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Welcome to Our People Strategy
The Bausch + Lomb People Strategy2
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Transforming our company
through our peopleOur transormation has three integrated elements: People, Products,and Processes. And its our people who create the products and
drive the processes at the center o the Bausch + Lombcustomer experience.
When our people perorm at their peak, we produce the highest-quality
products and engage with our customers in more meaningul,lasting ways. We help people see better to live better.
When our people perorm at their peak, it isnt by accident. Its theresult o sustained eorts on their part, together with an environment
that encourages high perormance and where excellence becomesa way o lie.
The Bausch + Lomb People Strategy4
Introduction
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Introduction
An actionable,measurable roadmapBausch + Lombs People Strategy is a critical component inThe Bausch + Lomb Way o driving high perormance. It is at
the center o how we will get where we are going as a company.
Our People Strategy is our companys roadmap or attracting,developing, and retaining our most valuable asset our people.
The strategy sets out specic, actionable steps that are in place, orin development, to support employees worldwide in becoming the
best at what they do. It describes the expectations we have o our
people at Bausch + Lomb, and the ways in which ourhigh-perormance culture will help them succeed.
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We have three objectives for our People Strategy:
1. To develop high-performing individuals and teams, the core assets o ahigh-perorming company;
2. To drive employee energy and engagement, particularly by creating aworkplace that is inspired and inspiring, diverse and dynamic, innovative
and ullling; and3. To align this energized and engaged workorce with our basic strategy
and other elements o The Bausch + Lomb Way to deliver business results.
To accomplish each o these objectives, we will continually measure thesuccess o our People Strategy, making adjustments and improvements asthey are needed along the way. The strategy is designed to grow and evolve
along with the needs o our company and our people.
Bausch + Lombs global Human Resources team works with seniormanagement to develop the ramework and drive the evolution o the
strategy. However, every colleague at every level owns it and playsa key role in its success.
We will continually measure progress against the People Strategys objectivesusing a variety o means, including Employee Willingness to Recommend
and a dashboard o key perormance indicators.
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The people strategy and
its elementsOur People Strategy is organized around our elements.The rst is the way a colleague is chosen or his or her role atBausch + Lomb (Select).
The second is the tools that an individual is given to grow, suchas new skills and expanded opportunities (Develop).
The third element ocuses on the ways individuals are motivated
and engaged to perorm at the highest level possible (Energize).
The nal element denes how an individuals contributions toour company are recognized and rewarded (Value).
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select energize
develop value
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select
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How we identify and
hire talentOur high-perormance culture particularly our Success Mandates and ourHigh-Perormance Behaviors relies on the strength o our people. As a
result, identiying, attracting, and acquiring the very best talent is central to the
success o our company. The way we seek out that talent is the rst element o
our People Strategy: Select.
Selecting the best people begins with discovering, developing, and promoting
talented people within our company. Only in those situations where we nd
that we do not have the necessary resources internally do we then seek out
top talent rom the outside.
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select
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Selecting talented peopleWe know rom experience that top, untapped talent alreadyexists within our company, and that giving our people the chanceto grow proessionally is one o the wisest business decisions
we can make. In act, providing opportunities or our people tomove up, or just as importantly, across unctions, business units or
regions, enhances employee perormance and improves business
results. At the same time, creating a culture in which talentedpeople are recognized and promoted internally improves ourability to attract the very best rom the outside.
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Some of the actions we are taking in this area include:
Employing a global approach to hiring the best talent by maximizingour capabilities and building on our existing resources. This beginswith ensuring that we have a complete picture o the talent that already
exists within our company. It also means expecting that all new hiresmeet or exceed perormance expectations in the rst 12 months o
their employment with the company.
Implementing consistent global orientation or all employees, acrossgeographies and business units, to ensure alignment and understanding
o our companys history, businesses, customers, products, culture, andexpectations. We will supplement our global approach with necessary
local orientations.
Instituting functional competency models to help ensure that ourpeople have the knowledge and skills required to successully carryout their jobs. In many cases, we will establish these competency
models across business units and regions, so that we continue towork as one Bausch + Lomb, achieving excellence in a consistent
and eective manner.
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develop
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How we support and
promote our peopleAt Bausch + Lomb, we strive to make the most o our colleaguestalents. From a ront line operator to a scientist, rom a ront line sales
rep to a senior manager, development and growth o our people is keyto our long-term success.
The Develop element o our People Strategy sets out the ways we
will enable our people both to increase their contributions withinBausch + Lomb and become stronger proessionals in their own right.
It also encourages each and every employee to take accountabilityor their development by bringing awareness to resources and
opportunities or individual growth.
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develop
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There are three primary ways we help our people growproessionally:
First, by ensuring that managers at every level of ourcompany make employee development a top priority, andhave the unctional capabilities and tools to recognize andmaximize talent within their teams. This means ensuringthat our managers are always on the lookout or talent withintheir teams, and that they consistently work to help theiremployees access existing growth opportunities. It alsomeans investing time in key development processes, suchas individual development plans, to ensure employees are
getting the right opportunities at the right time. Second, by giving employees at every level of our company
the education and training opportunities they need in orderto learn new skills and expand existing ones. These may bedirectly related to their current work, or they may be a newset o skills aimed at preparing an employee to shit roleswithin the company.
Third, by providing our people opportunities for varieddevelopmental assignments that help them growproessionally. These include proessional rotations,temporary assignments in other unctional areas orgeographic locations, and similar opportunities to expandones skill set beyond an existing area o expertise.
Developing our people
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Some of the actions we are taking in this area include:
Instituting a talent management process in all business units, unctions,and regions, so that our people are ready to take on new and challenging
responsibilities as soon as they become available. Talent managementincludes identiying critical roles and key talent; assessing strengths,
opportunity areas, and potential; and ensuring that employees maintaina current prole o their past experiences and skill sets, so that we may
identiy and leverage our internal talent.
Continuing to develop and improve front line manager competencyby equipping these managers with the skills to better engage and
motivate their workorce.
Expanding the learning and development resources withinBausch + Lomb University to provide training or all employees,regardless o their current role, level or region. These oerings will includerole-based needs as well as general education, such as our Eye Sciencetraining, arming each and every employee with a clear understandingo our customers top concern their eyes. In addition, we will deliver
experiential learning through programs such as WorkSmart and otherproject-based assignments.
Establishing a mentoring program, beneting both the mentor and thementee through sharing o knowledge and developing new skills. With
increased awareness o talented people throughout the organization,we will continue to build bench strength or succession and accelerate
development across the company.
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energize
How we enhance andengage our peopleThe best way to optimize our investment in great people isto enable them to reach their peak perormance. Thats whatthe Energize element o our People Strategy is all about.
An energized workorce is one that is innovative andcreative, challenged and engaged. In an energizedworkorce, colleagues are accountable or results and
enjoy the independence to work hard to get meaningulthings done. In short, an energized workorce sees real
value in its work.
Every workplace has its challenges, o course, and every
colleague will experience occasional diculties anduncertainties, whatever their role and wherever they work.
What sets apart energized colleagues is that they relishtheir opportunities and bring a winning attitude to solve
the problems they encounter. They like what they do,and are proud o where they do it.
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energize
Energizing our peopleAt Bausch + Lomb, we position our people or success by building
a high-performance and innovative corporate culture. Our culture isdened by The Bausch + Lomb Way, encouraging our people to thinkand act creatively, in ways that challenge convention and yield newand even surprising solutions.
Energized people in high-perormance cultures outperorm
competitors. The Energize element o our People Strategy
sets out ways that ensure our people are motivated, challenged,and supported in their work.
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Some of the actions we are taking in this area include:
Striving to become a great place to work by reaching out to our workorce tolearn what Bausch + Lomb can be doing better and how we can oster trust at
our company. This process will result not only in gathering eedback rom our
employees, but also in implementing their suggestions or improvement. Weare also engaged in a series o other programs, including health and wellnessinitiatives and bettering the lie-work balance o our employees.
Strengthening the employee value proposition by energizing and leveragingthe Bausch + Lomb brand. Our company has a tremendous history andlegacy, which we translate into real value. Our goal is or our existing
employees worldwide, and prospective employees wherever they may be,to see the real value in being a part o Bausch + Lomb.
Improving internal communications by strengthening the communicationprocess to ensure that we are always letting our employees know where we
stand and where we are heading. As an example, Bausch + Lomb will continueto hold regular global employee meetings where sta worldwide can hear
rom the senior leadership team on how our company is doing and theprospects or uture success.
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value
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How we reward and
retain talentHow we value our people in everything rom how we rewardtheir contributions to how we recognize their milestones playsa crucial role in our ability to retain our best talent, and is the
ocus o the nal element o our People Strategy: Value.
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value
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Valuing our peopleAt Bausch + Lomb, we value diversity, and leverage the unique
talents and strengths o our workorce to achieve our vision tobecome the best global eye health company, maximizing the
potential o our individual employees as well as the organization.
We do this by cultivating an environment that celebrates similaritiesand dierences, where all employees are respected, valued, and
rewarded or their contributions that drive achievement o ourbusiness goals.
We also seek to go beyond compensation alone to reward and
recognize our people by improving the workplace experience,supporting employee community engagement, and rewarding and
recognizing individual and team perormance.
Diversity o people, thoughts, and ideas creates protability, growth,
innovation, and competitive advantage. When employees eelvalued, they are engaged in the success of our Company, and
better meet the needs o our diverse customers and consumers.
At Bausch + Lomb, we are building a diverse workorce not onlythrough strategic hiring practices, but also through fexible benet
policies that encourage and support such diversity. We work tosustain and expand that diversity by encouraging the growth o a
wide range o employee networks.
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Valuing our people also means ensuring that every employee is treated well andequitably regardless o where in the world they may work, or what role they may holdin the company. In order to accomplish this, we benchmark high standards or ouremployee programs across the globe, and support our employees with a range o
initiatives that improve their quality o lie.
Likewise, valuing our people means nding new and meaningul ways to rewardtalent, as well as contributions that go beyond ordinary expectations. Each o theseareas provides our company with opportunities to demonstrate our commitment to
our people, reciprocating their commitment to Bausch + Lomb.
Some of the actions we are taking in this area include:
Continuing to build a more diverse workforce, including through additionaldiversity in our hiring and encouraging the development o employee networks.
Adopting a key talent retention strategy, in which we identiy key positions andtalent globally and seek to retain all o these individuals.
Leveraging our performance management process to acknowledge that most
o our people are meeting their objectives within our company and to regularly letthem know how they are perorming and what they need to do to keep improving.
Instituting organization-wide recognition programs and other compensationoerings, so that each and every employee has a balanced reward package
connected to their individual perormance and to the companys perormance.
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Our people determine our futureWe have a special and important mission: Helping people see better to live better.Bringing that mission to lie is how we will achieve our vision o becoming the best
global eye health company.
The people o Bausch + Lomb are the driving orce behind what we accomplish orour customers and patients.
The People Strategy action steps outlined in this document create the ramework
and tools or enabling high perormance. Each o us, however, must take personal
responsibility or making the most o the elements and these tools to build ourcompetencies and grow our careers.
With our rich and growing pipeline, customer- and patient-centered way o working,
and steadily increasing strength in the marketplace, our uture is bright. That
uture depends on our people because its our people who create our pipeline,who live our way o working and who understand what it means to contribute to
a successul business.
By turning our People Strategy into action, we will all take concrete steps tobecoming the best at what we do individually and as a global team. We have
confdence in our uture because we have confdence in our people: the thousands
o talented Bausch + Lomb people we Select, Develop, Energize, and Value each day.
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www.bausch.com
Bausch + Lomb World Headquarters
1400 North Goodman Street
Rochester, NY 14609
t: 585-338-6000
: 585-338-6007
2012 Bausch & Lomb Incorporated. Bausch + Lomb is a trademark o Bausch & Lomb Incorporated. PNP04435 SL6847