Resilience case study GlaxoSmithKline

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Resilience case study - GlaxoSmithKline

• Karen Crampin
• Health Performance Project Leader, GSK

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Improving GSKs performance, by enhancing the
health and resilience of its people
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What is resilience?

• The ability to be successful, personally and
  professionally, in a highly- pressured,
  fast-paced and continuously changing environment.

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Situation - business realities

• Highly competitive global market for both
  products and people
• Environment experiencing unprecedented rate of
  change
• Yesterdays critical success factors and ways of
  working may not lead us to success in the
  future... there are new requirements

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Performance implications

• Ability to absorb new information, adapt and
  readapt quickly
• Collective management of knowledge and
  information to keep up with rate of change and
  create competitive advantage
• Enhanced self-management for personal
  effectiveness and resilience
• New leadership skills to create a culture that
  can adapt more quickly and more creatively than
  the competition

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Underlying beliefs at GSK

• People who effectively enhance and sustain their
  resilience perform better
• balance contributes to resilience, physical and
  psychosocial well-being
• As an RD knowledge company, the source of GSKs
  competitive advantage lies with its people
• Stress is a symptom of pressure mismanagement
• Workplace culture can impede or enhance pressure
  management

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Lack of resilience has negative impact

• Lack of engagement/commitment
• Impaired business performance
• Burn-out
• Compliance/litigation

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Team resilience

• A diagnosis for a conversation that will lead to
  sustainable change
• Assessment (diagnosis)
• Facilitated workshop (conversation)
• Sustainable change (action plan)

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What does the survey measure?

• Sources of pressure
• Effect of pressure
• Outcome
• Drivers of commitment/engagement

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Pressure performance stages
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Resilience, engagement wellbeing
Good health wellbeing
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High enjoyment High energy Low intention to leave

Lower pride
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High engagement commitment
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Low enjoyment Higher intention to leave
High pride Lower enjoyment
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Outcomes of team resilience

• Work-related mental ill-health down by 60
• Reported pressure due to work / life conflicts
  fell by 25
• Staff satisfaction with the company increased by
  21
• 14 increase in willingness among staff to
  experiment with new work practices

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Follow up groups time 1 time 2 compared

• Improvement in
• Relationships - with supervisor and
  customer/suppliers
• Management practices - support
• Career and development challenging role
• Control, culture and engagement with work

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Personal resilience
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Attitudes and behaviours of resilient people

• Confident
• Focused and organised
• Adaptable
• Proactive
• Energetic

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Impact of personal resilience training

• Significant improvement in
• Fatigue
• Sense of feeling relaxed
• Mental clarity
• Self esteem
• Self reported stress cases

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