PowerPoint Presentation · 2014 GSK ERG Value Proposition Enable the company to attract, retain,...

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2014

Round II: Expanding Communications / Building Relationships

Track A: Emerging ERG Leaders: Engaging Middle & Front Line Manager Support

Facilitator: Rick Schroder, GlaxoSmithKline Presenters: Jennifer Hanson, GlaxoSmithKline Fran Koshman, GlaxoSmithKline John Seal, GlaxoSmithKline


2014

Evolving ERGs – Growth, Alignment, and Engagement

GlaxoSmithKline


2014

Facilitator: Rick Schroder / Manager Inclusion & Diversity / GlaxoSmithKline

Presenters:

Jennifer Hanson / Recruiting Account Manager / GlaxoSmithKline Co-lead, Women’s Leadership Initiative Employee Resource Group

Fran Kochman / Director, Advocacy & Alliance Development / GlaxoSmithKline Leader, Cancer Awareness & Resources for Employees ERG

John Seal / Senior Scientist / GlaxoSmithKline Co-lead, SPECTRUM, BLBT Employee Resource Group



2014


The Context:

One of the greater challenges of ERGs is helping organizations realize when it comes to governance/structure/business alignment – it’s not a one size fits all.

This sessions explores concepts for framing up ERGs enterprise-

wide in a way that supports engagement & business alignment locally in different businesses and locations.

Three ERGs share insights on different structures & governance

engage and build strong ties across businesses, and delivering value.


2014


Definition: Employee Resource Groups (ERGs) are employee led communities that collaborate with the business in achieving their strategic priorities aligned with the global inclusion and diversity strategy. ERGs can make significant contributions to GSK’s:

• Effort to create an inclusive, resilient, performance-based work environment;

• Advance cultural intelligence throughout the business; • Extend GSK’s reputation in the communities we serve.


2014 GSK ERG Value Proposition

Enable the company to attract, retain, develop, and utilize the very best talent.

Offer development opportunities internally & externally for potential future leaders.

Serve as a barometer when businesses assess the level of employee engagement and progress toward creating more inclusive workplace.

Facilitate learning and awareness between ERG constituents and company leadership to enhance capacity building and decision making capabilities of leaders.

Enhance the company reputation & image in the

community. A catalyst for multicultural business development with

customers, consumers and suppliers in existing and emerging markets.

Build relationships that enable ERGs to play a leadership role in creating a more open, welcoming, and inclusive community for their constituency.

GSK Strategic Business Priorities

Global Inclusion & Diversity Strategy

Role of Employee Resource Groups (ERGs)


2014

ERG Key Performance Drivers –

Drive Business Alignment & Partnerships

Frame Enterprise-wide AND Execute Locally

Actively Grow, Engage, And & Mobilize Membership

Articulate & Communicate the ROI


2014 Evolving ERGs – Growth, Alignment, and Engagement

Women’s Leadership Initiative (WLI)


2014

Women’s Leadership Initiative Vision:

WLI is a global employee resource group (ERG) dedicated to enabling members to Connect, Engage, and Develop. Our members are provided with opportunities to participate in leadership development events, networking venues, volunteer organizations, and mentoring and skills–enhancement programs

Mission Statement: CONNECT Provide opportunities to develop networks, build relationships and share experiences to enrich their professional lives at all levels within GSK ENGAGE Provide members with opportunities to collaborate and network internally and externally to build confidence and experiences while helping to build the trust and reputation of GSK in the communities in which we work and live DEVELOP Build skills that will help members accelerate their development for leadership roles, enhance their use of these skills through coaching and mentorship, and successfully contribute to the performance of GSK

No. of Members: 2141 (not all sites require registration) Founded: 1998


2014

Our Focus Areas

11

Connect

Engage

Develop •Global and Local Site Mentoring Programs •Executive Leadership Series (personal leadership experiences) •Virtual Development Program & Annual Conference

•Community Service: Dress for Success & Girls on the Run •HBA Events and Participation •Global and Local Site Events focused on Leadership Development

•Networking Socials •Global Book Club •Social Media: Yammer and LinkedIn


2014

Our Learnings for Other ERGs

12

Establish Accountability and Structure

Encourage Open Communication; Share Learnings & Best Practices

Allow for Flexibility where Appropriate •Global consistency is important for overall vision, messaging, communications, and global programs. Outside of these areas, allow for local organizations to have flexibility and customize to meet the needs of their local organizations. Empower them to be the champions for their local sites

•Establish tight connections between global and local leads, fostering collaboration and communication. Set up Steering Team calls to share experiences and learnings and foster problem solving •Set up a forum to highlight best practices to help scale across organizations/ regions

•Establish leads for global and local organizations. Ensure they have their leadership support to commit time to growth and development of the ERG above/beyond their day job •Help leads recruit and build their volunteer teams to ensure sustainability •Ensure global and local organizations have active, committed executive sponsors


2014


SPECTRUM

(Lesbian, Gay, Bisexual, Transgender)


2014

SPECTRUM: From Site-Based to Global

Global Executive Steering Team

Senior Leaders and Executive Sponsors

Quarterly Check-ins to Ensure Alignment and Engagement

Global ERG Leadership Team

Monthly Meetings for Site-Based ERG Leaders to Ensure ASMART Goals Are On Track &

To Discuss the Direction of the ERG

Business Meetings

Monthly Live Meetings Open to All SPECTRUM Members (~160)

Engagement Meetings

Ad Hoc Topic Meetings Open to All of GSK

RTP Philadelphia /

Delaware Valley UK


2014

SPECTRUM: Our Global Direction

Educate and Inform

Engage and

Inspire

Support the

Business

Measurable Return on Investment Real and Relevant for Members


2014

SPECTRUM: Our Global Goals

Educate and

Inform

Engage and

Inspire

Supportthe

Business

- Establish an Ally/Advocate Program - Recruit visible, senior leader support for the work of the

ERG - Offer SafeZone and Trans101 Classes

- Utilize engagement sessions relevant to global GSK employees to engage, assist, and educate

- Increase awareness and visibility by engaging with employees at internal events and activities

- Establish a vibrant, virtual hub with visibility and relevance

to LGBT employees and allies/advocates - Drive a dialogue around Inclusion & Diversity with other

business lines, I&D, and other ERGs


2014 Evolving ERGs – Growth, Alignment, and Engagement

Cancer Awareness & Resources for Employees (CARE)

C.A.R.E is GSK’s first ERG not based on social or ethnic

parameters, and success will be achieved in the utilization of the

resources and connections made.


2014 Today more than ever, employers are facing the growing

impact of cancer in the workplace.

Approximately 40% of the more than one million Americans diagnosed with some form of cancer each year are working-age adults, according to the U.S. Equal Employment Opportunity Commission ( EEOC).

As the workforce ages, many employees delay retirement, and an increased number of employees assume care giving roles for family members.

The combination of early detection and more advanced treatment methods has resulted in the number of people surviving and living with cancer, making it more of a chronic disease.

Increased attention is being paid to the long-term health and well-being of people living with a history of cancer. Of particular concern is cancer's effect on productivity and work ability, which in turn is important for persons' financial situation, life satisfaction, and social relationships.

The goal of C.A.R.E is to surround employees with the resources they need at the time they need them, and hope in finding satisfaction in a community of online support.

Why Employers should C.A.R.E


2014

The C.A.R.E Value

GSK Repository of Benefits and Wellness

Programs

Network of colleagues for support and

guidance.

Access to GSK R&D and Medical

Information

i.e.. Clinical Trials; Oncologists;

Researchers

Opportunity to lead efforts to support others

Ability to expand community support

Become a Health Policy Advocate

Diversify Organization

EMPLOYEE Internal resource for Human Resources;

Oncology R&D; Business Unit; PPV and others.

Provide Patient Insights

Community Partnerships

Opportunity to expand reach and utilization of

Benefit and Wellness Programs.

Identification of GAPs in resources and needs.

Expanded advocacy capabilities

Increased productivity

Enhanced Employee loyalty, retention,

satisfaction


2014

Round II: Expanding Communications / Building Relationships

Track A: Emerging ERG Leaders: Engaging Middle & Front Line Manager Support

Facilitator: Rick Schroder, GlaxoSmithKline Presenters: Jennifer Hanson, GlaxoSmithKline Fran Koshman, GlaxoSmithKline John Seal, GlaxoSmithKline


2014

Coming Up Next: Track A: Emerging ERG Leaders: Engaging Middle and Front Line

Manager Support Auditorium / 1Fl

Track B: ERG Program Managers: Creating Successful Partnerships

Between Employee Networks & Talent Acquisition Pres Gallery / 1Fl

Track C: Experienced ERG Leaders: Executive Sponsors & Beyond:

Engaging Stakeholders Across the Business Room 20 / 2Fl

Track D: Burning Issues Forum: An Internal ERG Leadership Academy—

Necessity or Fad? Room 440 / 4Fl

PowerPoint Presentation · 2014 GSK ERG Value Proposition Enable the company to attract, retain,...

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