Talent development
Novo Nordisk is its people. That is why our long-term business success depends on engaging and developing our employees. And this will not only prepare tomorrow’s leaders and promote continued innovation; a strong and well-executed strategy for developing talent will also help the company attract and retain the right people to maintain a competitive edge in an increasingly global marketplace. More than ever, talented people expect companies to provide opportunities for growth and development.
Employee education can also help preserve jobs and workplaces in a globalised company such as Novo Nordisk, where more production increasingly is taking place at sites outside Denmark. In learning new skills, employees prepare themselves for new job requirements and help the company achieve the organisational flexibility needed to meet its business challenges.
Leadership and talent programmes
Novo Nordisk is passionate about developing leadership talent. Our leadership programmes are offered to managers at all levels, while the talent programmes accelerate the development of high-performing individuals with leadership potential. The objective of these activities is to ensure the development of high performers who can improve the company’s ability to address business challenges across national and organisational borders.
Our leadership development programmes include the following:
New Department Managers programme: This programme is mandatory for all newly appointed department managers. Its purpose is to develop the competence, confidence and performance of new managers in the critical transition from contributing individually to contributing through others. Included in this programme is the development of coaching, motivational and feedback skills. The programme also focuses on how to develop a leadership style that takes situational demands into account. In 2006, 140 managers took part in this programme.
The Spotlight programme: Developed in 2006, the Spotlight programme aims to increase the individual leadership skills of vice presidents and general managers. Special emphasis is placed on leadership techniques that will help others to grow and become more productive. The 74 plus people who participated in the programme in 2006 gained more awareness of their own leadership behaviour and how they can bring out the best in others. The Spotlight programme is part of a company focus on personal leadership.
Click here to download the article: 'Learning leadership' from the printed 2006 Annual Report (PDF).
Talent programmes include the following:
The Greenhouse programme: The purpose of the Greenhouse programme is to accelerate the development of managers with one to two years of leadership or project management experience who have demonstrated high performance and a readiness to take on new management challenges. The programme helps clarify participants’ strengths and needs, and facilitates their transition to the next leadership challenge. Development activities include a personality test, mentoring and feedback sessions, and optional project assignments and network meetings. 167 employees participated in the Greenhouse programme during 2006.
The Lighthouse programme: The Lighthouse programme aims to provide challenging and unique development opportunities for experienced vice presidents and general managers who have demonstrated high performance and general leadership potential. Lighthouse participants have at least five years’ leadership experience and one of the criteria for participants is that they are role models for the Novo Nordisk Way of Management. Each Lighthouse programme includes a journey intended to promote personal and career growth through practical and emotional experiences. In 2006, 48 vice presidents participated in the Lighthouse programme.
Training and courses for all
Leadership programmes are just one aspect of the way Novo Nordisk develops the talent of its people. The first training every new Novo Nordisk employee receives is a mandatory course to familiarise them with their new workplace. Beyond this, company-sponsored courses and training that better equip employees to match business goals are available throughout the organisation. Educational programmes are offered via the relevant HR unit.
In Denmark, where just over half of our employees are based, the Novo Nordisk course catalogue includes subjects such as languages, project management, statistics, business understanding, R&D-related skills, diabetes training, and a master's programme in industrial drug development.
In the Product Supply organisation, some 4,000 operators at Danish production sites have in recent years been developing new competences through company-sponsored educational programmes covering such subjects as PC proficiency and the principles and mindset of LEAN production. Some operators have completed journeyman-level education as industrial operators. In 2006 an agreement was reached between management and trade union representatives allowing operators to learn tasks previously performed by skilled craftsmen. A major goal of this education programme is to preserve jobs in Denmark while increasing productivity.
A common understanding of the Novo Nordisk Way of Management
Training for Novo Nordisk’s worldwide corps of medical reps is tailored to specific market needs and legal requirements in the countries or regions in which they work. A common denominator across all borders, however, is the training they receive in the values and culture of the Novo Nordisk Way of Management. This was a particular focus area in 2006, when major expansions in the sales force either took place or were planned; in the US alone, for example, the number of representatives is set to increase from 1,200 to 1,900 in 2007. To ensure that Novo Nordisk's values remain strong as the company expands, an added emphasis has been placed on them as well as cultural integration in sales training around the world.
Novo Nordisk's representatives typically also receive training in a wide variety of competences such as market and business understanding, selling and communication skills, product knowledge, problem-solving, planning and organising, customer focus and teamwork.
This page has been assessed by PricewaterhouseCoopers as part of its assessment of Novo Nordisk’s statement that it reports ‘in accordance’ with GRI. Please refer to Audit and assurance for a full description of the nature of assurance offered.
