SR.NO TITLE PAGE

NO. 1 INTRODUCTION OF GSK 1

2 HISTORY, MERGERS AND

AQUISTIONS

2

3 GSK IN INDIA 4

4 WORK AND ORGANISATION CULTURE

OF GSK

7

5 SELECTION AND RECRUITMENT 8

6 PERFORMANCE APPRAISAL 11

7 TRAINING AND DEVELOPMENT 17

8 THE HUMAN RESOURCE OVERVIEW

2015-16

19

9 AWARDS AND RECOGNITION 22

10 GSK EMPLOYEE CENTRIC CSR 27

11 DEVELOPING PEOPLE AT GSK 32

12 QUANTITATIVE ANALYSIS 34

13 REFERENCES 47

Human Resource Management 1

INTRODUCTION TO GSK

GlaxoSmithKline Plc is a British global healthcare company that is engaged in

research and development of a broad range of innovative products in three primary

areas: Pharmaceuticals, Vaccines and Consumer Healthcare. Headquartered in

Brentford London, GlaxoSmithKline was rated the World’s sixth largest

Pharmaceutical company in 2015.

The company has a primary listing on the London Stock Exchange and is a

constituent of the FTSE 100 Index. As of December 2015 it had a market

capitalization of £65 billion (around $90 billion), the fifth largest on the London

Stock Exchange. It has a secondary listing on the New York Stock Exchange.

GSK (GlaxoSmithKline) being a leading healthcare business at the forefront of

global pharmaceuticals and science is one of the most popular and competitive

companies in terms of recruitment, as it is a highly respected company with

excellent benefits and career prospects, providing a number of opportunities for

graduates hoping to progress and move up the career ladder in the pharmaceuticals

industry.

Today the company is divided into three main segments: pharmaceuticals (treating

cancer, heart disease and HIV/AIDs), vaccines (treating hepatitis, polio and

typhoid), and consumer health care (treating oral and skin problems) and has

grown steadily, selling products in more than 170 countries.

GSK’s mission is to improve Quality of life by enabling people to do more, feel

better, live longer

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HISTORY OF GSK

GlaxoSmithKline (GSK) started operations in January 2001 following a merger of

two established companies, Glaxo Wellcome plc and SmithKline Beecham plc.

These companies originated in the United States and England, respectively, and

their histories include a series of mergers that began in the 1800s.

GlaxoSmithKline plc (GSK) was formed from the December 2000 merger of

Glaxo Wellcome plc and SmithKline Beecham plc. The $70 billion deal created

the world's largest drug manufacturer and research-based pharmaceutical concern

Brief History of the merging Companies

Glaxo Wellcome was created in 1995 when Jason Nathan and Company, started in

1873, merged with Burroughs Wellcome and Company, started by Henry

Wellcome and Silas Burroughs in 1880.

SmithKline Beecham began with John K. Smith opening a drugstore in

Philadelphia in 1830. He was joined by Mahlon Kline in 1865. Together Smith and

Kline acquired numerous companies, like a vaccines business and, most notably,

French Richards and Company, another well-respected drug wholesaler.

Meanwhile, Thomas Beecham began his Beecham’s Pills business in England in

1842. One of Beecham’s first products, a laxative made from aloe, ginger and

soap, became very successful. Later, scientists from the company’s research

laboratory discovered amoxicillin and sold the antibiotic as Amole in 1972.

Amoxil was widely accepted. Beecham merged with Smith and Kline in 1989 to

become SmithKline Beecham. The merger of Glaxo Wellcome and SmithKline

Beecham created GlaxoSmithKline in 2001.

Human Resource Management 3

Mergers and Acquisitions

GSK is the result of series of mergers between Glaxo-Wellcome and SmithKline

Beecham and has been evolving since the merger and acquiring other pharma

companies

Below is a timeline of the Landmark deals involving GSK:

1982 & 1989: Mergers between SmithKline & French merger with Beckman Inc.

in 1982 and with Beecham in 1989 forming SmithKline Beecham.

1995: Glaxo and Burroughs Wellcome merged in to establish Glaxo Wellcome.

2000: Glaxo Wellcome and SmithKline Beecham merged in January 2000 to form

GSK (GlaxoSmithKline)

2001: GSK acquired Block Drug in 2001 for US$1.2 billion

2009: In 2009 GSK acquired Stiefel Laboratories for US$3.6bn.

2013:GSK acquired Human Genome Sciences (HGS) for $3 billion.

2015: In March 2015 GSK acquired Novartis’s vaccines business (excluding

influenza vaccines) and combined our Consumer Healthcare businesses to create a

new company.

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Human Resource Management 5

HOW GSK CAME TO INDIA

GlaxoSmithKline Pharmaceuticals Ltd is an Indian subsidiary

of GlaxoSmithKline plc, It is one of the oldest pharmaceuticals companies in India.

Its product portfolio includes prescription medicines and vaccines.

It was founded 13 November 1924 in India under the name of H.J.Foster & Co.

Limited as an Agency House for distributing Baby Food Glaxo, Joseph Nathan &

Co. In 1950, It changed its name to Glaxo Laboratories (I) Ltd.

On November 13, 1924, the company began operating in India through its agent

H.J. Foster & Co. By 1947, it was manufacturing drugs at Worli in Mumbai. Soon

afterwards, it changed its name to Glaxo Laboratories. Its brands have since

became household names that generations of Indians literally grew up on and lived

with: Farex baby food, Horlicks health drink, Eno antacid, Crocin tablets for pain

and fever, and Iodex pain balm.

"The company looked at India as an investment for the long term," says Hasit

Joshipura, Senior Vice President for South Asia and Managing Director of

GlaxoSmithKline (GSK) Pharmaceuticals - the Indian arm of UK-based GSK Plc,

as the company is now called. "It started manufacturing here way back in the 1950s

and indigenised very early."

From an early stage, GSK evolved an India specific business model. Products were

manufactured here and sold at India-friendly prices. One of its most popular

products, launched in 1963, was Betnovate ointment to treat skin irritation. Says a

company spokesperson: "We adopt a flexible pricing approach for middleincome

countries like India. We look at each country individually. Within a country, we

also sometimes adopt tiered pricing to facilitate access to medicines." She gives the

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examples of various cancer drugs. "On average, the products in India are priced at

25 to 30 per cent of the price in developed markets."

An India-specific innovation GSK officials often mention is the briefing folder

medical representatives carry while meeting doctors. They maintain GSK created it

in the 1970s. The company's drugs business, with 3,300 medical representatives

marketing its numerous brands, has helped GSK Pharma in India reach revenues of

around Rs 2,800 crore today.

GSK India's R&D centres at Nashik have been granted recognition by the

Department of Scientific and Industrial Research, Government of India.

Acquisition: in March 2015 it acquired Novartis’s vaccines business (excluding

influenza vaccines) and combined the Consumer Healthcare businesses to create a

new company.

GSK India is committed to providing medicines that will improve people’s quality

of life and truly make a difference to patients.

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WORK AND ORGANISATION CULTURE OF GSK

HR PRACTICES

The core values of GSK are integrity, respect for people, transparency and the

delivery of products that are patient-focused. As an employee, one is expected to

share these values and implement them fully across all areas of work. Furthermore,

the company invests a substantial amount of resources in recruitment to attract and

appoint the best candidates for each role. GSK aims to provide a supportive

environment and one that cares for its employees, offering numerous progression,

learning and development opportunities to help staff reach their career goals and

achieve their aspirations.

GSK’s Core values are

1) Patient-focus

Focusing on the patient's and consumer's needs in research

Ensuring patient/consumer safety is paramount

Ensuring product quality and reliability of supply

2) Integrity

Act legally and fairly, within the spirit of all laws, regulations and policies

Encourage employees to speak up if something doesn't feel right or doesn't

align with our values

Make realistic commitments and keep our promises

Look for principles, not loopholes

Encourage employees to seek guidance when in any doubt

3) Respect for people

Ensure that workplace is safe and free of harassment and bullying

Actively seek, value and draw on the differing knowledge, perspectives,

experience and styles present in our global community of employees

create an atmosphere of trust, in which concerns can be fully raised

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4) Transparency

Ensuring what we say or write is fair and honest, and not misleading or

incomplete

Providing timely, relevant, and accurate information

Demonstrating conviction and take ownership

Escalating important information promptly

SELECTION CRITERIA

GSK believes in finding the Right Person for the Right Job at the Right Time

To incorporate this principle in practice, the HR team at GSK works with sincerity

to effectively analyze the right specifics of a job. Description of any jobs’

requirements both in terms of KSA’s

A) Knowledge,

B) Skills and

C) Abilities

Representatives from the HR department consult the Head of the Department

where a new job position is to be opened. With coordination with the respective

departmental managers and or supervisors the job is analyzed for its functions,

requirements and responsibilities.

Human Resource Management 9

RECRUITMENT

The company has developed a thorough selection process to ensure that only the

most committed and driven candidates join the organisation.

Following is the GSK application process

The GSK Application Process

Stage One: Application Form

The first stage in the application process is to complete the GSK online application

form, which asks to outline your experience, qualifications, training and any key

skills or areas of expertise. The form will also ask several competency based

questions, so it's important that you take time and adequately prepare responses.

The application form consists of 'motivation questions’ or competency questions,

which need to be addressed fully, with responses provided in around 300 words.

The competency questions typically include things such as your interest in working

for the company and your career motivation. To answer this set of questions

properly, one needs to carry out some research.

Stage Two: Online Aptitude Test

After successfully passing the application stage, the candidate will be invited to

complete one or several online aptitude tests to determine your suitability for the

post or programme. The objective of these assessments is to assess whether you

have the necessary skills and knowledge to succeed in the areas of the company

that you wish to join. The tests are varied in nature but they should take

approximately 20 minutes to complete.

Numerical Reasoning Tests

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Once you have undertaken the general aptitude test, the assessments will start to

get more tailored, depending on the department in which you wish to work. The

numerical reasoning tests will provide you with a list of questions which will get

harder or easier depending on how you answered the previous questions. Although

the test is not timed, the length of time you take to complete the assessment is

recorded, so the assessors can determine your ability to work quickly and

accurately. The aim of the numerical assessment is to identify your ability to

understand and process numerical data, such as calculating percentages, for

example.

Verbal Reasoning Test

The final test that you will be expected to complete assesses your English-language

skills and your capacity to synthesize written information. Some questions may ask

for an answer which is true or false, whereas others will provide a paragraph of

text and ask you to determine whether a statement is true or false. Another type of

question will include sentences with missing words, which will assess your

spelling and grammatical skills.

Logical Reasoning Test

This test is not given to all candidates. It is a non-verbal assessment where you will

be given a series of shapes but with one shape missing in the middle or at the end

of the sequence. You have to identify the missing shape. The test determines your

ability to solve problems and apply logic.

GSK Values Fit Assessment

The Values Fit Assessment is a type of personality test which measures how well

your values fit with those of GSK. For each question, you will be presented with

value statements about what is important to you at work and asked to select which

are the most and least important to you.

Human Resource Management 11

Once you have completed the online tests with success, you will be asked to attend

a first round interview.

Stage Three: Interviews

The GSK interview may be a regular one, or a telephone interview or video

interview. They are an opportunity for the company to determine your suitability as

a candidate and for you to express your interest in working with GSK.

Additionally, they help the company to determine your motivations and

experiences that may add value to their business.

If you are asked to participate in a video interview, the questions will appear on

screen and you will have one minute to think about your answer and then 2-3

minutes to record your response.

Stage Four:Assessment Centre

If you pass the interview stage, you will be invited to the final interview element:

the assessment centre. At the centre you will be asked to participate in a number of

activities, all designed to simulate what it’s like to work for a leading healthcare

organisation such as GSK; you'll meet new employees and learn about the

company and its operations. There are two group exercises and a one-to-one role

play activity, and perhaps a presentation too. The assessment centre is the last

phase in the recruitment process and is the one where you will have to demonstrate

your ability to respond to a variety of situations or challenges.

The first element to the assessment centre is the completion of a GSK ability test.

You will be assigned to a group and then provided with a set of scenarios based on

the duties that you would be expected to undertake if appointed. This test is very

similar in nature to a situational judgement test, as you are asked to assess

situations and then provide a viable way forward.

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The group exercise will follow and will determine your ability to work as part of a

team. An exercise will be set and you will be responsible for collaborating with

fellow candidates to work toward a collective solution.

A role-play activity follows, which assesses your skills in responding to workplace

situations. You will be provided with a little background information to the

scenario and then be assigned a role and a set of objectives which you will need to

achieve throughout the activity. Manager and assessors are common types of roles

that you will be asked to play out in this activity, and it is your opportunity to

illustrate your negotiation, leadership and analytical capabilities.

A GSK written exercise will follow (very similar in nature to an in-tray exercise)

which evaluates how you prioritise work, solve problems and coordinate your time

and workload effectively.

The final activity at the assessment centre is to undertake a practical exercise,

which is either a presentation or a technical interview.

The technical interview (common in sectors such as IT, engineering or science)

will vary depending on the role that you have applied for. The interviews are used

by employers as a way to assess your technical capabilities and knowledge. The

questions may focus less on actual knowledge and more on the way in which you

solve a problem or use a set of skills to reach a decision. Puzzles, brainteaser

questions and problem-solving tasks are all common activities within a technical

interview. Usually there isn’t really a right answer; the employer is looking to find

out how you reached a particular viewpoint or solution to a problem.

The GSK presentation, on the other hand, will be based on a virtual pharmaceutical

company and you will be provided with a number of different solutions that you

can invest in. You must present your solution to the panel in five minutes. After the

presentation, you will be asked to participate in a ‘meeting’ exercise where all of

the solutions are reviewed and a decision is reached as to which solution is best.

Human Resource Management 13

You may be issued with a presentation topic a number of days prior to the

assessment centre, or on the day, and you will be assessed on how well you deliver

the presentation, the content and how you engage with the audience.

After a candidate completes the steps successfully he/she shall be recruited by The

company

PERFORMANCE APPRAISAL

GSK celebrates the achievements and rewards of individual contribution of

employees to their business and success.

Their reward policy is based on Recognising the best performers who help deliver

their strategic priorities in line with the values

GSK’s reward package is benchmarked against industry standards and is designed

to meet the needs of our geographically diverse workforce.

It includes:

A competitive base salary

An annual bonus that rewards you for your individual contribution to our

strategy, as well as business targets

Benefit programmes designed to support you and your family, including

access to healthcare and well-being programmes, pension plan membership,

savings programmes, time off and childcare support

Employee recognition programmes which reward exceptional achievements

Share ownership schemes which link your reward to GSK’s longer term

performance

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A performance and development programme that helps you identify what

you need to do, and the behaviours you need to demonstrate, to achieve

success

PDP PLAN

Development plan of each employee is prepared as per employee performance.

They are given the targets to get themselves developed and to learn the systems

and projects. Each year the development plan is prepared in the beginning of the

year and then monitored in mid-year and finally approved in the end of the year

and finally here the performance is also evaluated. Performance and Development

Planning process (PDP) is there to help employees at all stages of their career with

GSK. PDP is a powerful tool for matching employee personal success to the

success of the business. Throughout the year, employees and their supervisors

work together on this process to set challenging objectives and identify career

development needs.

For directors’ and managers’ appraisal process, GSK Ltd. used a standard

performance appraisal form that is known as ‘Performance and Development Plan’

(PDP) followed & practiced by all GSK International affiliates. Apart from that for

top executives they followed the talent review or successor planning process

through this appraisal process. Overall they followed the overall process of

Management by Objectives (MBO) method. Performance and Development

Planning (PDP) is an important step in the global effort to engage and enable

employees to deliver their contribution to GSK's business success. Equally as

important, PDP serves to enable employees to identify and realize personal

opportunities for development that are aligned to current and future business

Human Resource Management 15

challenges.

GSK values the "Pay for Performance" approach, which makes it critical to have a

sound process for measuring performance. The tools included in GSK's PDP

program are designed to define, measure, review and reward employee

performance. The process consists of setting objectives and performance measures,

identifying leadership Essentials and behaviors for each essential and periodically

reviewing progress.

Another important component of PDP is the Development Plan. This plan includes

the identification and review of developmental objectives related both to current

role and to career aspirations. This plan has been used in ‘Talent Review’ meetings

for the top 10,000 GSK managers globally every year.

The following guidelines have been enforced throughout GSK for using and

storing the data of PDP:

their yearly objectives and development plan.

compensation process as a variable for both bonus and salary

increases.

provide feedback to the employee on their career development and to

allow GSK Management to forecast the future talent needs of the

corporation.

confidentiality of both employers and employee during appraisal

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process.

Human Resource Management 17

TRAINING AND DEVELOPMENT

Training and Development at GSK is a Continuous effort designed to improve

employee competency and organizational performance

In GSK there are various ways of Training and Development

If a new person joins GSK organization then basically manager of HR make a plan

of the orientation for that particular employee according to their designation of the

employee and it is essentially required for every employee. In this program a little

brief detail or overview is given about all the diversification or sections. Through

this employee is able to gather all the initial information about all the various

sectors and it helps in understanding the culture of the GSK and the process of the

GSK and the profile and industry of health care and norms of GSK . Eventually it

helps GSK also in the development of the new projects.

For those employees who have been working with GSK A plan of training is

prepared once in a year according to the standard to every employee

Instructor led Training GSK mostly prefers to conduct "Instructor-led Training"

one of the training process through which employees can learn the real time

situation. It is basically conducted for the groups and individuals GSK team always

records the session and uploads the streaming of the courses on the web portal of

their company. The main advantage is that evaluation can be done at the same time

by the instructor who can then work in weaknesses

On the job training OTB On-the-job training is one of the mostly used techniques

as the person actually experiences the task by doing it GSK also promotes

Understudy that is a new employee has to work under an existing team to receive

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appropriate training. It is also less inexpensive compared to other training methods

as professionals are not to be hired to train

There are other training methods like Coaching, Mentoring, Job Rotation, Job

Instruction Technology, Apprenticeship and Understudy. Well in all of these

methods company prefers Job rotation the most

There is also Off-the-job training conducted separate from work place in a

different environment.

Online Portals like : Career innovation zone is an online portal that GSK

employees can access freely, the portal offers a wealth of interactive tools and tips

to help employees to work out their potential career directions and choices that

would be right for them

The company’s employee learning programme is broken down as follows:

On-the-job experiences (70%): Stretch assignments, increasing the scope of their

roles, new projects within their roles or going on secondment. On-the-job learning

and rewarding individual contributions are extremely important.

Developmental relationships (20%): Opportunities to get support and feedback

from managers, peers, mentors or coaches.

Formal development (10%): Learning gained through formal development – for

example, e-learning, coursework, programmes, classroom-style training, articles or

books. We provide online performance support, self-assessment tools and

resources to enable talent development.

Human Resource Management 19

The Human resource overview of 2015-16

Its Human Resources capability in the Supply Chain organisation with particular

emphasis on Quality and Employee Health & Safety.

The Human Resources team partnered with the business to develop and implement

a Change Management plan across the Nashik site.

The focus was on sustainability of policies and processes, underpinned with

a 4-day training programme, ‘Gurukul’ for all employees. The Nashik Site

won GMS President’s Award on “Building a culture of Zero Accidents” and

2nd prize at the “Best Safety award competition - 2015” by National Safety

Council – Maharashtra Chapter in collaboration with Directorate of

Industrial Safety & Health, Maharashtra.

Differentiated development as key talent, which covers on-the-job

development, relationship/coaching skills along with formal potential Sales

Managers have been put through the “GMAC - GSK Marketing

Accreditation Program” for 18 months to develop their Marketing capability.

Your Company continues to invest in its ‘Future Leaders’ programme

drawing on fresh talent from leading universities/business schools around

the country. Managers have been through various leadership programmes,

such as Accelerating Difference - for talented Women Managers, Emerging

Leaders coaching etc.

The Company launched ‘Workday’, an ERP initiative, to enhance its HR

Systems. Workday allows Managers to have access to employee information

on a real-time basis that helps managers to better manage their people.

In October 2015, around 120 employees of Novartis were integrated into

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your Company’s Vaccines business after going through an Orientation and

Crossover Induction programme covering GSK values, business processes

and SOPs.

A number of employee engagement initiatives were carried out such as

volunteering - through the Company’s ‘Pulse’ and ‘Orange day’ programs.

Let’s talk program and empowerment programs were all a crucial part to

GSK 2015-16 mission.

Prevention of Sexual Harassment at Work Place As per the requirements

of the Sexual Harassment of Women at the workplace (Prevention,

Prohibition & Redressal) Act, 2013 (“Act”) and rules made thereunder for

prevention of sexual harassment at workplace and has constituted an Internal

Complaints Committee.

Performance of the Company

Delivered a strong performance with consistent double digit growth.

In fact it is 10 years in a row that achievement of a consistent double digit

profitable growth has occurred.

GSK strengthened its leadership position in HFD category to 66.2% by

gaining 1.4% volume market share.

GSK believes that its employees are one of its biggest competitive advantages. It

is people who drive the business performance and are key to future growth plans.

GSK employment practices and talent programs are aimed at ensuring that they

have the best talent driving the business.

Human Resource Management 21

The Winning Sales Skills program was launched to enhance the capability of the

sales team. ''Manager as Coach’’ methodology was adopted for these sessions,

where the sales managers played the role of Trainers, which was very well

received by the team.

GSK srongly believes in the principles of Diversity and Inclusion and has been

working towards it steadily for the past several years. Through a focused approach

of educating managers to appreciate the diversity agenda, hiring the right female

candidates for suitable roles, and by building a culture more congenial for female

colleagues GSK has been constantly improving gender ratio over the years and

would continue to do so.

GSK recently moved to new Head Office. Recognized the need to create an office

environment that enhances efficiency and supports collaboration, making it a

stimulating, functional and inspirational work space. In line with their value of

Transparency, the new office premises are free of cabins and encourage open

seating. The design has been selected basis strong research, which is meant to

facilitate collaboration, transparency, trust and integrity. Aided by technology

and cutting edge design, this smart office encourages collaboration, flexible and

energetic work culture leading to increased productivity and performance.

GSK rewards are competitively aligned and linked to performance. The

Recognition Program provides a global platform for employees to recognize

colleagues across the Company - providing both monetary and non- monetary

avenues for recognition. Values of Integrity, Transparency, Consumer-First and

Respect -for -People remain central. Strong and transparent internal

communication and a culture of empowerment along with employee practices

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ensures that we have a highly engaged workforce that is truly aligned to the

Company''s mission of do more, feel better, live longer.

Awards and Recognition

GSK efforts to deliver the best quality products backed up by science based

innovation, strong talent base and brands have been recognised during the year.

Some of the key recognitions are:

* gsk was awarded Star MNC of the year by Business Standard.

* awarded the Golden Peacock award for Sustainability second year in succession.

* GSK’s CEO was among India''s Top 100 CEOs (Rank 3) by Business Today

* GSK’s CFO was awarded Best CFO by Business Today

Human Resource Management 23

Talent Appreciation Programs: Awards and Programs

2013:

1. Company has been conferred the prestigious Confederation of Indian

Industries (CII) Award for “Significant Achievement in HR Excellence” in

2013.

2. Company was rated amongst top 50 (41) companies in India and also

amongst the top 3 in the Drugs, Pharmaceuticals & Healthcare segment in

the Fortune magazine study of “India’s Most Admired Companies” in 2013.

3.

2014

Training Programs for Employees:

1. Towards enhancing the pipeline of talent the “GMAC – GSK Marketing

Accreditation Program” was launched, focusing on an 18 months

development plan for high potential Sales Managers.

2. The Company continues to invest in its ‘future leaders’ program drawing on

fresh talent from leading universities/business schools around the country.

3. Through the launch of its HiPotential Frontline Sales development

program, employees who have directly joined the sales force are also being

provided the structured cross functional development program through the

‘future leaders program ’.

4. Training programs like ‘Energy for Performance’ and ‘Personal

Resilience’ have been run to promote employee health, wellbeing and

resilience.

5. Leadership programs continue to be key focus with programs such as – First

Line Leader, Leading Delivery to develop high potential employees to take

on leadership roles in future.

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Employees volunteer in small group activities like:

1. ‘Empowerment League Program’.

2. PULSE: The Pulse project was targeted at giving a different experience to

talented individuals allowing them to work full time for three to six months

on these projects.

3. Orange Day Program.

Recognition Scheme : “AAA – Acknowledge, Appreciate & Applaud”

Motivates and recognize performance and high performance behavior of your

Company. In 2014 close to 20% of employees have been recognized through this

and other recognition schemes.

2015-2016

1. Most Respected Companies in India – Business World

2. Best Safety Practices Award 2015- National Safety Council

3. Emerging Markets- “Winning Performance Awards 2015”

4. Best Companies to Work For- Business Today

5. Global Manufacturing and Supply (GMS) President’s Awards

6. Emerging Markets- “Winning Performance Awards 2015”

2012-2013

1. Following the entry of Company into the Central Nervous System (CNS)

therapy area, a new team was created by hiring experienced CNS

professionals in Sales & Marketing.

2. While the First Line Leadership program and the Leading Delivery program

continued to enhance capabilities in your Company’s first and second line

managers respectively, majority of your Company’s managers were covered

Human Resource Management 25

under “Practical Coaching at Workplace”. This initiative is aimed at

developing and embedding a coaching culture among our managers.

3. ‘Empowerment League 2012’ maintained focus on developing Individual

Empowerment which is one of the key strategic priorities of your Company.

2010

1. Company has also recognized over 200 employees for their contribution

towards GSK values, strategic imperatives and the corporate strategy

through its AAA (Acknowledge, Appreciate, Applaud) Award recognition

program.

2. The sales training team delivered a record breaking 42000 man days of

classroom training to enhance selling skills and product knowledge.

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External and collaborative human rights initiatives

GSK is a signatory to the UN Global Compact, supports the UN Guiding

Principles on Business and Human Rights, and is committed to upholding the UN

Universal Declaration of Human Rights, the OECD Guidelines for Multinational

Enterprises and the core labour standards set out by the International Labour

Organization.

We work with external groups across all areas of our business in ways that support

upholding human rights.

One of the most significant areas in which GSK can impact human rights is in

improving access to medicines. Our work in this area is summarised in the

Responsible Business Supplement 2014 (pages 6-7 and 10-22) - and the Access to

Medicines Index 2014. Examples of specific collaborative initiatives relating to

access to medicines, include:

We are part of the Accelerating Medicines Partnership which aims to transform the

current model for developing new diagnostics and treatments in challenging

disease areas by jointly identifying and validating promising biological targets

We are a leading partner of the London Declaration working with the Bill and

Melinda Gates Foundation, WHO, other pharmaceutical companies, donors and

national governments to help control or eliminate 10 out of 17 neglected tropical

diseases that affect over 1 billion people by 2020In the area of supply chain

management, we are members of the Pharmaceutical Supply Chain Initiative. This

supports suppliers to operate in a way which is consistent with industry

expectations for ethics, labour rights, health and safety, and environmental

practices, with a view to improving conditions for workers, economic development

Human Resource Management 27

and a cleaner environment for local communities.

GSK CSR ACTIVITY WITH RESPECT TO EMPLOYEES

Employees helping communities

Employee volunteering is important to us. We encourage our people to contribute

to their local communities – and give them plenty of support to do so. In 2015,

over 3,000 employees made a difference by contributing over 14,000 volunteering

hours.

Employee volunteering isn’t only about giving to others. It helps our people to gain

new experiences and skills plus, in many cases, a deeper understanding of patient

needs.

Employee volunteering day known as orange day

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We launched Orange Day to give all our employees one paid day off each year to

volunteer for a good cause. Employees across all locations have supported a wide

range of charities and projects including work in local schools, work with

differently abled, with abandoned elderly and with vulnerable children. We

organise group volunteering opportunities for Orange Day based on interests of our

employees and the need of the communities.

Human Resource Management 29

Payroll giving

We encourage employees to participate in relief operations of our partner

organisations by contributing funds for disaster relief, which are matched by GSK

India. Our colleagues have donated generously for relief operations in Jammu &

Kashmir, Nepal and more recently for Chennai floods.

Our employees also have the option to donate to their preferred charity partner and

chosen cause anywhere in the country through our partner, Give India.

Each year, we organise events across all our locations to raise funds for our global

partnership with Save the Children. The amount raised by employees in India is

utilised for improving healthcare of children in India. GSK matches funds

contributed by employees across all countries and the matched funds are utilised

for our global partnership, which aims to ‘Save One Million Children’s Lives’.

This cause and partnership brings together all employees across all countries where

GSK has a presence and we proudly call it ‘Orange United’.

Skill-based full-time volunteering called pulse

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The PULSE Volunteer Partnership is a skills-based volunteering initiative.

Through PULSE, eligible employees are matched to a non-profit organisation for

three or six months full-time, contributing their skills to solve healthcare

challenges at home and abroad.

Through PULSE, volunteers work with our not-for-profit partners to address

challenges relating to healthcare access and issues affecting communities. The

program enables our employees to work full-time with partner organisations,

leveraging their professional expertise and knowledge for the good of the

organisation and society. Since its launch in 2009, PULSE has sent over 550

employees globally to support more than 100 non-governmental organisations

(NGOs) across the world. India has sent the highest number of PULSE volunteers

with 11 of our colleagues volunteering in 2015.

Human Resource Management 31

Andrew Witty, GSK CEO says: “PULSE is a great personal opportunity for

individuals to experience something different in life, something which gives them

the opportunity to recharge their batteries intellectually and emotionally and to

open their mind to what is going on and to view things a different way. Moreover,

it is a greatopportunity for NGOs to get skills.”

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Developing people at GSK

GSK attracts and retains the most talented people by investing in training and

development tailored to their needs and building on their strengths. And, through

their approach to leadership development, their managers learn how to motivate

team members to perform at their best.

GSK values both deep expertise and broad knowledge and experience. GSK

believes career paths should be flexible and adaptable to meet the future needs of

our business and the strengths and aspirations of its employees. To them, career

development is about building experience and capability and is not defined solely

by promotion and advancement.

Learning opportunities

GSK believes some experiences contribute more to learning and growth than

others. By focusing on these opportunities in a planned way, GSK can help in the

professional development of its employees. GSK views learning in the following

way:

On-the-job experiences – Around 70% of GSK’s learning and development

is gained through on-the-job experiences. Regular reviews with the manager

will help identify where one can develop by increasing the scope of his/her

role or by taking on new projects. As part of one’s ongoing development

process, one shall agree development objectives with the manager, which

will help one achieve his/her full potential.

Developmental relationships – Developmental relationships form around

20% of GSK’s learning and development. GSK encourages opportunities for

the employee to get support and feedback through coaching, mentoring and

Human Resource Management 33

feedback from the manager and peers.

Formal development – Approximately 10% of GSK’s learning and

development is gained through formal development – for example, e-

learning, coursework, classroom-style training, articles or books. GSK

provides online performance support, self-assessment tools and resources to

help develop the employee.

To help one get the most from one’s development in GSK, GSK expects the

manager to work with the employee to identify areas of focus for his/her

development - and support him/her in achieving full potential and development

objectives.

Individual support

As a fundamental part of the employee’s career development in GSK, one will

have regular, open and honest performance and development planning discussions

with the manager. These conversations will focus on his/her aspirations, skills,

experience and development needs. GSK is committed in giving the employee the

support one needs to help him/her to deliver his/her best performance and benefit

from personal growth within GSK’s business.

Varied career paths

It’s important to remember careers may take many different directions and

flexibility is essential. Playing to one’s strengths and motivations and meeting the

needs of GSK’s business are critical for the combined success.

Career development is all about building one’s experience and capability levels for

the future. Ultimately, careers are built on sustained delivery of results, acts of

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leadership and displaying the GSK values.

The employee’s contribution, skill development and passion will contribute

significantly to his/her career at GSK

OUANTITIVE ANALYSIS

Human Resource Management 35

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Their compensation and evaluation structure is one of the best as compared to

other companies in the industry.

Given below is the structure of their salary.

Human Resource Management 37

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In India Cipla is the highest paying as they have a huge network and diversified

portfolio. Gsk only Functions as a manufacturing and r&d center in India and

hence it’s pay is limited and has been the same over the years. As shown below,

Globally Gsk’s market share is higher than many other companies .

The Revenue per employee has decreased in comparison from 2011 while the

income per employee has stagnated. These are not good indications for the

Human Resource Management 39

company as they show that employees are undervalued and there is no growth pay

wise.

Gsk is expanding internationally and that's where the role of HR comes in. The

number of employees has grown significantly in the past 5 years.

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The efficiency ratios for the financial year 2015-2016 are given below. The net

income to revenue per employee ratio is 1:3 and is on the higher side as compared

to other companies and this needs to be improved.

Human Resource Management 41

THE CONSOLIDATED CSR SPENDING OVER THE YEARS As we can see that spending has reduced over the past three years. This is because

the net operating profits have gone down of the company.

The following graph shows the comparison between cost per employee and the

profit. As you will see costs borne by the company is increasing but the profits are

not matching up. This can be due to high administrative costs or can be an

indicator of inefficiency.

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THE JOB SATISFACTION MEASURE AT GSK – A RESEARCH SURVEY

Given below are the results and analysis of a research conducted at GSK INDIA as

to their job satisfaction levels.

1. Satisfaction with Interpersonal Relations

Table-1 shows the satisfaction level of entry level officers with factor of

interpersonal relations. Tale shows that majority of the respondents 82% (62%

highly satisfied and 20% satisfied) in local and 80% (47% highly satisfied and 33

satisfied) in multinational are satisfied with interpersonal relations in

organizations. In summing up it can be inferred that both local and multinational

organizations are having good culture offering interpersonal relations.

Table 1: Satisfaction with Interpersonal Relations [sales representative]

Level of

Satisfaction

Local

Organization

Multinational

Organization

Total

Organization

Number Percent Number Percent Number Percent

Highly

Dissatisfied 3 6 Nil Nil 3 4

Dissatisfied 2 4 02 13 4 6

Undecided 4 8 01 7 5 8

Satisfied 10 20 05 33 15 23

Highly

Satisfied 32 62 07 47 39 59

Total 51 100 15 100 66 100

Human Resource Management 43

2. Satisfaction with Compensation Package (salary, fringe benefits)

Table 2 reveals the results of satisfaction of middle & entry level managers

regarding compensation and reward packages being offered by the organizations. It

reveals that managers of both local and multinational organizations are not happy

with the rewards offered by the organizations; as dissatisfied managers are 63%

(35% highly dissatisfied and 27% are dissatisfied) in local and 46% (13% highly

dissatisfied and 33% dissatisfied) in multinational organizations. It reveals that

compensation packages are not sufficient in both organizations, but local

organizations are relatively low paying organizations. When we look at the

satisfied mangers, the satisfied managers are 40% in multinational organizations,

while that ratio is only 24% in local organizations. This proves that multinational

organizations are relatively offering better packages.

Table 2: Satisfaction with Compensation Package (salary & fringe benefits)

Level of

Satisfactio

n

Local

Organization

Multinational

Organization

Total

Organization

Number % Number % Number %

Highly

Dissatisfie

d

18 35 2 13 20 30

Dissatisfie

d 14 27 5 33 19 28

Undecided 07 14 2 14 9 14

Satisfied 06 12 3 20 9 14

Highly

Satisfied 06 12 3 20 9 14

Total 51 100 15 100 66 100

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3. Satisfaction with Professional Effectiveness

Satisfaction level of middle level managers is given in table 6. Results reveal that

majority of the respondents 80% (19% highly satisfied and 51% satisfied) in local

and 87% (14% highly satisfied and 73% satisfied) in multinationals are satisfied

with the professional effectives offered by their organizations. It shows that

managers are provided with the professional development opportunities and they

are professionally effective.

Table 3: Satisfaction with Professional Effectiveness

Level of

Satisfactio

n

Local

Organization

Multinational

Organization

Total

Organization

Number % Number % Number %

4. Overall Job Satisfaction

Table-7 shows the overall job satisfaction of middle level mangers. It reveals that

62% (38% highly satisfied and 24% satisfied) in local and 74% (54% highly

satisfied and 20% satisfied) in multinational organizations are satisfied with their

job. It shows that majority of middle level managers are satisfied but the

satisfaction level of middle level managers is slightly high in the multinational

Highly

Dissatisfied 1 2 0 0 1 1

Dissatisfied 3 6 0 0 3 5

Undecided 11 22 2 13 13 20

Satisfied 26 51 11 73 37 56

Highly

Satisfied 10 19 2 14 12 18

Total 51 100 15 100 66 100

Human Resource Management 45

organizations. This table also shows that none of the middle level mangers was

highly dissatisfied in the multinationals but 10% of the middle level managers

were highly dissatisfied in the local organizations.

Table 4: Overall Job Satisfaction

Level of Local

Organizations

Multinational

Organizations

Total

Organizations

Satisfaction Number Percent Number Percent Number Percent

Highly

Dissatisfied 5 10 Nil Nil 5 8

Dissatisfied 6 12 2 13 8 12

Undecided 8 16 2 13 10 15

Satisfied 12 24 3 20 5 23

Highly

Satisfied 20 38 8 54 28 42

Total 51 100 15 100 66 100

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REFERENCES

• Pharmaceutical value added per employee worldwide by region 2012 | StatisticS

http://india-pharma.gsk.com/en-in/responsibility/

http://www.humanresourcesonline.net/features/case-study-glaxosmithkline/

http://india-pharma.gsk.com/media/787429/annual-report-2016.pdf

http://www.gsk-ch.in/People.aspx

http://www.telegraph.co.uk/finance/jobs/inside-hr/8359554/Inside-HR-Interview-with-Claire-Thomas-

HR-director-at-GlaxoSmithKline.html

http://us.gsk.com/en-us/careers/working-at-gsk/rewarding-performance/#shares-and-savings

http://us.gsk.com/en-us/careers/working-at-gsk/rewarding-performance/

http://www.advfn.com/stock-market/NYSE/GSK/financials

http://www.gsk.com/en-gb/investors/corporate-reporting/annual-report/

http://india-pharma.gsk.com/en-in/responsibility/responsibility-reports-and-data/