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Employee development and talent management

GSK invests in training and development to enable employees to perform to the best of their ability and to develop their careers. Our talent management processes help us identify and develop leadership candidates.

Training
We provide job-related training courses for all employees and leadership training for managers. Employees can enrol in training programmes through our myLearning intranet site in the UK and US. During 2005, 4,886 employees attended 368 development programmes in these countries. Similar opportunities exist for employees worldwide but data are not currently collected on the take-up of programmes.

In 2005, 97 people attended Leadership Edge, our global programme for senior managers, and 108 attended Leadership@GSK, the programme for middle managers. We ran five Inspirational Leadership Workshops attended by 72 executives and senior leaders, with significant influence over large numbers of staff. These focus on the senior leadership role of inspiring and motivating people to high performance to meet business challenges. A further 79 employees attended our foundation programme for new managers, Management@GSK. This programme is designed to help managers improve the performance of their staff and to increase their insight into differing work styles, strengths and motivation.

Development
Regular performance appraisals reward strong performance and help employees set objectives and identify the training they need. More than two-thirds of GSK employees receive an annual performance appraisal through our Performance and Development Planning (PDP) programme.

PDP includes an assessment of how well employees have implemented the GSK Spirit - the principles we use to define our culture. It can have a significant impact on bonus payments, potentially reducing them to zero if an employee is found not to have followed the Spirit, and can also affect future career development.

Talent management
We identify the highest performing employees in each business and function through our annual talent management cycle. Talented individuals take part in our leadership programmes and are exposed to top management through programmes such as the Chief Executive Forum.

A pool of potential successors is identified for all Vice-President and senior management positions. These are reviewed annually by the appointments sub-committee of the Board.

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