promotions
was 51% and in the year 2000 the figure was only 21%.
As cross-functional teams become more common throughout the company, diverse backgrounds
and experience are increasingly important for senior executives. Ann Bailey had
worked in Consumer Health, Technical Operations and launched the Pharmaceutical
Division’s IQP (Innovation, Quality, Productivity) initiative before being named
Head of Corporate Communications last year. Maeve
Devlin joined a predecessor company of Novartis in conjunction with construction
of a new manufacturing plant in Ringaskiddy, Ireland. A decade later, she transferred
to Switzerland – initially as head of multipurpose production, but since 2004
as Head of Chemical Operations Switzerland – a post carrying responsibility for
four key production sites. Despite the emphasis on
internal succession, however, there is still ample opportunity at Novartis for
external hires as well. Ludwig Hantson joined Novartis in 2001, as Head of Commercial
Development at the Pharmaceuticals Division. Then, in a succession of positions
outlined in OTR discussions, Mr. Hantson became head of the Neuroscience Business
Franchise, then Head of Pharma at Novartis Canada, |
| before
assuming his current position, Head of Region Europe for the Pharmaceuticals Division,
at the beginning of last year. Amid the rapid increase
in the number of participants in the OTR process, Group Human Resources has worked
hard to improve execution of the annual reviews. During 2005, more than 600 Basel-based
line managers participated in a special OTR training program led by Dr. Brokatzky-
Geiger. The aim was to fine-tune collection and analysis of data, as well as to
strengthen managers’ sense of ownership of the talent development processes. “We
want people to understand this better,” Dr. Brokatzky-Geiger says. “OTR isn’t
just a form you fill in and send to HR. The ability to build a talent pipeline
is a key indicator in every manager’s performance.”
MENTORING
PROGRAMS Mentoring is an increasingly important instrument
for professional and career development at Novartis, complementing a broad array
of corporate learning programs run in collaboration with renowned institutions
such as Harvard Business School, Stanford Business School and INSEAD.
For several years, mentoring programs led by ECN members and other top executives |
| have
been an essential part of grooming high-potential executives for new roles.
Mentoring also is an established feature of leadership development at key functions
and Business Units at both the Pharmaceuticals and Consumer Health Divisions.
At the Pharmaceutical Division’s Development function, more than 100 high-potential
associates took part in mentoring programs during 2005.
And the Technical Operations (TechOps) function broadened a four-year-old program
by both expanding the number of participants, and introducing cross-functional
mentoring. The TechOps program paired almost 200 high-potential associates with
experienced mentors, including leadership teams at both Chemical Operations and
Pharmaceutical Operations. Tech Ops also shifted several of its mentors to new
crossfunctional programs at the Pharmaceuticals Division’s Development and Pharma
Affairs functions. At the Consumer Health Division
mentoring has been a career springboard for female executives who head US operations
for three of the Division’s five Business Units. Karen Gough, US Head of CIBA
Vision, Jan Coneely, US Head of Medical Nutrition, and Diane Jacobs, US Head of
the Gerber Business Unit, participate |
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