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INTRODUCTION
About Baxter
Baxter International Inc. is an American health care company with headquarters in Deerfield, Illinois. The company primarily focuses on products to treat haemophilia, kidney disease, immune disorders and other chronic & acute medical conditions. Baxter is recognized as a leading company in environmental performance and reporting, having an explicit focus on environmental issues since 1976.
BAXTER
Manufacturing strength Global scope Innovative scientific capabilities
Sustainability @ Baxter
Baxters sustainability strategy is further defined by its 9 priorities that focus its efforts for generating sustainable value to its stakeholders Additionally, these nine sustainability priorities are divided into three broad categories:
Our People Our Operations and Products Our World
Strengthen Access to Healthcare through Product Development & Strategic Product Donations
Managing Sustainability
Baxter's executive-level Sustainability Steering Committee oversees the companys sustainability. Baxters sustainability initiatives create business value, from attracting and retaining key talent, engaging employees, and reducing operating expense, to ensuring market access, developing new markets, meeting stakeholder expectations, and enhancing Baxter's reputation.
HR at Baxter
Baxter provides HR professionals with opportunities in:
Talent acquisition/staffing Benefits Compensation Talent management Organizational effectiveness/organizational development HR operations
The functions activities provide insight business, applying competencies in human change and project leadership, coaching organization development, and process management
Global Inclusion This team is focused on creating an inclusive culture and a diverse workforce
RECRUITMENTS @ BAXTER
Recruitment Process
Personnel Planning Job Analysis Employee Requisition
Job Vacancies
Applicant
Pool
Screening
Potential
Hires
Selection
Applicant Population
Departments at Baxter
BioLife Plasma Services Clinical and Medical Affairs
Communications
Engineering
Finance
Human Resources
Information Technology
Legal
Manufacturing
Marketing
Quality
Sales
Supply Chain
Internships
Job title
Screening
Baxter screens its candidates by accepting resumes from interested candidates, and reverting back to the ones which they find apt Short listed candidates are called for multiple rounds of interviews (minimum being 2) depending on the complexity of the job Interview data of 120 candidates at Baxter
(sourced from glassdoor.com, last updated 17th March 2014)
Hiring Strategy
Baxter is committed to equal opportunity for all employees, & recognizes that every individual's unique background & experiences contribute to a successful organization Discrimination in hiring, promotion & all other employment decisions on the basis of race, color, religion, gender, national origin, age, disability, sexual orientation, gender identity or expression, veteran status or any other basis protected by federal, state or local laws is prohibited Employees are encouraged to raise any issues or concerns through one of the channels outlined in Baxters "Prohibition of Workplace Harassment" policy.
Hiring Strategy
Equal opportunities
REMUNERATION
Non-Financial Incentives
Non-financial incentives are valued not just for the direct benefit provided to individual health professionals, but as a means by which employing organizations can recognize & acknowledge employees contributions & commitment, as well as the challenges the employees face in their daily lives. Developing effective non-financial rewards must be closely aligned with strategic objectives, local & personal norms, values & circumstances.
Non-Financial Incentives
a. Workload management:
Heavy and unmanageable workloads are a common concern among health professionals. They contribute to poor performance, low motivation & burnout. Methods that have been used to address workload concerns include: Establishment of overtime payments that ensure staff are compensated for additional hours worked Reviewing & redesigning work roles & responsibilities to ensure the best possible distribution Regulating, either formally or informally, the number of continuous hours worked by any given individual, hence reducing the risk that fatigue will result in poor decision-making.
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Non-Financial Incentives
b. Flexible working arrangements: These may include offering flexible hours of work, extended or changed leave arrangements. This approach is particularly relevant to professionals balancing work commitments with caring responsibilities (home and extended family) and older workers who wish to continue employment but may not be willing or able to undertake the same range of tasks or hours of work.
TALENT DEVELOPMENT
Development Philosophy
The company believes that development should be: Shared responsibility, owned by each employee, his manager & Baxter A process & not an event Focused on goals important to both the employee & Baxter Focused on short-term actions as well as long-term career goals
Development Philosophy
Combination of work experiences, feedback & relationships, & training
70% Work Experiences 20% Feedback/Relationships 10% Training
Expanding your current role Challenging assignments Special projects Rotational assignments Volunteerism/ Community involvement
Mid-year & yearend performance & career discussions Networking Mentoring Coaching Professional or trade association
Instructor led courses Self-study/ Online courses Books/Journals Advanced Degree /Professional Certification Conferences
Initiatives
MyCareer@Baxter portal
The portal provides employees with development & planning tools, as well as comprehensive information about performance expectations & goals, training opportunities & jobs at Baxter.
Initiatives
ISOtrain
The company provides a wide variety of training & development resources through ISOtrain, the companys global training system.
ISOtrain provides a course catalog of more than 24,000 computer based & classroom offerings on topics such as Food & Drug Administration regulations, Good Manufacturing Practice guidelines & job specific skills.
In 2012, employees globally completed more than 3 million hours of training, an average of 54 hours per employee.
Initiatives
Online Learning
Online learning is available to all employees, with courses offered in up to 20 languages.
More than 950 e-Learning programs, including courses offered through ISOtrain, cover topics such as Baxter processes, systems & products; quality; leadership & career development; PC skills; environment, health & safety; pharmacovigilance; project management; & communication. Employees completed more than 199,000 e-Learning courses in 2012.
Initiatives
Baxter continually enhances its employee performance assessment process. Managers review employee performance annually, & individual performance contributes to differentiated rewards. As part of the annual performance review process, both employee & manager identify strengths & development areas & then conduct ongoing discussions throughout the year.
The company also encourages mid-year reviews to track development & performance.
Accountability
Communication
Facilitation
Interviewing
During 2012, more than 1,900 managers completed at least one Management Essentials course.
During 2012, nearly 240 employees completed at least one Leading for Results course.
Baxter implements risk-based anticorruption education program to provide awareness-level training to most employees, especially who regularly interact with government officials and healthcare professionals.
Succession Management
To ensure a robust leadership pipeline, the company assesses its talent through its organization inventory process. The CEO conducts an annual talent review of Baxters business, regional and functional senior talent with the senior management to ensure that the company is meeting its global organizational effectiveness & workforce capability needs. The CEO also reviews development and succession planning with the companys Board of Directors. The Board of Directors oversees succession management process to ensure rigor, effectiveness & support of companys diversity goals. The Corporate Governance Committee of the Board of Directors oversees succession planning for the CEO.
Operational Excellence
Financial
Employees use the model to establish individual goals & measurable targets to help Baxter achieve its broader goals.
The executive team creates goals under each category. The top 150 executives then develop their goals, which are distributed to employees. The goals are collected in a performance management system. A website provides guidance on how to write goals, & achievement results are shared with companys performance review & compensation systems.
Appraisal Process
Performance Appraisal is the periodic evalutaion of an employees current and past performance relative to performance standards. Employees are judged in three ways;
What they achieve (Results and outcomes) What they do (Behavior and actions) What they are (Knowledge, skills and abilities
Appraisal Method
The most commonly followed method in pharma industry is that of Management by Objectives (MBO). In this, short term objectives for an employee are chalked out that are specific, measurable, achievable, reviewable and time bound. With the focus on company vision, strategic thrust areas & annual business plan, functional goals & all are decided at the start of the financial year. These goals are further cascaded down to teams & individuals & are reviewed periodically.
Thank You!
By: Guneet Chatrath (108) Atrija Gaur (114) Aakash Chharia (109) Mudit Jain (614) Arush Mehta (603) Avinash Gupta (632)