GSK India: A Brief Overview of its HR Practices

SR.NO TITLE PAGE
NO.
1 INTRODUCTION OF GSK 1
2 HISTORY, MERGERS AND
AQUISTIONS
2
3 GSK IN INDIA 4
4 WORK AND ORGANISATION CULTURE
OF GSK
7
5 SELECTION AND RECRUITMENT 8
6 PERFORMANCE APPRAISAL 11
7 TRAINING AND DEVELOPMENT 17
8 THE HUMAN RESOURCE OVERVIEW
2015-16
19
9 AWARDS AND RECOGNITION 22
10 GSK EMPLOYEE CENTRIC CSR 27
11 DEVELOPING PEOPLE AT GSK 32
12 QUANTITATIVE ANALYSIS 34
13 REFERENCES 47

Human Resource Management 1
INTRODUCTION TO GSK
GlaxoSmithKline Plc is a British global healthcare company that is engaged in
research and development of a broad range of innovative products in three primary
areas: Pharmaceuticals, Vaccines and Consumer Healthcare. Headquartered in
Brentford London, GlaxoSmithKline was rated the World’s sixth largest
Pharmaceutical company in 2015.
The company has a primary listing on the London Stock Exchange and is a
constituent of the FTSE 100 Index. As of December 2015 it had a market
capitalization of £65 billion (around $90 billion), the fifth largest on the London
Stock Exchange. It has a secondary listing on the New York Stock Exchange.
GSK (GlaxoSmithKline) being a leading healthcare business at the forefront of
global pharmaceuticals and science is one of the most popular and competitive
companies in terms of recruitment, as it is a highly respected company with
excellent benefits and career prospects, providing a number of opportunities for
graduates hoping to progress and move up the career ladder in the pharmaceuticals
industry.
Today the company is divided into three main segments: pharmaceuticals (treating
cancer, heart disease and HIV/AIDs), vaccines (treating hepatitis, polio and
typhoid), and consumer health care (treating oral and skin problems) and has
grown steadily, selling products in more than 170 countries.
GSK’s mission is to improve Quality of life by enabling people to do more, feel
better, live longer

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HISTORY OF GSK
GlaxoSmithKline (GSK) started operations in January 2001 following a merger of
two established companies, Glaxo Wellcome plc and SmithKline Beecham plc.
These companies originated in the United States and England, respectively, and
their histories include a series of mergers that began in the 1800s.
GlaxoSmithKline plc (GSK) was formed from the December 2000 merger of
Glaxo Wellcome plc and SmithKline Beecham plc. The $70 billion deal created
the world's largest drug manufacturer and research-based pharmaceutical concern
Brief History of the merging Companies
Glaxo Wellcome was created in 1995 when Jason Nathan and Company, started in
1873, merged with Burroughs Wellcome and Company, started by Henry
Wellcome and Silas Burroughs in 1880.
SmithKline Beecham began with John K. Smith opening a drugstore in
Philadelphia in 1830. He was joined by Mahlon Kline in 1865. Together Smith and
Kline acquired numerous companies, like a vaccines business and, most notably,
French Richards and Company, another well-respected drug wholesaler.
Meanwhile, Thomas Beecham began his Beecham’s Pills business in England in
1842. One of Beecham’s first products, a laxative made from aloe, ginger and
soap, became very successful. Later, scientists from the company’s research
laboratory discovered amoxicillin and sold the antibiotic as Amole in 1972.
Amoxil was widely accepted. Beecham merged with Smith and Kline in 1989 to
become SmithKline Beecham. The merger of Glaxo Wellcome and SmithKline
Beecham created GlaxoSmithKline in 2001.

Mergers and Acquisitions
GSK is the result of series of mergers between Glaxo-Wellcome and SmithKline
Beecham and has been evolving since the merger and acquiring other pharma
companies
Below is a timeline of the Landmark deals involving GSK:
1982 & 1989: Mergers between SmithKline & French merger with Beckman Inc.
in 1982 and with Beecham in 1989 forming SmithKline Beecham.
1995: Glaxo and Burroughs Wellcome merged in to establish Glaxo Wellcome.
2000: Glaxo Wellcome and SmithKline Beecham merged in January 2000 to form
GSK (GlaxoSmithKline)
2001: GSK acquired Block Drug in 2001 for US$1.2 billion
2009: In 2009 GSK acquired Stiefel Laboratories for US$3.6bn.
2013:GSK acquired Human Genome Sciences (HGS) for $3 billion.
2015: In March 2015 GSK acquired Novartis’s vaccines business (excluding
influenza vaccines) and combined our Consumer Healthcare businesses to create a
new company.

HOW GSK CAME TO INDIA
GlaxoSmithKline Pharmaceuticals Ltd is an Indian subsidiary
of GlaxoSmithKline plc, It is one of the oldest pharmaceuticals companies in India.
Its product portfolio includes prescription medicines and vaccines.
It was founded 13 November 1924 in India under the name of H.J.Foster & Co.
Limited as an Agency House for distributing Baby Food Glaxo, Joseph Nathan &
Co. In 1950, It changed its name to Glaxo Laboratories (I) Ltd.
On November 13, 1924, the company began operating in India through its agent
H.J. Foster & Co. By 1947, it was manufacturing drugs at Worli in Mumbai. Soon
afterwards, it changed its name to Glaxo Laboratories. Its brands have since
became household names that generations of Indians literally grew up on and lived
with: Farex baby food, Horlicks health drink, Eno antacid, Crocin tablets for pain
and fever, and Iodex pain balm.
"The company looked at India as an investment for the long term," says Hasit
Joshipura, Senior Vice President for South Asia and Managing Director of
GlaxoSmithKline (GSK) Pharmaceuticals - the Indian arm of UK-based GSK Plc,
as the company is now called. "It started manufacturing here way back in the 1950s
and indigenised very early."
From an early stage, GSK evolved an India specific business model. Products were
manufactured here and sold at India-friendly prices. One of its most popular
products, launched in 1963, was Betnovate ointment to treat skin irritation. Says a
company spokesperson: "We adopt a flexible pricing approach for middleincome
countries like India. We look at each country individually. Within a country, we
also sometimes adopt tiered pricing to facilitate access to medicines." She gives the

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examples of various cancer drugs. "On average, the products in India are priced at
25 to 30 per cent of the price in developed markets."
An India-specific innovation GSK officials often mention is the briefing folder
medical representatives carry while meeting doctors. They maintain GSK created it
in the 1970s. The company's drugs business, with 3,300 medical representatives
marketing its numerous brands, has helped GSK Pharma in India reach revenues of
around Rs 2,800 crore today.
GSK India's R&D centres at Nashik have been granted recognition by the
Department of Scientific and Industrial Research, Government of India.
Acquisition: in March 2015 it acquired Novartis’s vaccines business (excluding
influenza vaccines) and combined the Consumer Healthcare businesses to create a
new company.
GSK India is committed to providing medicines that will improve people’s quality
of life and truly make a difference to patients.

WORK AND ORGANISATION CULTURE OF GSK
HR PRACTICES
The core values of GSK are integrity, respect for people, transparency and the
delivery of products that are patient-focused. As an employee, one is expected to
share these values and implement them fully across all areas of work. Furthermore,
the company invests a substantial amount of resources in recruitment to attract and
appoint the best candidates for each role. GSK aims to provide a supportive
environment and one that cares for its employees, offering numerous progression,
learning and development opportunities to help staff reach their career goals and
achieve their aspirations.
GSK’s Core values are
1) Patient-focus
 Focusing on the patient's and consumer's needs in research
 Ensuring patient/consumer safety is paramount
 Ensuring product quality and reliability of supply
2) Integrity
 Act legally and fairly, within the spirit of all laws, regulations and policies
 Encourage employees to speak up if something doesn't feel right or doesn't
align with our values
 Make realistic commitments and keep our promises
 Look for principles, not loopholes
 Encourage employees to seek guidance when in any doubt
3) Respect for people
 Ensure that workplace is safe and free of harassment and bullying
 Actively seek, value and draw on the differing knowledge, perspectives,
experience and styles present in our global community of employees
 create an atmosphere of trust, in which concerns can be fully raised

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4) Transparency
 Ensuring what we say or write is fair and honest, and not misleading or
incomplete
 Providing timely, relevant, and accurate information
 Demonstrating conviction and take ownership
 Escalating important information promptly
SELECTION CRITERIA
GSK believes in finding the Right Person for the Right Job at the Right Time
To incorporate this principle in practice, the HR team at GSK works with sincerity
to effectively analyze the right specifics of a job. Description of any jobs’
requirements both in terms of KSA’s
A) Knowledge,
B) Skills and
C) Abilities
Representatives from the HR department consult the Head of the Department
where a new job position is to be opened. With coordination with the respective
departmental managers and or supervisors the job is analyzed for its functions,
requirements and responsibilities.

RECRUITMENT
The company has developed a thorough selection process to ensure that only the
most committed and driven candidates join the organisation.
Following is the GSK application process
The GSK Application Process
Stage One: Application Form
The first stage in the application process is to complete the GSK online application
form, which asks to outline your experience, qualifications, training and any key
skills or areas of expertise. The form will also ask several competency based
questions, so it's important that you take time and adequately prepare responses.
The application form consists of 'motivation questions’ or competency questions,
which need to be addressed fully, with responses provided in around 300 words.
The competency questions typically include things such as your interest in working
for the company and your career motivation. To answer this set of questions
properly, one needs to carry out some research.
Stage Two: Online Aptitude Test
After successfully passing the application stage, the candidate will be invited to
complete one or several online aptitude tests to determine your suitability for the
post or programme. The objective of these assessments is to assess whether you
have the necessary skills and knowledge to succeed in the areas of the company
that you wish to join. The tests are varied in nature but they should take
approximately 20 minutes to complete.
Numerical Reasoning Tests

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Once you have undertaken the general aptitude test, the assessments will start to
get more tailored, depending on the department in which you wish to work. The
numerical reasoning tests will provide you with a list of questions which will get
harder or easier depending on how you answered the previous questions. Although
the test is not timed, the length of time you take to complete the assessment is
recorded, so the assessors can determine your ability to work quickly and
accurately. The aim of the numerical assessment is to identify your ability to
understand and process numerical data, such as calculating percentages, for
example.
Verbal Reasoning Test
The final test that you will be expected to complete assesses your English-language
skills and your capacity to synthesize written information. Some questions may ask
for an answer which is true or false, whereas others will provide a paragraph of
text and ask you to determine whether a statement is true or false. Another type of
question will include sentences with missing words, which will assess your
spelling and grammatical skills.
Logical Reasoning Test
This test is not given to all candidates. It is a non-verbal assessment where you will
be given a series of shapes but with one shape missing in the middle or at the end
of the sequence. You have to identify the missing shape. The test determines your
ability to solve problems and apply logic.
GSK Values Fit Assessment
The Values Fit Assessment is a type of personality test which measures how well
your values fit with those of GSK. For each question, you will be presented with
value statements about what is important to you at work and asked to select which
are the most and least important to you.

Once you have completed the online tests with success, you will be asked to attend
a first round interview.
Stage Three: Interviews
The GSK interview may be a regular one, or a telephone interview or video
interview. They are an opportunity for the company to determine your suitability as
a candidate and for you to express your interest in working with GSK.
Additionally, they help the company to determine your motivations and
experiences that may add value to their business.
If you are asked to participate in a video interview, the questions will appear on
screen and you will have one minute to think about your answer and then 2-3
minutes to record your response.
Stage Four:Assessment Centre
If you pass the interview stage, you will be invited to the final interview element:
the assessment centre. At the centre you will be asked to participate in a number of
activities, all designed to simulate what it’s like to work for a leading healthcare
organisation such as GSK; you'll meet new employees and learn about the
company and its operations. There are two group exercises and a one-to-one role
play activity, and perhaps a presentation too. The assessment centre is the last
phase in the recruitment process and is the one where you will have to demonstrate
your ability to respond to a variety of situations or challenges.
The first element to the assessment centre is the completion of a GSK ability test.
You will be assigned to a group and then provided with a set of scenarios based on
the duties that you would be expected to undertake if appointed. This test is very
similar in nature to a situational judgement test, as you are asked to assess
situations and then provide a viable way forward.

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The group exercise will follow and will determine your ability to work as part of a
team. An exercise will be set and you will be responsible for collaborating with
fellow candidates to work toward a collective solution.
A role-play activity follows, which assesses your skills in responding to workplace
situations. You will be provided with a little background information to the
scenario and then be assigned a role and a set of objectives which you will need to
achieve throughout the activity. Manager and assessors are common types of roles
that you will be asked to play out in this activity, and it is your opportunity to
illustrate your negotiation, leadership and analytical capabilities.
A GSK written exercise will follow (very similar in nature to an in-tray exercise)
which evaluates how you prioritise work, solve problems and coordinate your time
and workload effectively.
The final activity at the assessment centre is to undertake a practical exercise,
which is either a presentation or a technical interview.
The technical interview (common in sectors such as IT, engineering or science)
will vary depending on the role that you have applied for. The interviews are used
by employers as a way to assess your technical capabilities and knowledge. The
questions may focus less on actual knowledge and more on the way in which you
solve a problem or use a set of skills to reach a decision. Puzzles, brainteaser
questions and problem-solving tasks are all common activities within a technical
interview. Usually there isn’t really a right answer; the employer is looking to find
out how you reached a particular viewpoint or solution to a problem.
The GSK presentation, on the other hand, will be based on a virtual pharmaceutical
company and you will be provided with a number of different solutions that you
can invest in. You must present your solution to the panel in five minutes. After the
presentation, you will be asked to participate in a ‘meeting’ exercise where all of
the solutions are reviewed and a decision is reached as to which solution is best.

You may be issued with a presentation topic a number of days prior to the
assessment centre, or on the day, and you will be assessed on how well you deliver
the presentation, the content and how you engage with the audience.
After a candidate completes the steps successfully he/she shall be recruited by The
company
PERFORMANCE APPRAISAL
GSK celebrates the achievements and rewards of individual contribution of
employees to their business and success.
Their reward policy is based on Recognising the best performers who help deliver
their strategic priorities in line with the values
GSK’s reward package is benchmarked against industry standards and is designed
to meet the needs of our geographically diverse workforce.
It includes:
 A competitive base salary
 An annual bonus that rewards you for your individual contribution to our
strategy, as well as business targets
 Benefit programmes designed to support you and your family, including
access to healthcare and well-being programmes, pension plan membership,
savings programmes, time off and childcare support
 Employee recognition programmes which reward exceptional achievements
 Share ownership schemes which link your reward to GSK’s longer term
performance

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 A performance and development programme that helps you identify what
you need to do, and the behaviours you need to demonstrate, to achieve
success
PDP PLAN
Development plan of each employee is prepared as per employee performance.
They are given the targets to get themselves developed and to learn the systems
and projects. Each year the development plan is prepared in the beginning of the
year and then monitored in mid-year and finally approved in the end of the year
and finally here the performance is also evaluated. 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.
For directors’ and managers’ appraisal process, GSK Ltd. used a standard
performance appraisal form that is known as ‘Performance and Development Plan’
(PDP) followed & practiced by all GSK International affiliates. Apart from that for
top executives they followed the talent review or successor planning process
through this appraisal process. Overall they followed the overall process of
Management by Objectives (MBO) method. Performance and Development
Planning (PDP) is an important step in the global effort to engage and enable
employees to deliver their contribution to GSK's business success. Equally as
important, PDP serves to enable employees to identify and realize personal
opportunities for development that are aligned to current and future business

challenges.
GSK values the "Pay for Performance" approach, which makes it critical to have a
sound process for measuring performance. The tools included in GSK's PDP
program are designed to define, measure, review and reward employee
performance. The process consists of setting objectives and performance measures,
identifying leadership Essentials and behaviors for each essential and periodically
reviewing progress.
Another important component of PDP is the Development Plan. This plan includes
the identification and review of developmental objectives related both to current
role and to career aspirations. This plan has been used in ‘Talent Review’ meetings
for the top 10,000 GSK managers globally every year.
The following guidelines have been enforced throughout GSK for using and
storing the data of PDP:

their yearly objectives and development plan.  

compensation process as a variable for both bonus and salary
increases.  

provide feedback to the employee on their career development and to
allow GSK Management to forecast the future talent needs of the
corporation.  

confidentiality of both employers and employee during appraisal

TRAINING AND DEVELOPMENT
Training and Development at GSK is a Continuous effort designed to improve
employee competency and organizational performance
In GSK there are various ways of Training and Development
If a new person joins GSK organization then basically manager of HR make a plan
of the orientation for that particular employee according to their designation of the
employee and it is essentially required for every employee. In this program a little
brief detail or overview is given about all the diversification or sections. Through
this employee is able to gather all the initial information about all the various
sectors and it helps in understanding the culture of the GSK and the process of the
GSK and the profile and industry of health care and norms of GSK . Eventually it
helps GSK also in the development of the new projects.
For those employees who have been working with GSK A plan of training is
prepared once in a year according to the standard to every employee
Instructor led Training GSK mostly prefers to conduct "Instructor-led Training"
one of the training process through which employees can learn the real time
situation. It is basically conducted for the groups and individuals GSK team always
records the session and uploads the streaming of the courses on the web portal of
their company. The main advantage is that evaluation can be done at the same time
by the instructor who can then work in weaknesses
On the job training OTB On-the-job training is one of the mostly used techniques
as the person actually experiences the task by doing it GSK also promotes
Understudy that is a new employee has to work under an existing team to receive

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appropriate training. It is also less inexpensive compared to other training methods
as professionals are not to be hired to train
There are other training methods like Coaching, Mentoring, Job Rotation, Job
Instruction Technology, Apprenticeship and Understudy. Well in all of these
methods company prefers Job rotation the most
There is also Off-the-job training conducted separate from work place in a
different environment.
Online Portals like : Career innovation zone is an online portal that GSK
employees can access freely, the portal offers a wealth of interactive tools and tips
to help employees to work out their potential career directions and choices that
would be right for them
The company’s employee learning programme is broken down as follows:
On-the-job experiences (70%): Stretch assignments, increasing the scope of their
roles, new projects within their roles or going on secondment. On-the-job learning
and rewarding individual contributions are extremely important.
Developmental relationships (20%): Opportunities to get support and feedback
from managers, peers, mentors or coaches.
Formal development (10%): Learning gained through formal development – for
example, e-learning, coursework, programmes, classroom-style training, articles or
books. We provide online performance support, self-assessment tools and
resources to enable talent development.

The Human resource overview of 2015-16
Its Human Resources capability in the Supply Chain organisation with particular
emphasis on Quality and Employee Health & Safety.
The Human Resources team partnered with the business to develop and implement
a Change Management plan across the Nashik site.
 The focus was on sustainability of policies and processes, underpinned with
a 4-day training programme, ‘Gurukul’ for all employees. The Nashik Site
won GMS President’s Award on “Building a culture of Zero Accidents” and
2nd prize at the “Best Safety award competition - 2015” by National Safety
Council – Maharashtra Chapter in collaboration with Directorate of
Industrial Safety & Health, Maharashtra.
 Differentiated development as key talent, which covers on-the-job
development, relationship/coaching skills along with formal potential Sales
Managers have been put through the “GMAC - GSK Marketing
Accreditation Program” for 18 months to develop their Marketing capability.
 Your Company continues to invest in its ‘Future Leaders’ programme
drawing on fresh talent from leading universities/business schools around
the country. Managers have been through various leadership programmes,
such as Accelerating Difference - for talented Women Managers, Emerging
Leaders coaching etc.
 The Company launched ‘Workday’, an ERP initiative, to enhance its HR
Systems. Workday allows Managers to have access to employee information
on a real-time basis that helps managers to better manage their people.
 In October 2015, around 120 employees of Novartis were integrated into

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your Company’s Vaccines business after going through an Orientation and
Crossover Induction programme covering GSK values, business processes
and SOPs.
 A number of employee engagement initiatives were carried out such as
volunteering - through the Company’s ‘Pulse’ and ‘Orange day’ programs.
 Let’s talk program and empowerment programs were all a crucial part to
GSK 2015-16 mission.
 Prevention of Sexual Harassment at Work Place As per the requirements
of the Sexual Harassment of Women at the workplace (Prevention,
Prohibition & Redressal) Act, 2013 (“Act”) and rules made thereunder for
prevention of sexual harassment at workplace and has constituted an Internal
Complaints Committee.
Performance of the Company
 Delivered a strong performance with consistent double digit growth.
 In fact it is 10 years in a row that achievement of a consistent double digit
profitable growth has occurred.
 GSK strengthened its leadership position in HFD category to 66.2% by
gaining 1.4% volume market share.
GSK believes that its employees are one of its biggest competitive advantages. It
is people who drive the business performance and are key to future growth plans.
GSK employment practices and talent programs are aimed at ensuring that they
have the best talent driving the business.

The Winning Sales Skills program was launched to enhance the capability of the
sales team. ''Manager as Coach’’ methodology was adopted for these sessions,
where the sales managers played the role of Trainers, which was very well
received by the team.
GSK srongly believes in the principles of Diversity and Inclusion and has been
working towards it steadily for the past several years. Through a focused approach
of educating managers to appreciate the diversity agenda, hiring the right female
candidates for suitable roles, and by building a culture more congenial for female
colleagues GSK has been constantly improving gender ratio over the years and
would continue to do so.
GSK recently moved to new Head Office. Recognized the need to create an office
environment that enhances efficiency and supports collaboration, making it a
stimulating, functional and inspirational work space. In line with their value of
Transparency, the new office premises are free of cabins and encourage open
seating. The design has been selected basis strong research, which is meant to
facilitate collaboration, transparency, trust and integrity. Aided by technology
and cutting edge design, this smart office encourages collaboration, flexible and
energetic work culture leading to increased productivity and performance.
GSK rewards are competitively aligned and linked to performance. The
Recognition Program provides a global platform for employees to recognize
colleagues across the Company - providing both monetary and non- monetary
avenues for recognition. Values of Integrity, Transparency, Consumer-First and
Respect -for -People remain central. Strong and transparent internal
communication and a culture of empowerment along with employee practices

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ensures that we have a highly engaged workforce that is truly aligned to the
Company''s mission of do more, feel better, live longer.
Awards and Recognition
GSK efforts to deliver the best quality products backed up by science based
innovation, strong talent base and brands have been recognised during the year.
Some of the key recognitions are:
* gsk was awarded Star MNC of the year by Business Standard.
* awarded the Golden Peacock award for Sustainability second year in succession.
* GSK’s CEO was among India''s Top 100 CEOs (Rank 3) by Business Today
* GSK’s CFO was awarded Best CFO by Business Today

Talent Appreciation Programs: Awards and Programs
2013:
1. Company has been conferred the prestigious Confederation of Indian
Industries (CII) Award for “Significant Achievement in HR Excellence” in
2013.
2. Company was rated amongst top 50 (41) companies in India and also
amongst the top 3 in the Drugs, Pharmaceuticals & Healthcare segment in
the Fortune magazine study of “India’s Most Admired Companies” in 2013.
3.
2014
Training Programs for Employees:
1. Towards enhancing the pipeline of talent the “GMAC – GSK Marketing
Accreditation Program” was launched, focusing on an 18 months
development plan for high potential Sales Managers.
2. The Company continues to invest in its ‘future leaders’ program drawing on
fresh talent from leading universities/business schools around the country.
3. Through the launch of its HiPotential Frontline Sales development
program, employees who have directly joined the sales force are also being
provided the structured cross functional development program through the
‘future leaders program ’.
4. Training programs like ‘Energy for Performance’ and ‘Personal
Resilience’ have been run to promote employee health, wellbeing and
resilience.
5. Leadership programs continue to be key focus with programs such as – First
Line Leader, Leading Delivery to develop high potential employees to take
on leadership roles in future.

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Employees volunteer in small group activities like:
1. ‘Empowerment League Program’.
2. PULSE: The Pulse project was targeted at giving a different experience to
talented individuals allowing them to work full time for three to six months
on these projects.
3. Orange Day Program.
Recognition Scheme : “AAA – Acknowledge, Appreciate & Applaud”
Motivates and recognize performance and high performance behavior of your
Company. In 2014 close to 20% of employees have been recognized through this
and other recognition schemes.
2015-2016
1. Most Respected Companies in India – Business World
2. Best Safety Practices Award 2015- National Safety Council
3. Emerging Markets- “Winning Performance Awards 2015”
4. Best Companies to Work For- Business Today
5. Global Manufacturing and Supply (GMS) President’s Awards
6. Emerging Markets- “Winning Performance Awards 2015”
2012-2013
1. Following the entry of Company into the Central Nervous System (CNS)
therapy area, a new team was created by hiring experienced CNS
professionals in Sales & Marketing.
2. While the First Line Leadership program and the Leading Delivery program
continued to enhance capabilities in your Company’s first and second line
managers respectively, majority of your Company’s managers were covered

under “Practical Coaching at Workplace”. This initiative is aimed at
developing and embedding a coaching culture among our managers.
3. ‘Empowerment League 2012’ maintained focus on developing Individual
Empowerment which is one of the key strategic priorities of your Company.
2010
1. Company has also recognized over 200 employees for their contribution
towards GSK values, strategic imperatives and the corporate strategy
through its AAA (Acknowledge, Appreciate, Applaud) Award recognition
program.
2. The sales training team delivered a record breaking 42000 man days of
classroom training to enhance selling skills and product knowledge.

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External and collaborative human rights initiatives
GSK is a signatory to the UN Global Compact, supports the UN Guiding
Principles on Business and Human Rights, and is committed to upholding the UN
Universal Declaration of Human Rights, the OECD Guidelines for Multinational
Enterprises and the core labour standards set out by the International Labour
Organization.
We work with external groups across all areas of our business in ways that support
upholding human rights.
One of the most significant areas in which GSK can impact human rights is in
improving access to medicines. Our work in this area is summarised in the
Responsible Business Supplement 2014 (pages 6-7 and 10-22) - and the Access to
Medicines Index 2014. Examples of specific collaborative initiatives relating to
access to medicines, include:
We are part of the Accelerating Medicines Partnership which aims to transform the
current model for developing new diagnostics and treatments in challenging
disease areas by jointly identifying and validating promising biological targets
We are a leading partner of the London Declaration working with the Bill and
Melinda Gates Foundation, WHO, other pharmaceutical companies, donors and
national governments to help control or eliminate 10 out of 17 neglected tropical
diseases that affect over 1 billion people by 2020In the area of supply chain
management, we are members of the Pharmaceutical Supply Chain Initiative. This
supports suppliers to operate in a way which is consistent with industry
expectations for ethics, labour rights, health and safety, and environmental
practices, with a view to improving conditions for workers, economic development

and a cleaner environment for local communities.
GSK CSR ACTIVITY WITH RESPECT TO EMPLOYEES
Employees helping communities
Employee volunteering is important to us. We encourage our people to contribute
to their local communities – and give them plenty of support to do so. In 2015,
over 3,000 employees made a difference by contributing over 14,000 volunteering
hours.
Employee volunteering isn’t only about giving to others. It helps our people to gain
new experiences and skills plus, in many cases, a deeper understanding of patient
needs.
Employee volunteering day known as orange day

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We launched Orange Day to give all our employees one paid day off each year to
volunteer for a good cause. Employees across all locations have supported a wide
range of charities and projects including work in local schools, work with
differently abled, with abandoned elderly and with vulnerable children. We
organise group volunteering opportunities for Orange Day based on interests of our
employees and the need of the communities.

Payroll giving
We encourage employees to participate in relief operations of our partner
organisations by contributing funds for disaster relief, which are matched by GSK
India. Our colleagues have donated generously for relief operations in Jammu &
Kashmir, Nepal and more recently for Chennai floods.
Our employees also have the option to donate to their preferred charity partner and
chosen cause anywhere in the country through our partner, Give India.
Each year, we organise events across all our locations to raise funds for our global
partnership with Save the Children. The amount raised by employees in India is
utilised for improving healthcare of children in India. GSK matches funds
contributed by employees across all countries and the matched funds are utilised
for our global partnership, which aims to ‘Save One Million Children’s Lives’.
This cause and partnership brings together all employees across all countries where
GSK has a presence and we proudly call it ‘Orange United’.
Skill-based full-time volunteering called pulse

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The PULSE Volunteer Partnership is a skills-based volunteering initiative.
Through PULSE, eligible employees are matched to a non-profit organisation for
three or six months full-time, contributing their skills to solve healthcare
challenges at home and abroad.
Through PULSE, volunteers work with our not-for-profit partners to address
challenges relating to healthcare access and issues affecting communities. The
program enables our employees to work full-time with partner organisations,
leveraging their professional expertise and knowledge for the good of the
organisation and society. Since its launch in 2009, PULSE has sent over 550
employees globally to support more than 100 non-governmental organisations
(NGOs) across the world. India has sent the highest number of PULSE volunteers
with 11 of our colleagues volunteering in 2015.

Andrew Witty, GSK CEO says: “PULSE is a great personal opportunity for
individuals to experience something different in life, something which gives them
the opportunity to recharge their batteries intellectually and emotionally and to
open their mind to what is going on and to view things a different way. Moreover,
it is a greatopportunity for NGOs to get skills.”

32 SIIB, PUNE
Developing people at GSK
GSK attracts and retains the most talented people by investing in training and
development tailored to their needs and building on their strengths. And, through
their approach to leadership development, their managers learn how to motivate
team members to perform at their best.
GSK values both deep expertise and broad knowledge and experience. GSK
believes career paths should be flexible and adaptable to meet the future needs of
our business and the strengths and aspirations of its employees. To them, career
development is about building experience and capability and is not defined solely
by promotion and advancement.
Learning opportunities
GSK believes some experiences contribute more to learning and growth than
others. By focusing on these opportunities in a planned way, GSK can help in the
professional development of its employees. GSK views learning in the following
way:
 On-the-job experiences – Around 70% of GSK’s learning and development
is gained through on-the-job experiences. Regular reviews with the manager
will help identify where one can develop by increasing the scope of his/her
role or by taking on new projects. As part of one’s ongoing development
process, one shall agree development objectives with the manager, which
will help one achieve his/her full potential.
 Developmental relationships – Developmental relationships form around
20% of GSK’s learning and development. GSK encourages opportunities for
the employee to get support and feedback through coaching, mentoring and

feedback from the manager and peers.
 Formal development – Approximately 10% of GSK’s learning and
development is gained through formal development – for example, e-
learning, coursework, classroom-style training, articles or books. GSK
provides online performance support, self-assessment tools and resources to
help develop the employee.
To help one get the most from one’s development in GSK, GSK expects the
manager to work with the employee to identify areas of focus for his/her
development - and support him/her in achieving full potential and development
objectives.
Individual support
As a fundamental part of the employee’s career development in GSK, one will
have regular, open and honest performance and development planning discussions
with the manager. These conversations will focus on his/her aspirations, skills,
experience and development needs. GSK is committed in giving the employee the
support one needs to help him/her to deliver his/her best performance and benefit
from personal growth within GSK’s business.
Varied career paths
It’s important to remember careers may take many different directions and
flexibility is essential. Playing to one’s strengths and motivations and meeting the
needs of GSK’s business are critical for the combined success.
Career development is all about building one’s experience and capability levels for
the future. Ultimately, careers are built on sustained delivery of results, acts of

34 SIIB, PUNE
leadership and displaying the GSK values.
The employee’s contribution, skill development and passion will contribute
significantly to his/her career at GSK
OUANTITIVE ANALYSIS

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Their compensation and evaluation structure is one of the best as compared to
other companies in the industry.
Given below is the structure of their salary.

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In India Cipla is the highest paying as they have a huge network and diversified
portfolio. Gsk only Functions as a manufacturing and r&d center in India and
hence it’s pay is limited and has been the same over the years. As shown below,
Globally Gsk’s market share is higher than many other companies .
The Revenue per employee has decreased in comparison from 2011 while the
income per employee has stagnated. These are not good indications for the

company as they show that employees are undervalued and there is no growth pay
wise.
Gsk is expanding internationally and that's where the role of HR comes in. The
number of employees has grown significantly in the past 5 years.

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The efficiency ratios for the financial year 2015-2016 are given below. The net
income to revenue per employee ratio is 1:3 and is on the higher side as compared
to other companies and this needs to be improved.

THE CONSOLIDATED CSR SPENDING OVER THE YEARS
As we can see that spending has reduced over the past three years. This is because
the net operating profits have gone down of the company.
The following graph shows the comparison between cost per employee and the
profit. As you will see costs borne by the company is increasing but the profits are
not matching up. This can be due to high administrative costs or can be an
indicator of inefficiency.

42 SIIB, PUNE
THE JOB SATISFACTION MEASURE AT GSK – A RESEARCH SURVEY
Given below are the results and analysis of a research conducted at GSK INDIA as
to their job satisfaction levels.
1. Satisfaction with Interpersonal Relations
Table-1 shows the satisfaction level of entry level officers with factor of
interpersonal relations. Tale shows that majority of the respondents 82% (62%
highly satisfied and 20% satisfied) in local and 80% (47% highly satisfied and 33
satisfied) in multinational are satisfied with interpersonal relations in
organizations. In summing up it can be inferred that both local and multinational
organizations are having good culture offering interpersonal relations.
Table 1: Satisfaction with Interpersonal Relations [sales representative]
Level of
Satisfaction
Local
Organization
Multinational
Organization
Total
Organization
Number Percent Number Percent Number Percent
Highly
Dissatisfied
3 6 Nil Nil 3 4
Dissatisfied 2 4 02 13 4 6
Undecided 4 8 01 7 5 8
Satisfied 10 20 05 33 15 23
Highly
Satisfied
32 62 07 47 39 59
Total 51 100 15 100 66 100

2. Satisfaction with Compensation Package (salary, fringe benefits)
Table 2 reveals the results of satisfaction of middle & entry level managers
regarding compensation and reward packages being offered by the organizations. It
reveals that managers of both local and multinational organizations are not happy
with the rewards offered by the organizations; as dissatisfied managers are 63%
(35% highly dissatisfied and 27% are dissatisfied) in local and 46% (13% highly
dissatisfied and 33% dissatisfied) in multinational organizations. It reveals that
compensation packages are not sufficient in both organizations, but local
organizations are relatively low paying organizations. When we look at the
satisfied mangers, the satisfied managers are 40% in multinational organizations,
while that ratio is only 24% in local organizations. This proves that multinational
organizations are relatively offering better packages.
Table 2: Satisfaction with Compensation Package (salary & fringe benefits)
Level of
Satisfactio
n
Local
Organization
Multinational
Organization
Total
Organization
Number % Number % Number %
Highly
Dissatisfie
d
18 35 2 13 20 30
Dissatisfie
d
14 27 5 33 19 28
Undecided 07 14 2 14 9 14
Satisfied 06 12 3 20 9 14
Highly
Satisfied
06 12 3 20 9 14
Total 51 100 15 100 66 100

44 SIIB, PUNE
3. Satisfaction with Professional Effectiveness
Satisfaction level of middle level managers is given in table 6. Results reveal that
majority of the respondents 80% (19% highly satisfied and 51% satisfied) in local
and 87% (14% highly satisfied and 73% satisfied) in multinationals are satisfied
with the professional effectives offered by their organizations. It shows that
managers are provided with the professional development opportunities and they
are professionally effective.
Table 3: Satisfaction with Professional Effectiveness
Level of
Satisfactio
n
Local
Organization
Multinational
Organization
Total
Organization
Number % Number % Number %
4. Overall Job Satisfaction
Table-7 shows the overall job satisfaction of middle level mangers. It reveals that
62% (38% highly satisfied and 24% satisfied) in local and 74% (54% highly
satisfied and 20% satisfied) in multinational organizations are satisfied with their
job. It shows that majority of middle level managers are satisfied but the
satisfaction level of middle level managers is slightly high in the multinational
Highly
Dissatisfied
1 2 0 0 1 1
Undecided 11 22 2 13 13 20
Satisfied 26 51 11 73 37 56
Highly
Satisfied
10 19 2 14 12 18
Total 51 100 15 100 66 100

organizations. This table also shows that none of the middle level mangers was
highly dissatisfied in the multinationals but 10% of the middle level managers
were highly dissatisfied in the local organizations.
Table 4: Overall Job Satisfaction
Level of
Local
Organizations
Multinational
Organizations
Total
Organizations
Satisfaction Number Percent Number Percent Number Percent
Highly
Dissatisfied
5 10 Nil Nil 5 8
Undecided 8 16 2 13 10 15
Satisfied 12 24 3 20 5 23
Highly
Satisfied
20 38 8 54 28 42
Total 51 100 15 100 66 100

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REFERENCES
 • Pharmaceutical value added per employee worldwide by region 2012 | StatisticS
 http://india-pharma.gsk.com/en-in/responsibility/
 http://www.humanresourcesonline.net/features/case-study-glaxosmithkline/
 http://india-pharma.gsk.com/media/787429/annual-report-2016.pdf
 http://www.gsk-ch.in/People.aspx
 http://www.telegraph.co.uk/finance/jobs/inside-hr/8359554/Inside-HR-Interview-with-Claire-Thomas-
HR-director-at-GlaxoSmithKline.html
 http://us.gsk.com/en-us/careers/working-at-gsk/rewarding-performance/#shares-and-savings
 http://us.gsk.com/en-us/careers/working-at-gsk/rewarding-performance/
 http://www.advfn.com/stock-market/NYSE/GSK/financials
 http://www.gsk.com/en-gb/investors/corporate-reporting/annual-report/
 http://india-pharma.gsk.com/en-in/responsibility/responsibility-reports-and-data/


GSK India: A Brief Overview of its HR Practices

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