Download - Rutgers MBA Session-11!04!06 W-o Notes
Barbara J. ElbertsonDirector General Management Talent Development
November 4, 2006
For DiscussionFor DiscussionFor DiscussionFor Discussion
About Johnson & JohnsonAbout Johnson & Johnson
Our Culture, Our CredoOur Culture, Our Credo
Employee Engagement-Employee MotivationEmployee Engagement-Employee Motivation
Q&AQ&A
About Johnson & JohnsonAbout Johnson & Johnson
Our Culture, Our CredoOur Culture, Our Credo
Employee Engagement-Employee MotivationEmployee Engagement-Employee Motivation
Q&AQ&A
A Company With a Rich HistoryA Company With a Rich HistoryA Company With a Rich HistoryA Company With a Rich History
Founded in 1886 by Robert Wood JohnsonFounded in 1886 by Robert Wood Johnson in New Brunswick, NJ in New Brunswick, NJ
Founded in 1886 by Robert Wood JohnsonFounded in 1886 by Robert Wood Johnson in New Brunswick, NJ in New Brunswick, NJ
Robert WoodRobert Wood
James WoodJames Wood
Edward MeadEdward Mead
First Johnson & Johnson FacilityFirst Johnson & Johnson Facility
World’s Most Comprehensive and Broadly World’s Most Comprehensive and Broadly Based Health Care CompanyBased Health Care Company
World’s Most Comprehensive and Broadly World’s Most Comprehensive and Broadly Based Health Care CompanyBased Health Care Company
115,700 Employees115,700 Employees
230 Operating companies in 57 countries230 Operating companies in 57 countries
Selling products in 175 countriesSelling products in 175 countries
Highly decentralizedHighly decentralized
115,700 Employees115,700 Employees
230 Operating companies in 57 countries230 Operating companies in 57 countries
Selling products in 175 countriesSelling products in 175 countries
Highly decentralizedHighly decentralized
PharmaceuticalsPharmaceuticals
Consumer & Personal CareConsumer & Personal Care Medical Devices & DiagnosticsMedical Devices & Diagnostics
OTC’s and NutritionalsOTC’s and Nutritionals
18.0%
44.2%
37.8%18.0%
44.2%
37.8%
Balanced PortfolioBalanced PortfolioBalanced PortfolioBalanced Portfolio
Medical Devices& Diagnostics
Medical Devices& Diagnostics
PharmaceuticalsPharmaceuticals
ConsumerConsumer
2005 Sales: $50.5 Billion2005 Sales: $50.5 Billion
6%
24% 56%
14%
6%
24% 56%
14%
2005 Sales by Geographic Area2005 Sales by Geographic Area2005 Sales by Geographic Area2005 Sales by Geographic Area
Europe$12.2 Billion
Europe$12.2 Billion
U.S.$28.4 Billion
U.S.$28.4 Billion
W. Hemisphere$3.1 Billion
W. Hemisphere$3.1 Billion
Asia, Pacific, Africa$6.8 Billion
Asia, Pacific, Africa$6.8 Billion
Total Sales: $50.5 BillionTotal Sales: $50.5 Billion
Historical PerformanceHistorical PerformanceHistorical PerformanceHistorical Performance
100 +10.5% +11.0% +10.9%
50 +11.1 +11.7 +14.2
20 +10.9 +10.8 +15.3
10 +10.5 +11.3 +15.9
5 +11.6 +10.3 +16.0
1 +6.7 +6.0 +13.3
100 +10.5% +11.0% +10.9%
50 +11.1 +11.7 +14.2
20 +10.9 +10.8 +15.3
10 +10.5 +11.3 +15.9
5 +11.6 +10.3 +16.0
1 +6.7 +6.0 +13.3
73 Consecutive years of Sales increases73 Consecutive years of Sales increases 21 Consecutive years of double digit Earnings increases21 Consecutive years of double digit Earnings increases(1)
43 Consecutive years of Dividend increases43 Consecutive years of Dividend increases
NetNetIncomeIncome(1)(1)
NetNetIncomeIncome(1)(1)
ReportedReportedSalesSales
ReportedReportedSalesSales
OperationalOperationalSalesSales
OperationalOperationalSalesSalesYearYearYearYear
(1) Proforma excluding In-process R&D, net taxes on repatriated cash under the AJC Act and other charges and credits(1) Proforma excluding In-process R&D, net taxes on repatriated cash under the AJC Act and other charges and credits
Broadly based Broadly based in Humanin Human
Health CareHealth Care
Broadly based Broadly based in Humanin Human
Health CareHealth Care
Foundation Foundation Built On Built On
Ethics andEthics andThe CredoThe Credo
Foundation Foundation Built On Built On
Ethics andEthics andThe CredoThe Credo
A Culture ofA Culture of ManagingManaging
For theFor theLong-termLong-term
A Culture ofA Culture of ManagingManaging
For theFor theLong-termLong-term
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Performance Driven by Four Performance Driven by Four Enduring Strategic PrinciplesEnduring Strategic PrinciplesPerformance Driven by Four Performance Driven by Four Enduring Strategic PrinciplesEnduring Strategic Principles
Broadly based Broadly based in Humanin Human
Health CareHealth Care
Broadly based Broadly based in Humanin Human
Health CareHealth Care
Foundation Foundation Built On Built On
Ethics andEthics andThe CredoThe Credo
Foundation Foundation Built On Built On
Ethics andEthics andThe CredoThe Credo
A Culture ofA Culture of ManagingManaging
For theFor theLong-termLong-term
A Culture ofA Culture of ManagingManaging
For theFor theLong-termLong-term
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Leadership and Growth ImperativesLeadership and Growth ImperativesLeadership and Growth ImperativesLeadership and Growth Imperatives
Leadership & GrowthLeadership & Growth • CompetitivenessCompetitiveness• SuperiorSuperior GrowthGrowth
• LeadershipLeadership• Talent ManagementTalent Management• Global Leadership ProfileGlobal Leadership Profile
““The The most important responsibilitymost important responsibility all of us have is all of us have is to develop the leadersto develop the leaders of the future. It’s the of the future. It’s the greatest challenge we have, and the greatest challenge we have, and the most most
important legacyimportant legacy that we can leave behind.” that we can leave behind.”
William C. WeldonWilliam C. WeldonChairman and Chief Executive OfficerChairman and Chief Executive Officer
LeadershipLeadershipLeadershipLeadership
Talent Management-Talent Management-A Critical Business ImperativeA Critical Business Imperative
Talent Management-Talent Management-A Critical Business ImperativeA Critical Business Imperative
To develop and retain a diverse and robust pipeline of Extraordinary Leaders capable of meeting current,
emerging, and future challenges
Mission
AcquiringAcquiringTalentTalent
RecruitingSelectionOn-boarding
RecruitingSelectionOn-boarding
AssessingAssessingTalentTalent
Performance Management
360 AssessmentSuccession and
Development Planning
Performance Management
360 AssessmentSuccession and
Development Planning
DevelopingDevelopingTalentTalent
Critical Job Experiences
Skills EnhancementLeadership EducationCoaching
Critical Job Experiences
Skills EnhancementLeadership EducationCoaching
Rewarding/Rewarding/ CompensatingCompensating
TalentTalent
Performance Driven Compensation
Leadership Awards
Performance Driven Compensation
Leadership Awards
Diversity…Productivity…Results
Business Strategy
Talent Management Process
Leadership Accountability
Integrity and Credo-based Actions
Strategic Thinking
Big Picture Orientation with Attention to Detail Organization & Talent Development Intellectual Curiosity Collaboration and Teaming Sense of Urgency Prudent Risk-taking Self-awareness and Adaptability Results and Performance Driven
Long-Term Growth StrategyLong-Term Growth StrategyLong-Term Growth StrategyLong-Term Growth Strategy
Strong internal R&D capabilityStrong internal R&D capability
Strategic alliancesStrategic alliances
Selected acquisitionsSelected acquisitions
Strong internal R&D capabilityStrong internal R&D capability
Strategic alliancesStrategic alliances
Selected acquisitionsSelected acquisitions
Johnson & JohnsonJohnson & Johnson
C&PCC&PC MD&DMD&D PHARMPHARM CORP.CORP.
Foundation BuiltFoundation BuiltOn Ethics andOn Ethics and
The CredoThe Credo
Foundation BuiltFoundation BuiltOn Ethics andOn Ethics and
The CredoThe Credo
A Culture ofA Culture of Managing For Managing For the Long-termthe Long-term
A Culture ofA Culture of Managing For Managing For the Long-termthe Long-term
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Leadership & GrowthLeadership & GrowthLeadership & GrowthLeadership & Growth
Broadly based Broadly based in Humanin Human
Health CareHealth Care
Broadly based Broadly based in Humanin Human
Health CareHealth Care
Four Enduring Strategic PrinciplesFour Enduring Strategic PrinciplesEnabling Leadership & GrowthEnabling Leadership & Growth
Four Enduring Strategic PrinciplesFour Enduring Strategic PrinciplesEnabling Leadership & GrowthEnabling Leadership & Growth
Science in the Science in the Service of ConsumersService of Consumers
Consumer & Personal CareConsumer & Personal CareConsumer & Personal CareConsumer & Personal Care
Medical Devices & DiagnosticsMedical Devices & DiagnosticsMedical Devices & DiagnosticsMedical Devices & Diagnostics
28.7
21.1
19
16.2
8.8
8.7
8.4
6.8
6.4
4.7
4.2
2.7
0 5 10 15 20 25 30 35
In-Vitro Diagnostics
Orthopaedics
Cardiovascular
Imaging**
Patient Monitoring
Ophthalmology
Surgical Instruments
Dialysis
Wound Care
Respiratory
Needles & Syringes
Neurology
2004-2008 CAGR
6.9%
13.3%
16.0%
5.1%**
3.2%
7.0%
7.5%
5.5%
5.5%
9.0%
10.0%
15.0%
= J&J Participation
$U.S. Billions
Worldwide MD&D MarketWorldwide MD&D MarketWorldwide MD&D MarketWorldwide MD&D Market
Source: McKinsey 2004 (Dorlands)Source: McKinsey 2004 (Dorlands) *Estimate based on Frost & Sullivan, Freedonia*Estimate based on Frost & Sullivan, Freedonia
$ 180 Billion Market*$ 180 Billion Market*’’04 – ‘08 CAGR: 9%**04 – ‘08 CAGR: 9%**$ 180 Billion Market*$ 180 Billion Market*’’04 – ‘08 CAGR: 9%**04 – ‘08 CAGR: 9%**
PharmaceuticalsPharmaceuticalsPharmaceuticalsPharmaceuticals
Therapeutic Growth EnginesTherapeutic Growth EnginesTherapeutic Growth EnginesTherapeutic Growth Engines
Sustainable leadership in current marketsSustainable leadership in current markets– CNSCNS– Pain managementPain management– Immune-Mediated Inflammatory Diseases Immune-Mediated Inflammatory Diseases
(I.M.I.D.)(I.M.I.D.)– AnemiaAnemia
Four new global growth enginesFour new global growth engines– VirologyVirology– OncologyOncology– Anti-BacterialsAnti-Bacterials– Cardiovascular DiseaseCardiovascular Disease
Sustainable leadership in current marketsSustainable leadership in current markets– CNSCNS– Pain managementPain management– Immune-Mediated Inflammatory Diseases Immune-Mediated Inflammatory Diseases
(I.M.I.D.)(I.M.I.D.)– AnemiaAnemia
Four new global growth enginesFour new global growth engines– VirologyVirology– OncologyOncology– Anti-BacterialsAnti-Bacterials– Cardiovascular DiseaseCardiovascular Disease
Enabling Leadership & GrowthEnabling Leadership & GrowthEnabling Leadership & GrowthEnabling Leadership & Growth
• EmpowermentEmpowerment• EntrepreneurshipEntrepreneurship
Principles of DecentralizationPrinciples of Decentralization
• AccountabilityAccountability• CollaborationCollaboration
Foundation BuiltFoundation BuiltOn Ethics andOn Ethics and
The CredoThe Credo
Foundation BuiltFoundation BuiltOn Ethics andOn Ethics and
The CredoThe Credo
A Culture ofA Culture of Managing For Managing For the Long-termthe Long-term
A Culture ofA Culture of Managing For Managing For the Long-termthe Long-term
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Leadership & GrowthLeadership & Growth
Broadly based Broadly based in Human in Human
Health CareHealth Care
Broadly based Broadly based in Human in Human
Health CareHealth Care
Standardization
Leadership & GrowthLeadership & Growth
Decentralized Decentralized ManagementManagementPhilosophyPhilosophy
Decentralized Decentralized ManagementManagementPhilosophyPhilosophy
Enabling Leadership & GrowthEnabling Leadership & GrowthEnabling Leadership & GrowthEnabling Leadership & Growth
External Environment
Business Planning
Organizational & Talent Planning
StrategyCompetitivenessCompetitiveness Superior growthSuperior growth
A Culture ofA Culture of Managing For Managing For the Long-termthe Long-term
A Culture ofA Culture of Managing For Managing For the Long-termthe Long-term
Foundation BuiltFoundation BuiltOn Ethics andOn Ethics and
The CredoThe Credo
Foundation BuiltFoundation BuiltOn Ethics andOn Ethics and
The CredoThe Credo
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Broadly based Broadly based in Human in Human
Health CareHealth Care
Broadly based Broadly based in Human in Human
Health CareHealth Care
Enabled By
A Culture ofA Culture ofManaging ForManaging ForThe Long-termThe Long-term
A Culture ofA Culture ofManaging ForManaging ForThe Long-termThe Long-term
Leadership & GrowthLeadership & Growth
A Culture ofA Culture of Managing For Managing For the Long-termthe Long-term
A Culture ofA Culture of Managing For Managing For the Long-termthe Long-term
Foundation BuiltFoundation BuiltOn Ethics andOn Ethics and
The CredoThe Credo
Foundation BuiltFoundation BuiltOn Ethics andOn Ethics and
The CredoThe Credo
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Decentralized Decentralized ManagementManagement PhilosophyPhilosophy
Broadly based Broadly based in Human in Human
Health CareHealth Care
Broadly based Broadly based in Human in Human
Health CareHealth Care
Foundation BuiltFoundation BuiltOn Ethics and On Ethics and
Our CredoOur Credo
Foundation BuiltFoundation BuiltOn Ethics and On Ethics and
Our CredoOur Credo
Enabling Leadership & GrowthEnabling Leadership & GrowthEnabling Leadership & GrowthEnabling Leadership & Growth
Leadership & GrowthLeadership & Growth
Our CredoOur CredoOur CredoOur Credo Written by General Robert Written by General Robert
Wood Johnson, Jr. in the Wood Johnson, Jr. in the 1940s1940s– Visionary business Visionary business
leader leader
Among the first to speak Among the first to speak openly of a company’s openly of a company’s responsibility responsibility – Responsibilities far Responsibilities far
beyond the beyond the requirements of its requirements of its stockholdersstockholders
– Committed company to Committed company to adhere to a set of adhere to a set of responsibilitiesresponsibilities
Written by General Robert Written by General Robert Wood Johnson, Jr. in the Wood Johnson, Jr. in the 1940s1940s– Visionary business Visionary business
leader leader
Among the first to speak Among the first to speak openly of a company’s openly of a company’s responsibility responsibility – Responsibilities far Responsibilities far
beyond the beyond the requirements of its requirements of its stockholdersstockholders
– Committed company to Committed company to adhere to a set of adhere to a set of responsibilitiesresponsibilities
Our CredoOur CredoOur CredoOur Credo
CustomersCustomers
EmployeesEmployees
CommunityCommunity
ShareholdersShareholders
CustomersCustomers
EmployeesEmployees
CommunityCommunity
ShareholdersShareholders
Four Tenets
Our CredoOur CredoOur CredoOur Credo
Reflects our profound inclination Reflects our profound inclination to put the needs of others firstto put the needs of others first
Guides us in all our actionsGuides us in all our actions– Reinforces our deep Reinforces our deep
conviction to conviction to meet customers’ and meet customers’ and patients’ needspatients’ needs
– Global community of caring Global community of caring employeesemployees
– Help rebuild destroyed Help rebuild destroyed communitiescommunities
– Positions us to meet Positions us to meet shareholder expectationsshareholder expectations
Evidenced by what each of us do Evidenced by what each of us do every day of the year – at work, at every day of the year – at work, at home, in our communitieshome, in our communities
Reflects our profound inclination Reflects our profound inclination to put the needs of others firstto put the needs of others first
Guides us in all our actionsGuides us in all our actions– Reinforces our deep Reinforces our deep
conviction to conviction to meet customers’ and meet customers’ and patients’ needspatients’ needs
– Global community of caring Global community of caring employeesemployees
– Help rebuild destroyed Help rebuild destroyed communitiescommunities
– Positions us to meet Positions us to meet shareholder expectationsshareholder expectations
Evidenced by what each of us do Evidenced by what each of us do every day of the year – at work, at every day of the year – at work, at home, in our communitieshome, in our communities
Credo ValuesCredo Values
CitizenshipCitizenship• Obey laws/regulationsObey laws/regulations
• Protect the environmentProtect the environment
• Support worthy causesSupport worthy causes
CaringCaring• Be concerned about theBe concerned about the
well-being of otherswell-being of othersaffected by our actionsaffected by our actions
ResponsibilityResponsibility• Recognize interests Recognize interests
of all stakeholdersof all stakeholders
• Be personally Be personally accountableaccountable
• Consider impact Consider impact long-term and long-term and beyond your area beyond your area of responsibilityof responsibility
RespectRespect• Do not exploit, demean Do not exploit, demean
or discriminateor discriminate
• Our actions should earn Our actions should earn respect from respect from stakeholdersstakeholders
TrustworthinessTrustworthiness• Strive for a good, ethical solutionStrive for a good, ethical solution
• Align behavior with stated valuesAlign behavior with stated values
• Avoid misrepresentation – Avoid misrepresentation – be honestbe honest
• Keep promisesKeep promises
• Be worthy of stakeholder loyaltyBe worthy of stakeholder loyalty
FairnessFairness• Be fair in dealings with customers, Be fair in dealings with customers,
suppliers, communities, employees suppliers, communities, employees and competitorsand competitors
• Be unbiased/objectiveBe unbiased/objective
• See things through the eyes of othersSee things through the eyes of others
Credo-Based Decision ProcessCredo-Based Decision ProcessCredo-Based Decision ProcessCredo-Based Decision Process
Recognize Recognize the moral the moral challengechallenge
Is there a Is there a conflict between conflict between two “goods?” two “goods?”
Proactively Proactively address the issueaddress the issue
Avoid Avoid rationalizationsrationalizations
Gather pertinent Gather pertinent factsfacts
In conflict, think In conflict, think long-termlong-term
• Weigh conflicting Weigh conflicting interests against interests against Credo values Credo values placing emphasis placing emphasis on core valueson core values
• Assess motives/Assess motives/intentintent
• Assess impact of Assess impact of alternatives on alternatives on stakeholdersstakeholders
Search forSearch for a good solution a good solution
Address threshold issuesAddress threshold issuesUse more than one Use more than one ethical approachethical approach
Act with Act with couragecourage
Accept the Accept the discomfortdiscomfort
Acknowledge Acknowledge any downsideany downside
Test your Test your provisional provisional
decisiondecision
Ask yourself:Ask yourself:
• Does it pass the Does it pass the “Tell All” test?“Tell All” test?
• Could you explain Could you explain it to those affected, it to those affected, to your family, to your family, your peers?your peers?
• Will it harm the Will it harm the Company’s reputation Company’s reputation if reported in the media?if reported in the media?
Talk with others:Talk with others:• Use your management, Use your management,
others at corporate as a others at corporate as a sounding boardsounding board
A critical component in retaining talentA critical component in retaining talentA critical component in retaining talentA critical component in retaining talent
Employee EngagementEmployee Engagement,, or the extent to which or the extent to which employees are willing and able to contribute to employees are willing and able to contribute to company successcompany success
Employee EngagementEmployee Engagement,, or the extent to which or the extent to which employees are willing and able to contribute to employees are willing and able to contribute to company successcompany success
The top ten drivers of ENGAGEMENT are about the The top ten drivers of ENGAGEMENT are about the things that enable employees to make a difference things that enable employees to make a difference Towers Perrin Talent Report 2003Towers Perrin Talent Report 2003
The top ten drivers of ENGAGEMENT are about the The top ten drivers of ENGAGEMENT are about the things that enable employees to make a difference things that enable employees to make a difference Towers Perrin Talent Report 2003Towers Perrin Talent Report 2003
Benefits
Challenging work
Customer orientation
Career advancement opportunities
Senior management vision
Senior management interest in employee well-being
Decision-making authority
Reputation of the company
Collaboration with co-workers
Resources to get the job done
Input on decision making
Learning andDevelopment
Pay
Work Environment
Top 10Engagement
Drivers
Our study provides a talent management mantra that says...
To attract me, you’ve got to get the basics right (pay, benefits, career, people)…
But to really engage me, leadership has to show interest in me, you’ve got to give me challenge and authority, and the company has to focus on success (customers)
Benefits
Overall satisfaction with benefits needed in day-to-day life
When it comes to RETENTION, the rewards that matter When it comes to RETENTION, the rewards that matter most are about advancement, keeping good people and most are about advancement, keeping good people and the work environmentthe work environment Towers Perrin Talent Report 2003Towers Perrin Talent Report 2003
When it comes to RETENTION, the rewards that matter When it comes to RETENTION, the rewards that matter most are about advancement, keeping good people and most are about advancement, keeping good people and the work environmentthe work environment Towers Perrin Talent Report 2003Towers Perrin Talent Report 2003
Pay
Providing competitive base pay
Career advancement opportunities
Retaining high caliber people
Developing skills of employees
Challenging work
Overall work environment
Resources to get the job done
Manager provides clear goals
Manager inspires enthusiasm
Top 10Retention
DriversWork
EnvironmentLearning andDevelopment
NOTE: Italics indicate organizational performance on these areas that overlap with engagement drivers…
Our study provides a talent management mantra that says...
To attract me, you’ve got to get the basics right (pay, benefits, career, people)…
To retain me, you’ve got to help me advance, keep the good people, and provide the right work environment…
The Johnson & Johnson Worldwide Credo Survey is a reflection of each associates thoughts and ideas regarding their Company and their work.
Measures the Impact of Leadership Behavior
OnOrganizational Beliefs
Measures the Impact of Leadership Behavior
OnOrganizational Beliefs
Outcomes
AssessedCredo Values/ethical
conduct
Company Innovation
High Performance
Job Demands
Valuing People
Customer Focus
Talent Pipeline
Employee Engagement
Credo Survey ProcessCredo Survey ProcessCredo Survey ProcessCredo Survey Process
ParticipationParticipation InterpretationInterpretation
CommunicationCommunication
100% Web Based
Translated Into 50
Languages
All Johnson & Johnson
Employees
Turning data into information
Normative ComparisonsGlobal, Regional, Functional,
Business Unit
Turning data into information
Normative ComparisonsGlobal, Regional, Functional,
Business Unit
Employee Feedback
Sessions
Acknowledged Areas of
Strength
Identified Areas of
Opportunity
Action Planning / AccountabilityAction Planning / Accountability
Linked With Each Report
Supervisory Review and Approval
Knowledge Sharing Resource
Status Tracking
Linked With Each Report
Supervisory Review and Approval
Knowledge Sharing Resource
Status Tracking
ImprovementImprovement
Benefits
Overall satisfaction with benefits needed in day-to-day life
When it comes to retention, the rewards that matter When it comes to retention, the rewards that matter most are about advancement, keeping good people and most are about advancement, keeping good people and the work environmentthe work environment Towers Perrin Talent Report 2003Towers Perrin Talent Report 2003
When it comes to retention, the rewards that matter When it comes to retention, the rewards that matter most are about advancement, keeping good people and most are about advancement, keeping good people and the work environmentthe work environment Towers Perrin Talent Report 2003Towers Perrin Talent Report 2003
Pay
Providing competitive base pay
Career advancement opportunities
Retaining high caliber people
Developing skills of employees
Challenging work
Overall work environment
Resources to get the job done
Manager provides clear goals
Manager inspires enthusiasm
Top 10Retention
DriversWork
EnvironmentLearning andDevelopment
NOTE: Italics indicate organizational performance on these areas that overlap with engagement drivers…
Our study provides a talent management mantra that says...
To attract me, you’ve got to get the basics right (pay, benefits, career, people)…
To retain me, you’ve got to help me advance, keep the good people, and provide the right work environment…
Targeting the “Right” Targeting the “Right” Development at the “Right” TimeDevelopment at the “Right” TimeTargeting the “Right” Targeting the “Right” Development at the “Right” TimeDevelopment at the “Right” Time
EC/CGCs Incumbents
Pipeline for EC& GOCs
Pipeline for:- Presidents- IVPs- MDs
GlobalRegionalLocal
“Further Out”/Emerging Talent
Rol
es &
Exp
erie
nces
Per
form
ance
Man
agem
ent
Suc
cess
ion
Pla
nnin
g
Executive &
Leadership Developm
ent
Shared Talent Mindset & Behaviors
• A pervasive Credo-based philosophy and culture
• Critical combination of programs and processes tailored to meet the needs of growing and developing leaders
• A belief that talent impacts business results
• Performance bar is continually raised
Keys to Building a Deep Bench of Talent
• Robust processes in:
• Assessment
• Assignment Management
• Performance Management
• Recruiting
• Rigorous, action oriented talent review process
• Line accountability
• Deployed consistently and strategically aligned with GOC and J&J businessimperatives
• Programs and processes identified through the Organizational & Talent Planning Process
• Tailored and customized by GOC as required by the business demands
DevelopingDevelopingTalentTalent
Now that your know more about J&J…Now that your know more about J&J…Now that your know more about J&J…Now that your know more about J&J…
What do you believe drives What do you believe drives organizational behavior in this organizational behavior in this
company?company?
What do you believe drives What do you believe drives organizational behavior in this organizational behavior in this
company?company?
LearningsLearnings LearningsLearnings
It’s about the industry we are privileged to work inIt’s about the industry we are privileged to work in
It’s about our decentralizationIt’s about our decentralization
It’s about Credo valuesIt’s about Credo values
It’s about talent acquisition, engagement and It’s about talent acquisition, engagement and retentionretention
It’s about leaving a legacy, securing the company It’s about leaving a legacy, securing the company for the futurefor the future
It’s about LeadershipIt’s about Leadership
It’s about the industry we are privileged to work inIt’s about the industry we are privileged to work in
It’s about our decentralizationIt’s about our decentralization
It’s about Credo valuesIt’s about Credo values
It’s about talent acquisition, engagement and It’s about talent acquisition, engagement and retentionretention
It’s about leaving a legacy, securing the company It’s about leaving a legacy, securing the company for the futurefor the future
It’s about LeadershipIt’s about Leadership
Q&A
Thank YouThank You Thank YouThank You