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  1. Increase the performance of the employees worldwide
  2. Talent identification & management
  3. Talent development

We learnt several things concerning the management used by the company, especially in the Human Resources Field, all thanks to the study of Global Talent Management at Novartis, published by the Harvard Business School in 2008. Along the study we are going to asses the way Novartis' management treats the different issues concerning HR. We will also offer new perspectives and concrete solutions to help the Company increase its productivity; keeping in mind the "culture of candor, performance, and accountability" they want to offer to their employees worldwide. We will help them achieve performance excellence, and deal with the challenges and opportunities with respect to talent management.

Thanks to the reading of Global Talent Management at Novartis published by the Harvard Business School in 2008, we learnt several things concerning the management used by the company, and especially in the Human Resources Field.

Along the study we are going to asses the way Novartis' management treat the different issues concerning HR and we are going to offer new perspectives and concrete solutions to help the Company increase its productivity with keeping in mind the ?culture of candor, performance, and accountability? they want to offer to their employees worldwide.
We will help them achieve performance excellence and deal with the challenges and opportunities of the talent management.

When Novartis CEO Daniel Vasella, reached the top management of the company, he made some dramatic changes in the HR management. HE organizes the values of the Company and redefined the way to see thing.

[...] Again, the communication is the key of success. The important thing here is to maintain great relationship long-term. The management has to make the people concerned understand how the evaluation really works. It also has to make them understand the crucial need of standardization for this method which is the key of success. They also act differently in comparison of other subsidiaries and this is not good for them car they are sometimes perceived as belonging to a different entity and pointed the finger at. [...]


[...] We are now going to see how. We are going to articulate our thinking around 3 major issues which are the performance of the employees, the recruitment and management of talents and the development of careers and human beings within the Company. Issue increase the performance of the employees worldwide One of the first things Vasella proposed was the pay-for-performance. This is a largely spread system but still not in use in the Novartis Facilities when Vasella arrived. He indeed implemented it with the evaluation forms we know and other kind of personality and performance assessment that helped defined the salaries of the employee afterwards. [...]


[...] The transition must be smooth but consistent. By studying this issue, we saw that the standardization is a key component of the success for the pay-for-performance system, and that Novartis managers should really take their responsibility concerning this issue in order to get the company back on track, on the road of unity, productivity and success. Issue talent identification & management Talent identification is an issue that concern many managers around the world. The problem is to find the appropriate person for the job. [...]


[...] And maybe if it is not the key to success, it helps maintain good long-term relationship, which is primordial before any action should be taken in case of conflict or misunderstanding. Finally we saw that diversity could help Novartis being stronger on the market place by giving it the opportunity to strengthen its competitive advantage. The talents recruitment and development is also a great asset of the company, even if it always has to keep pushing and most of all count on their in house talents to develop a great entity around the culture of candor, performance, and accountability?. [...]


[...] That the system has proven itself. Also the unity of the company is primordial in this context of ultimate globalization, we must form one and act like one to be stronger. They have to use a smooth method of persuasion in order to maintain good relationship with the subsidiaries but it is clear that if they still oppose some kind of resistance or reluctance to the project, the management will have to take into account the issues concerning the Novartis' Entity and put aside the personal stakes or considerations, and act accordingly. [...]

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