The skills and intellect of GlaxoSmithKline employees are fundamental to the current and future success of the business. It is GlaxoSmithKline’s human capital that maximises the potential of the Group’s scientific, commercial and financial assets. The objective of human resources policy is to maintain the reputation of GlaxoSmithKline as an employer of choice: the role of Human Resources is to provide alignment between business strategy and people strategy.

Performance and reward
The importance of people as an operating resource has to translate into employment practices that recognise the value of each individual. Compensation and benefit packages are designed to be enlightened, competitive and attuned to the local market.

Compensation includes both skill- and performance-based pay, contributing to retention of key skills and consistent recognition and reward of superior performance and accomplishment of business targets.

Alternative work schedules, such as flex-time, teleworking, adjusted work weeks, recognise that employees work best in an environment that integrates both their family and personal life.

Communication and involvement
An extensive range of communications programmes stimulates involvement in GlaxoSmithKline goals and progress, including presentations of business results, Group-wide magazines, site newspapers, videos, recorded voice mail messages from senior executive officers and access to the GlaxoSmithKline intranet.

Share ownership schemes encourage participation as owners of the business, increasing awareness of short- and long-term business objectives.

Diversity
Diversity is central to the effective deployment of the skills needed to compete in the modern global economy. The Group values diversity of opinion, perspective and background.

GlaxoSmithKline remains committed to employment policies which do not discriminate between potential or existing staff on the grounds of colour, race, ethnic and national origin, gender, marital status, religious beliefs or disability. In the UK, if an employee becomes disabled whilst in employment and, as a result, is unable to perform normal duties, every effort is made to offer suitable alternative employment and assistance with retraining.

Training and development
Comprehensive training and development opportunities are available to all employees at all levels, including access to self-help computer-based training modules. Development planning is a key element in overall performance planning each year.

Executive and leadership development programmes have been designed to identify and prepare the key talent necessary for growing the business worldwide. In particular, these programmes develop skills identified as critical to future business success, such as entrepreneurship, partnering, cross-functional collaboration and global problem solving.