1. 8.

7 Developing people Employee training forms an important part of the

employee development program. Various trainings, seminars are held to
educate employees to dispense off their duties in the best possible manner.
Empowered employees take initiatives and providecreative solutions to
challenges. Building relationships The main focus at GSK is on building the
relationships through various PR and CSR activities. Company’s values
inculcate trust and openness in everything it does which helps the organization
to foster long- lasting partnerships 6. STRATEGIC PRIORITIES Strategic
priorities are an indicative of a company’s long term business objectives. The
business at GSK revolves around the following five basic priorities: Grow a
diversified global business This strategic priority is reflected by the fact that the
company has presence in 99 cities across 39 countries round the globe. The
company is also well aware of the threats posed to business by new entrants
providing better products at cheaper prices. This forms the basis for adopting
business practices at GSK where continuous efforts are being made to
simplifythe company’s current operating model. This is done to ensure that it is
fit forpurpose and able to support company’s business in the most efficient and
effective way.

2. 9. 8 Create a culture of individual empowerment Employee empowerement has

been recognised to be one of the main tools inspiring motivation and loyalty
among employees. The same applies equally to GSK where empowerment is
considered to be the key to achieving company goals and it ensures that GSK
employees are equipped with the tools and inspiration they need to make
decisionswith confidence and accountability. Building trust Building trust is
seen as a fundamental platform contributing towards the success of GSK where
it is believed that essentially without trust, the company don’t have a business.

3. 7. TRAINING AND DEVELOPMENT Most organisations look at training

and development as an integral part of the human resource development
activity. The turn of the century has seen increased focus on the same in
organisations globally. Many organisations have mandated training hours per
year for employees keeping in consideration the fact that technology is
deskilling the employees at a very fast rate. Training is described as an
endeavour aimed to improve or develop additional competency or skills in an
employee on the job one currently holds in order to increase the performance or
productivity.
4. 10. 9 Technically training involves change in attitude, skills or knowledge of a
person with the resultant improvement in the behaviour. For training to be
effective it has to be a planned activity conducted after a thorough need
analysis and target at certain competencies, most important it is to be conducted
in a learning atmosphere. While designing the training program it has to be kept
in mind that both the individual goals and organisational goals are kept in mind.
Although it may not be entirely possible to ensure a sync, but competencies are
chosen in a way that a win-win is created for the employee and the
organisation. This is done on the basis of existing attitude, skills and abilities,
knowledge and performance of the employee. Most of the leadership programs
tend to be of this nature with a vision of creating and nurturing leaders for
tomorrow.

5. 12. 11 Performance & Development Plan Form (PDP) Name Business Unit Job
Title Department Manager’s Name Location Plan Year Country Performance
Plan Performance Objectives: “what” you need to achieve Accomplishments /
Examples / Comments describe your progress to date Behavioural Objectives
“how you need to deliver your performance objectives ACHIEVING
EXCELLENCE Continous Improvement
6. 13. 12 Engaging and developing others Team Work Development Plan
Development Activities / Objectives: include both long & short term
development goals for your current role and career aspirations Progress &
Accomplishments describe your progress to date
7. 14. 13 Review of Performance and Behaviours Stakeholder Feedback: record
here feedback received from direct reports, colleagues, customers and other
stakeholders Annual Review – Manager’s Comments Annual Review –
Employee’s Comments
8. 15. 14 Performance in meeting objectives and demonstrating the High
Performance Behaviours are important factors in compensation decisions. This
information, along with other factors, will be considered when making
compensation recommendations. Please consult your manager for further
details. My manager and I have discussed this annual performance and
development review and jointly prepared this document. My signature does not
necessarily signify agreement or disagreement. Employee’s Signature:
________________________________________________ Date:
_________________ Manager’s Signature:
_________________________________________________ Date:
_________________ Employee and manager must sign in order to finalise this
 PDP. In lieu of signing, the employee can also email acknowledgement that the
document has been received and discussed. The manager must then attach the
email to the document in order to finalise. Data Protection Law –The data in
this document may be stored in paper form or electronically within the GSK
computing environment and used by authorised data users to highlight internal
talent and possible job opportunities globally within GlaxoSmithKline. By
submitting this form and providing the information requested, you are
authorising GSK to use the data supplied for these purposes. Please see the
PDP guide for complete details on this subject. Records Retention - This is an
employment record which must be retained by the Company. Please refer to the
GSK Global Records Retention Schedule, record category: GRS056 for details
of the retention period: http://corporate2.glaxo.com/Docretention - select
“Search” from the top menu, enter “GRS056” and click “Search”.
9. 16. 15 8. CAREER DEVELOPMENT GSK is committed to rewarding,
developing and retaining talent. It shares the responsibility of its people career
development needs through support in financial terms as well as in career
through a wide range of programs including rotations in different departments
so employees can have an overview of the business process. Then a training
and development plan is prepared and all Departmental Heads are involved in
it. Periodic assessment is done for training and developmental needs and also
for analyzing skills and potential of employees. Based on this at final stage
employee is evaluated though a series of interviews and then either promoted or
transferred to more appropriate department matched for skills and potential.
Most of the time succession planning is done at the time of hiring of a new
employee. \Performance and Development Planning Performance and
Development Planning process (PDP) is there to help employees at all stages of
their career with GSK. PDP is a powerful tool for matching employee personal
success to the success of the business. Throughout the year, employees and
their supervisors work together on this process to set challenging objectives and
identify career development needs. On-the-job development On-the-job
development is part of the way GSK work. Opportunities for "stretch"
assignments, secondments, and access to cross business job posting database
are a few of the resources available to its employees. Special Training &
Rotation plan is also prepared in which all Heads are involved and at the final
stage, employees are evaluated through a series of interviews and then get
promoted.
10. 17. 16 Career Innovation Zone Career Innovation Zone is an online resource
that GSK employees can access freely at any time from work or home. It offers
a wealth of interactive tools and tips to help employees work out the potential
career directions and choices that would be right for them.