ation has a policy of recruiting either internally or e"ternally. The policy is to prefer

internal sourcing, as current employees know the company well and can recommend candidates

who fit the organi9ation culture. 'nother policy is to ha$e temporary and part6time employees.

HRP)

HRP is the ma>or factor in determining the success of the recruitment process.

It re@uires time to e"amine all the alternati$es regarding the sources of recruits and the

producti$e methods for obtaining them. Ence the best alternati$es ha$e been identified the plans

of recruitment can be done. HRP greatly facilitates the recruiting efforts.


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S&7e o+ %"e +&/)

*i9e is another internal factor ha$ing its influence on the recruitment process.'n organi9ation

with more number of employees will find recruiting easier than other organi9ations.

Cos%)

Recruiting costs are basically calculated as per the new hire . Recruiters should operate withinbudgets. 1areful HRP can minimi9e recruitment costs.

Go8%" an( E*ans&on)

Growth and e"pansion also affects the recruitment process.

There are some other internal factors which influence the recruitmentob.The stages in recruitment process are as followsob

seekers to gain better access.

Dc& Geo6a*"&! D&s%-%&on)1ompanies generally look into national market for managerial

employees and in regional markets for technical employees and in local markets for blue collar

employees.

Dd& So-!e o+ Re!-&%/en%)The sources can be categori9ed into two parts, they areudging in personal inter$iews areecti$es

/ducation

Work e"perience

General skills

'ptitude related to >ob criteria

Personality and attitude.

Se!on( In%e'&e8s

*econd inter$iews are necessary whene$er more than one candidate is outstanding. They pro$ide

an opportunity for further assessment. This is tore$eal the person?s real prioritiesand interests in the position.

Pa%4%&/e E/*3o0/en%)

G*2 pro$ide full6time or part6time students employment, who wish to gain both worke"perience and financial support.

In%ens"&*)

G*2 offer $arious students the opportunity to gain on6the6>ob e"perience by pro$iding

support and guiding them in their internship programs in many of G*2s

business areas such asob andoff6the6>ob training. Training is important in indi$idual, functional as well as organi9ational

le$el.

They treat the trainees as 'cti$e learners and belie$e that learning is optimi9ed only when thelearner feels the need for it.


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Mana6e/en%

anagement touches e$ery area of their business, so trainees will e"perience the breadth and

depth of what G*2 do. #or the graduates looking for di$erse opportunitiesects and prioritise a $ariety of tasks effecti$ely. This means

trainees will need to build working relationships with people at all le$els of their organisation. In

addition, trainees will analyse information and report their findings, so G*2 can identify andunderstand trends, insights and facts. G*2 also look to trainees to help in research. G*2 want

trainees to keep de$eloping new skills and knowledge where$er trainees find the opportunity.

'long with their degree, trainees also need ambition, a genuine interest in management and aself6moti$ated, proacti$e approach. G*2 need their graduates to ha$e a high le$el of emotional

intelligence, and be able @uickly to build a rapport with a wide range of people. Its also

important that trainees can adapt to change and keep focused when the pressure is on. Whiletrainees ha$e the dri$e and confidence to trust their own >udgement, traineesre a real teamplayer who acti$ely collaborates with others. In addition, trainees will need an analytical mind, a

talent for multi6tasking and the ability to influence others.

Man-+a!%-&n6 S!&en!e

*cience is the main backbone of their success and their scientists are world leaders in their

respecti$e fields. Their graduate science programmes are a$ailable within global manufacturing

and supply DG*&. When trainees >oin, they become part of the huge global network of G*2 thatsupplies + billion packs of medicines and healthcare products per year.

This three6year programme in$ol$es different rotations to gi$e trainees wide e"perience within

different roles and working en$ironments. Trainees also ha$e numerous opportunities to meetother graduates at training and networking e$ents. Trainees will undertake a number of core

training and personal de$elopment programme.


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Trainees also undertake business6critical roles within Pharmaceutical or 1onsumer Healthcare

supply K depending on their areaect and strong technical skills,trainees need ambition, a genuine passion for healthcare. The trainees should also be self6

moti$ated. G*2 mainly looks for good communicators. This helps them to make rapport with

different people. Its also important that trainees can adapt to change and keep focused when thepressure is on. Trainees ha$e the dri$e and confidence to trust their own >udgement. In addition,

trainees also need analytical skills.

R=D *os%(o!%oa3 63o#a3 %a&n&n6 *o6a//e

G*2 are e"panding their open inno$ation model. They are partnering to ad$ance training

opportunities. G*2 are introducing $arious collaborati$e training programs to disco$er, de$elop,and deli$er more medicines of $alue. They are working on to understand how pharma is bridging

the gap from target identification to medicine for patients in6need.

Training preparestraineesin G*2 for a career in different health organi9ations.

ABOUT THE PROGRAMME


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G*2 is building a global coordinated post6doc program focused on different areas of high risk

early stage drug disco$ery within RA! therapeutic area units and platform technology groups.

Trainees will be part of a multi6functional drug research and de$elopment organi9ation workingon high risk, cutting edge science, focused on resol$ing critical RA! challenges. Trainees will

also ha$e e"perience in both industries as well academics. This will increase the creati$ity in the

trainees.Post6doc trainees can e"pect to be working on the critical RA! challenges in a $ery competiti$e

space pro$iding the opportunity for publications in high6impact >ournals and presentation

opportunities while rounding out their training with a deeper understanding of translation of drugdisco$ery A de$elopment to medicines of $alue for patients.

C/'R7I7G

any of their post6docs are also collaborated with top uni$ersities or scientific institutions. Thispro$ides an open access model to training and the opportunity for co6mentorship. G*2 pro$ides

a platform to nurture new creati$e areas and also de$elop good opportunities.

't the start of their post6doc, trainees work with their super$isor to further a programme of

research with mutually agreed timelines, milestones, ob>ecti$es, accountability, and duration Dupto ) years&. They ha$e access to RA! of G*2 and also laboratories, libraries and other research

centres of G*2.

SKILLS RE>UIRED

G*2 looks for e"ceptional Ph! scientists with strategic decision6making skills. The company

re@uires scientific and theoretical capability, together with high le$els of inno$ation, creati$ity,and the ability to sol$e comple" problems are re@uired.

'n enthusiasm for demonstrating the following G*2 e"pectationsects, changing the obsolete way of

thinking, integrating with the fellow employees and finally getting the work e$aluated by theemployer.

*i" categories which dri$e employee engagement are @uality of life, work, people, opportunities,

total rewards and company practices.

>-a3&%0 o+ 3&+e4Luality of life at G*2 is full of e"citement and energy as the company

keeps coming up with some initiati$e which makes not only the employee happy but their

family also.

Wo54Work is an acti$ity in$ol$ing mental or physical effort done in order to achie$e

result. 't G*2 employees are engaged in substantial or acti$ities in order to achie$e

result.

Peo*3e4PeopleHR are important for the success of any organi9ation. The main aim of

G*2 is to keep employee happy. It in$ol$es senior leadership, manager, co6workers and

customers.

O**o%-n&%&es4't G*2 the kind of opportunities employee gets are $ery rare for a

person to get in any other company of the same industry.

To%a3 e8a(s4G*2 offers se$eral recognitions so those employees work in the best of

their effort and ability. It in$ol$es pay, recognition and other benefits.

Co/*an0 *a!%&!es4'n organi9ations practice basically depend on the nature of the

industry. 't G*2, it broadly includes peopleHR practices, performance management,

brand alignment and company reputation.

/mployee engagement is important basically because of three reasons. #irst, engage employee

speaks positi$ely about the organi9ation to co6workers, potential employees and customers.*econd, they ha$e an intense desire to stay and be the member of the organi9ation. Third, they

put e"tra efforts and engage in beha$iour which contributes towards organi9ational success.


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't G*2, they take $arious initiati$es to achie$e high le$el of employee engagement. #or

e"ample, they ha$e created Mammer a social networking site for its employees where they can

connect with each other, upload @ueries, share and appreciate others for their achie$ements. Italso gi$es a platform to the employees to learn from each other.

'nother initiati$e taken by G*2 is their family first program. It is the lo$e the company showtowards an employees family by wishing them on special occasions and their achie$ements.

G*2 belie$es in ha$ing a strong connection with its employees and their families. *o for the

family first program initiati$e they send greeting card and bou@uet to the family members of theemployees on their birthday, anni$ersary and e"aminations.

's per G*2 pulse sur$ey, employee engagement in G*2 is 0+5 and it e"pects to mo$e up to

0-5 in (4%).


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CONCLUSION


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Documents

GSK HR Report