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Resilience case study - GlaxoSmithKline

Resilience case study - GlaxoSmithKline. Karen Crampin Health & Performance Project Leader, GSK. Improving GSK’s performance, by enhancing the health and resilience of its people. What is resilience?.

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Resilience case study - GlaxoSmithKline

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  1. Resilience case study - GlaxoSmithKline Karen Crampin Health & Performance Project Leader, GSK

  2. Improving GSK’s performance, by enhancing the health and resilience of its people

  3. What is resilience? • The ability to be successful, personally and professionally, in a highly- pressured, fast-paced and continuously changing environment.

  4. Situation - business realities • Highly competitive global market for both products and people • Environment experiencing unprecedented rate of change • Yesterday’s critical success factors and ways of working may not lead us to success in the future... there are new requirements

  5. Performance implications • Ability to absorb new information, adapt and readapt quickly • Collective management of knowledge and information to keep up with rate of change and create competitive advantage • Enhanced self-management for personal effectiveness and resilience • New leadership skills to create a culture that can adapt more quickly and more creatively than the competition

  6. Underlying beliefs at GSK • People who effectively enhance and sustain their resilience perform better • balance contributes to resilience, physical and psychosocial well-being • As an R&D knowledge company, the source of GSK’s competitive advantage lies with its people • Stress is a symptom of pressure mismanagement • Workplace culture can impede or enhance pressure management

  7. Lack of resilience has negative impact • Lack of engagement/commitment • Impaired business performance • Burn-out • Compliance/litigation

  8. Team resilience “A diagnosis for a conversation that will lead to sustainable change” • Assessment (diagnosis) • Facilitated workshop (conversation) • Sustainable change (action plan)

  9. What does the survey measure? • Sources of pressure • Effect of pressure • Outcome • Drivers of commitment/engagement

  10. Fatigue, poor judgement, poor decision making optimum performance when you’re here High Exhaustion, serious health problems, breakdown, burnout Performance Overwhelmed Boredom Comfort Stretch Strain Low Level of Pressure Average Minimum Maximum Source: Williams, 1994 Pressure performance stages

  11. FINLAND CANADA LATVIA UNITEDKINGDOM DENMARK REPUBLIC OFIRELAND NETHERLANDS GERMANY POLAND BELGIUM CZECH REPUBLIC FRANCE SWITZERLAND HUNGARY ROMANIA ITALY SPAIN UNITED STATES of AMERICA TURKEY SOUTHKOREA CHINA JAPAN ISRAEL PUERTO RICO EGYPT SAUDIARABIA MEXICO BANGLADESH TAIWAN INDIA COSTA RICA NIGERIA SINGAPORE PANAMA MALAYSIA KENYA PERU BRAZIL AUSTRALIA CHILE REPUBLICOF SOUTHAFRICA ARGENTINA

  12. Resilience, engagement & wellbeing Good health & wellbeing 6 High enjoyment High energy Low intention to leave Lower pride 5 4 2 27% 22% 4 1 2 3 5 6 4 High engagement & commitment 3 1 3 3 28% 23% Low enjoyment Higher intention to leave High pride Lower enjoyment 2 1

  13. Outcomes of team resilience • Work-related mental ill-health down by 60% • Reported pressure due to work / life conflicts fell by 25% • Staff satisfaction with the company increased by 21% • 14% increase in willingness among staff to experiment with new work practices

  14. Follow up groups –time 1 & time 2 compared Improvement in: • Relationships - with supervisor and customer/suppliers • Management practices - support • Career and development – challenging role • Control, culture and engagement with work

  15. Personal resilience

  16. Attitudes and behaviours of resilient people • Confident • Focused and organised • Adaptable • Proactive • Energetic

  17. Impact of personal resilience training Significant improvement in: • Fatigue • Sense of feeling relaxed • Mental clarity • Self esteem • Self reported stress cases

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