Our Leadership Commitments
October 2012
Severin Schwan
CEC Employee Engagement Focus
Taking action as an outcome of GEOS…
Leadership
Work processes & Practices
• Leadership behavior
• Governance
• Leadership training
• Decision-making
• Leadership communication
• Career opportunities
• Working smarter globally
2
Setting Expectations
Our Leadership Commitments
• Set clear expectations for people leaders
• Define “what we want to see more of in the
future”
• Make “a promise to our employees” about
what they can expect from their leaders
Expectations
• Apply to all people leaders – one consistent
message
3
Leadership Commitments
Developing the statements – a process of
involvement
Data
Key
Themes
Statements
Priorities
1. Key themes identified: Review of GEOS data,
trends from assessment/development centers,
and output of focus groups and interviews.
2. Statements drafted: RMM workshops
3. Priorities identified: Follow-up discussion with
RMM participants and their teams; input from
~1500 leaders
4. Statements finalized: Specific language
developed and final list approved by CEC
4
Leadership Commitments
Behaviors expected of every people leader at Roche
I firmly believe that each person at Roche deserves a great leader. Every
day I strive to lead by example, consistently demonstrating our values
of Integrity, Courage and Passion. This means:
1. I take a genuine interest in people.
2. I listen carefully, tell the truth, and explain “the why”.
3. I empower and trust people to make decisions.
4. I discover and develop the potential in people.
5. I strive for excellence and extraordinary results.
6. I set priorities and simplify work.
7. I congratulate people for a job well done.
5
CEC Employee Engagement Focus
Enhancing people leadership to support employee
engagement
Selection
Do we select leaders
who are passionate
about leading people?
Development
Expectations
Do we develop the
right leadership skills?
Do we set and
communicate clear
expectations for our
people leaders?
Assessment & Reward
Is people leadership
assessed and rewarded?
6
Embedding the Leadership Commitments
Selecting passionate people leaders
• Referred to in all job adverts and job descriptions
• Key element in hiring, selecting and promoting
leaders
Selection
7
Embedding the Leadership Commitments
Developing leadership skills
•
•
•
Development
•
Leader-led workshops
Part of “Catalyst” Program
Two new global leadership programs
Leading@Roche 1 & 2 which:
– Set expectations for people leadership at
Roche
– Develop & strengthen required skills
A global 360 feedback tool
8
Embedding the Leadership Commitments
Assessing & rewarding people leadership
•
People leaders assessed & rewarded based on all
aspects of their role including Commitments
•
Integrated into Multi-input feedback tool
Assessment &
Reward
9
Embedding the Leadership Commitments
Timeline for next steps and roll out
2012
2Q
3Q
2013
4Q
1Q
2Q
2014
3Q
4Q
1Q
2Q
2015
3Q
4Q
1Q
2Q
3Q
4Q
1Q
*Senior leaders (C/OG key position holders): Catalyst
Build Skills via global
programs
Mid-level leaders: Leading @ Roche 2
All people leaders: Leading @ Roche 1
Embed into
Performance
Management
Integrate into STM /
Development
Planning
Global 360*
* All Corporate & OG Key Positions holders and GMs
Senior leaders: Jan 2013
Mid-level leaders: Jan 2014
All people leaders: 2015
High Potential / Succession Planning
Development Planning
Senior Leaders
People Managers
10
Embedding the Leadership Commitments
What you should do…
Get ready for 2013
•
Make the commitments part of the year end conversations
•
Set clear expectations for people leadership for 2013
•
Assess *senior leaders at the end of 2013
Give and receive feedback
•
Have colleagues give you feedback
•
Have the courage to provide in the moment feedback to others
Tell good stories & spread the news
•
Share good examples and stories to enable learning
* All Corporate & OG Key Positions holders and GMs
11
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