baxter final

8/12/2019 Baxter Final

http://slidepdf.com/reader/full/baxter-final 1/56

BAXTERHR Policies



INTRODUCTION



About Baxter

• Baxter International Inc. is an American

health care company with headquarters

in Deerfield, Illinois.

•

The company primarily focuses onproducts to treat haemophilia, kidney

disease, immune disorders and other

chronic & acute medical conditions.

•Baxter is recognized as a leadingcompany in environmental performance

and reporting, having an explicit focus

on environmental issues since 1976.



BAXTER

Pioneer inhealthcare

Life savingproducts

Innovativescientific

capabilities

Globalscope

Manufactu-ring

strength

Sociallyresponsible

citizen



Sustainability @ Baxter

• Baxter’s sustainability strategy is further defined by its9 priorities that focus its efforts for generating sustainable

value to its stakeholders

•Additionally, these nine sustainability priorities are dividedinto three broad categories:

• Our People

• Our Operations and Products

• Our World



Baxter’s Sustainability Principles

Promote a Safe &Healthy Workplace

Promote an Inclusive &Diverse Workplace

Promote EthicalConduct & Legal

Compliance

Drive a SustainableSupply Chain

Drive Reductions in itsCarbon Footprint

Drive Reductions in itsNatural Resource Use

Drive Enhanced ProductStewardship

Strengthen Access toHealthcare through

Product Development &Strategic Product

Donations

Strengthen theCompany’s

Commitment toEducation, Especially

Math & Science



Managing Sustainability

• Baxter's executive-level Sustainability Steering Committee

oversees the company’s sustainability.

• Baxter’s sustainability initiatives create business value, from

attracting and retaining key talent, engaging employees, andreducing operating expense, to ensuring market access,

developing new markets, meeting stakeholder expectations,

and enhancing Baxter's reputation.



HR at Baxter

• Baxter provides HR professionals with opportunities in:

• Talent acquisition/staffing

• Benefits

• Compensation

• Talent management

• Organizational effectiveness/organizational development

• HR operations

• The function’s activities provide insight into the wholebusiness, applying competencies in human capital planning,

change and project leadership, coaching and consulting,

organization development, and process and technology

management



HR Centers of Excellence at Baxter

Talent Management

• Responsible for:

• Forecasting talent needs and effectively hiring and moving talent

• Developing a high performing workforce

• Developing top leadership and senior talent

• Improving organizational effectiveness.

Global Inclusion

• This team is focused on creating an inclusive culture and adiverse workforce



HR Centers of Excellence at Baxter

Total Compensation and HR Operations:

• Total compensation team aims to design and manage worldwide

market competitive compensation, benefits and international

assignment programs

•

Composed of compensation professionals who support each ofBaxter's businesses, functions and regions as well as the specialty

areas of worldwide sales and cash incentives, employee benefits,

executive compensation and international assignments

• HR operations group is accountable for global HR policies, program

administration, data management and transaction processes• This group is composed of technology, process and project

management professionals focused on leveraging and improving the

organization's HR processes to ensure organizational efficiency,

compliance and cost effectiveness



RECRUITMENTS @ BAXTER



Recruitment Process

Personnel

Planning

Job

Vacancies

Job AnalysisEmployee

Requisition

Recruitment

Planning- Numbers

- Types

Strategy

Development

- Where

- How

- When

Searching

Activation“Selling”

- Message

- Media

Applicant

Population

Applicant Pool

Potential Hires

Evaluation

& Control

SelectionScreening



Departments at Baxter

BioLife PlasmaServices

Clinical andMedical Affairs

Communications Engineering

Finance HumanResources InformationTechnology Legal

Manufacturing Marketing QualityRegulatory

Affairs & PharmaCo-vigilance

Research andDevelopment

Sales Supply Chain



Job Opportunities at Baxter

• Full time employment

• Development Programs

• Development programs for engineering, finance, bio-science, IT,

marketing for graduate freshers• Combines hands on experience with career mentoring and skills training

• Internships

• Jobs for Military Veterans



Job Application Process

Detailed Job

Description Job Application

Portal

(an external

application)

Job titleBasic Job

Description



Job

Description

Sample



Screening• Baxter screens its candidates by accepting resumes from

interested candidates, and reverting back to the ones which

they find apt

• Short listed candidates are called for multiple rounds of

interviews (minimum being 2) depending on the complexity ofthe job

• Interview data of 120 candidates at Baxter(sourced from glassdoor.com, last updated 17 th March 2014)



• Baxter is committed to equal opportunity for all employees, &

recognizes that every individual's unique background &

experiences contribute to a successful organization

• Discrimination in hiring, promotion & all other employmentdecisions on the basis of race, color, religion, gender, national

origin, age, disability, sexual orientation, gender identity or

expression, veteran status or any other basis protected by

federal, state or local laws is prohibited

• Employees are encouraged to raise any issues or concerns

through one of the channels outlined in Baxter’s "Prohibition

of Workplace Harassment" policy.

Hiring Strategy



Hiring Strategy

Well distributed

gender ratio

Equalopportunities



REMUNERATION



Compensation & Benefits

• A critical component of Baxter's vision is to be a great place to

work and develop. Central to this commitment, Baxter

provides its employees with comprehensive compensation

and benefit programs.

• The company's global compensation philosophy is to provide

market-competitive pay & benefits while rewarding

employees for strong individual and business performance.



Compensation & Benefits

• Baxter's total compensation package includes base salary &

may include incentive pay, such as cash bonuses & stock-

based compensation.

• It also includes comprehensive benefits, which vary by region& country, to help employees meet their healthcare, income-

protection, financial, retirement & time-off needs.

•

The program is also designed to be competitive withcompanies with which Baxter competes for executive talent in

order to attract, retain & motivate high-performing executives.



Baxter Compensation Program

Baxter’s compensation program is designed to:

• Recognize company & individual performance;

• Drive the long-term financial performance of the company &

in doing so, encourage innovation & appropriate levels of risk-

taking;

• Reflect the value of each employee’s position in the market &within the company.




Financial Benefits:

a. Base Salaries:

• Base salaries are paid in order to provide a fixed component of

compensation.

• Factors that are considered for base salaries included:

1. How long an employee has been at Baxter & in his/her

current role.

2. The impact of his/her position on the company’s results

3. The quality of the overall experience an officer brings tohis/her role; and

4. How the employee’s role fits within the structure of the

organization.




b. Cash Bonuses:

• Cash bonuses are intended to reward individual performance and

their impact on the company’s performance relative to the financial

targets.

• For last three years, the company selected earnings per share, sales

and return on invested capital as the financial measures on which to

assess its performance for purposes of funding the cash bonus pool.

• If each financial measure is met in a given year, then the cash bonuspool is funded at two times the base salary for each executive

employee covered by the bonus pool.




c. Fringe Benefits:

1. Healthcare Benefits:

• Medical Coverage: It is available for employees & eligible familymembers. Employees can choose from a variety of medical plan

options, balancing cost & features that best meet their needs.

• Dental Coverage: It is offered separately from medical coverage, so

employees may elect one without electing the other. Employees have

a choice of dental plan options & coverage is also available for eligible

family members.




2. Insurance Coverage:

• Baxter provides Basic Life Insurance, Basic Long-Term Disability &

Business Travel Accident insurance at no cost to employees

immediately upon hire, & provides Short-Term Disability coverageafter employees complete six months & 1,000 hours of service.

• Additionally, BeWell@Baxter, the company's health & wellness

program, is designed to help employees stay well through education &

prevention, take action to make healthy lifestyle changes & deal withchronic or acute conditions.




d. Perquisites:

1. Financial and Retirement:

• Employee Stock Purchase Plan (ESPP): The ESPP allows Baxteremployees to purchase Baxter common stock each month at a 15

percent discount through convenient payroll deductions with nobrokerage fees.

• The Incentive Investment Plan (IIP): Employees can enroll in theplan the first of the month following 30 days of service & choose theamount of pre-tax savings—from 1 percent to 50 percent of pay .

• Flexible Spending Accounts (Healthcare and Dependent Care): Itallow employees to set aside pre-tax dollars (up to $5,000 peraccount each year) for eligible expenses, including vision andhearing care, deductibles, co-payments and other expenses not

covered by a medical or dental plan.




2. Time off:

• Paid Holidays & Vacation schedules vary by location, but generally

include both standard holidays & company-designated days. In

addition, Baxter offers paid vacation based on length of service.

• Family & Medical Leaves of Absence: It generally provide up to 12

weeks of unpaid time off, when an employee is unable to work

because of his/her own serious health condition. Leaves are

available to employees who have completed 12 months of serviceand worked 1,250 hours in the previous 12 months

• Other Time Away Programs: It includes Civic Duty Leave, Funeral

Leave and Military Leave.



Non-Financial Incentives

• Non-financial incentives are valued not just for the direct benefit

provided to individual health professionals, but as a means by which

employing organizations can recognize & acknowledge employees’

contributions & commitment, as well as the challenges the

employees face in their daily lives.

• Developing effective non-financial rewards must be closely aligned

with strategic objectives, local & personal norms, values &

circumstances.




a. Workload management:

• Heavy and unmanageable workloads are a common concern

among health professionals. They contribute to poor

performance, low motivation & burnout.

•

Methods that have been used to address workload concernsinclude:

1. Establishment of overtime payments that ensure staff are

compensated for additional hours worked

2. Reviewing & redesigning work roles & responsibilities to ensure

the best possible distribution3. Regulating, either formally or informally, the number of

continuous hours worked by any given individual, hence reducing

the risk that fatigue will result in poor decision-making.




b. Flexible working arrangements:

• These may include offering flexible hours of work, extended or

changed leave arrangements.

• This approach is particularly relevant to professionalsbalancing work commitments with caring responsibilities

(home and extended family) and older workers who wish to

continue employment but may not be willing or able to

undertake the same range of tasks or hours of work.



TALENT DEVELOPMENT



Development Philosophy

• The company believes that development should be:

Shared responsibility, owned by each employee, his manager& Baxter

A process & not an event

Focused on goals important to both the employee &

Baxter

Focused on short-term actions as well as long-term careergoals



Development Philosophy

Combination of work experiences,feedback & relationships, & training

70%

Work Experiences

20%

Feedback/Relationships 10% Training

• Expanding your

current role

• Challenging

assignments

• Special projects

• Rotationalassignments

• Volunteerism/

Community

involvement

• Mid-year & year-

end performance

& career

discussions

•

Networking• Mentoring

• Coaching

• Professional or

trade association

• Instructor led

courses

• Self-study/ Online

courses

•

Books/Journals• Advanced Degree

/Professional

Certification

• Conferences



Importance of Training in Pharmaceutical Industry

• Well-trained people perform better, meaning a pharmaceutical

company is more able to adapt quickly to IP laws, regulatory

change, product launches and technological innovations.

• Moreover, it costs over £1000 million to develop and launch a new

medicine, therefore it is essential to train employees to the highest

level possible to ensure maximum ROI.

• For these reasons training coupled with the endless talent squeeze

puts pressure on pharma companies to educate, develop and retainthe best employees.

• New modes of training such as E-learning and academic tie-ups are

being incorporated by big pharma companies.



Initiatives

• The portal provides employees with development &planning tools, as well as comprehensive informationabout performance expectations & goals, trainingopportunities & jobs at Baxter.

MyCareer@Baxter portal



Initiatives

• The company provides a wide variety of training &development resources through ISOtrain, the company’s

global training system.

• ISOtrain provides a course catalog of more than 24,000computer based & classroom offerings on topics such as Food& Drug Administration regulations, Good Manufacturing

Practice guidelines & job specific skills.

ISOtrain

In 2012, employees globally completed more than 3 million hours of

training, an average of 54 hours per employee.



Initiatives

• Online learning is available to all employees, with coursesoffered in up to 20 languages.

• More than 950 e-Learning programs, including coursesoffered through ISOtrain, cover topics such as Baxterprocesses, systems & products; quality; leadership & careerdevelopment; PC skills; environment, health & safety;pharmacovigilance; project management; & communication.

Online Learning

Employees completed more than 199,000 e-Learning courses in 2012.



Initiatives

• Baxter continually enhances its employee performance assessment

process.

• Managers review employee performance annually, & individual

performance contributes to differentiated rewards.

• As part of the annual performance review process, both employee &

manager identify strengths & development areas & then conduct

ongoing discussions throughout the year.

• The company also encourages mid-year reviews to track

development & performance.



Top Talent Development

Leadership Powerhouse program for top talent:• Developed in partnership with INSEAD, the program helps become

effective top-level leaders by developing a global mindset & enhancing

their critical & strategic thinking skills.

•

The program is based on collaborative learning & network-buildingexercises, & focuses on a variety of topics.

• It also leverages INSEAD’s Global Effective Leader Inventory to measure

progress toward the program’s goals and objectives.

• In 2012, 30 Baxter leaders participated.



Training for Managers

Management Essentials Training

Leading for Results

Online Employee Mentoring Program

Women & Ethnic Minority Mentoring Program




Management Essentials Training:• Baxter provides managers with tools & techniques to be effective leaders.

• The company's Management Essentials training helps participants develop

& refine skills related to:

AccountabilityCareer &

DevelopmentPlanning

ChangeManagement

Communication

Critical Thinking &

Problem Solving Facilitation Interviewing

Managing Conflict

& Performance

During 2012, more than 1,900 managers completed at least one

Management Essentials course.




Leading for Results:• As managers progress from supervising individuals to leading teams,

they face new challenges & demands.

• In 2012, Baxter held 27 sessions of Leading for Results for

experienced managers & directors.

• It consists of live workshops, online courses & webinars to address

aspects of the Baxter Leadership Expectations,

• including business acumen, motivating & developing others, critical

thinking & problem solving, & communication.

During 2012, nearly 240 employees completed at least one Leading for

Results course.




Online Employee Mentoring Program:

• Baxter’s global online employee mentoring program helps connect

mentors & participants based on customized profiles, so they can

share experiences & career-related knowledge.

Women & Ethnic Minority Mentoring Program:

• Additionally, the Women & Ethnic Minority Mentoring program

accelerates the upward movement of top talent women &minorities who are director level & above.

• The program matches participants with senior leaders from their

respective business.

As of 2012, more than 1,700 employees have enrolled.



Legal & Regulatory Compliance Training

• Baxter requires employees worldwide to take Web-based training on

legal & regulatory compliance.

• It consists of e-Learning courses covering areas such as

• product complaints, workplace violence prevention, data privacy, trade

compliance, antitrust, intellectual property, & Baxter’s ethics &

compliance standards.

• Baxter implements risk-based anticorruption education program to

provide awareness-level training to most employees, especially who

regularly interact with government officials and healthcare

professionals.



Succession Management

• To ensure a robust leadership pipeline, the company assesses its

talent through its organization inventory process.

• The CEO conducts an annual talent review of Baxter’s business,

regional and functional senior talent with the senior management to

ensure that the company is meeting its global organizational

effectiveness & workforce capability needs.

• The CEO also reviews development and succession planning with the

company’s Board of Directors.

• The Board of Directors oversees succession management process to

ensure rigor, effectiveness & support of company’s diversity goals.

• The Corporate Governance Committee of the Board of Directors

oversees succession planning for the CEO.



PERFORMANCE MANAGEMENT &

APPRAISALS



Individual & Corporate Goal Alignment

• At Baxter, each business, region & function aligns to the

company’s corporate framework to set goals for their

respective organizations.

• This framework ensures focus on six key strategic priorities:

• Employees use the model to establish individual goals &

measurable targets to help Baxter achieve its broader goals.

Customer Innovation People/Team

Quality &

Compliance

Operational

Excellence Financial



Automated Goal Alignment System

• Baxter has an automated goal-alignment system that about

half of its employees participate in.

• The process starts with the company’s top strategic goals

known as four B’s.

•Best Team, Best Partner, Best Investments, Best Citizen

• The executive team creates goals under each category.

• The top 150 executives then develop their goals, which are

distributed to employees.

•

The goals are collected in a performance management system.• A website provides guidance on how to write goals, &

achievement results are shared with company’s performance

review & compensation systems.



Appraisal Process

• Performance Appraisal is the periodic evalutaion of an

employees current and past performance relative to

performance standards.

• Employees are judged in three ways;• What they achieve (Results and outcomes)

What they do (Behavior and actions)

What they are (Knowledge, skills and abilities

f l



Performance Appraisals in

Pharmaceutical Industry

• Considering that the structure of pharma companies has

changed rapidly due to global pressures, new drug delivery

systems, lean management, new methods of work &

technology upgradation, there has been a tremendousrequirement of skills & competencies to give overwhelming

outcomes in these dynamic situations.

• Performance appraisals therefore are key to sustained

performance in the face of increasing competition.



Appraisal Method

• The most commonly followed method in pharma industry isthat of Management by Objectives (MBO).

• In this, short term objectives for an employee are chalked outthat are specific, measurable, achievable, reviewable and timebound.

• With the focus on company vision, strategic thrust areas &annual business plan, functional goals & all are decided at thestart of the financial year.

• These goals are further cascaded down to teams & individuals& are reviewed periodically.

P f M C i i



Performance Measurement Criteria –

Quality v/s Quantity

• While financial rewards are important for stimulating

performance, the quality of output in terms of its utilitarian

value is also very important.

• Hence what becomes more important is not just 'what' ismeasured but also 'how' it is measured.

• In a typical R&D set up the gestation period is longer & output

quality is of paramount importance.“

• However for appraisal of frontline sales employees, numbers

takes precedence.



Use of Performance Appraisal

• Human resource planning

• Recruitment & selection

• Training and development

• Career planning & development

• Compensation programs

• Internal employee relations

• Assessment of employee potential



Thank You!By:

Guneet Chatrath (108)

Atrija Gaur (114)Aakash Chharia (109)

Mudit Jain (614)

Arush Mehta (603)

Avinash Gupta (632)

baxter final

Documents