Abstract
The department Global Medical, Clinical & Regulatory Affairs (GMCRA) was founded in 2010 and is Fresenius Kabi’s driving force and strategic unit for medical, scientific and regulatory affairs. This unit provides global standards to ensure the safety of products and patients. Since its foundation, the team as well as its tasks and responsibilities are continuously growing and the department has a clear understanding of how to develop further. The basis for this development process is an ambitious strategy, excellent operations and a strong high performance culture. To bring a high performance culture to life and to add value to the company the management of GMCRA has started the initiative Excellence@GMCRA. To evaluate the status regarding employee engagement a computer assisted web questionnaire on feedback culture at GMCRA, focusing on leadership behavior and staff development, was performed. In the following article the results are described as well as the actions the management decided to implement, namely: Onboarding program for new employees with a buddy concept Regular 1:1 meetings with superiors and employees Individual personal development plan (PDP) for each employee
Highlights
GMCRA is a globally acting department within the Pharmaceuticals Division of Fresenius Kabi
The recently published survey results of the Chartered Institute of Personnel and Development (CIPD) showed the increasing awareness of organizations to invest in people or talent management activities, which is seen as a competition factor
The purpose of this article was to describe the implementation of managerial actions like onboarding, regular 1:1 meetings and individual personal development plan (PDP) to improve employee’s engagement and business performance at GMCRA
Summary
The results of the survey as well as the outcome of group work from a GMCRA Excellence Conference demonstrated that no strong feedback culture is established in the organization (only 64% agree on getting sufficient feedback from their superior) and many colleagues (~ 62%) felt a lack of personal development options and wanted more transparency about career progression. For the preparation of concepts to establish a sustainable feedback culture at GMCRA as regular part of the day-to-day work from the beginning, several working groups were formed. They consisted of team members from different management levels and met regularly during the course of the last years. After alignment with the management team, the respective working groups suggested the following actions to be implemented at GMCRA:
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