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Accelerate Leader Behaviors and Advance Culture

Background:

A global pharmaceutical company seeking to change its organizational culture developed a set of core leadership behaviors. The six behaviors chosen by the high-level task force reflected a critical evolution in the beliefs and behaviors for the company as it accelerated its growth strategy. WLH’s long-term and in-depth involvement in this initiative illustrates the integration of many of our capabilities: diagnosis, planning, design, implementation and facilitation.

Approach and Deliverables

WLH collaborated with the Organizational Effectiveness function to develop the Leader Behaviors 360° Instrument and various tools to drive cultural change. WLH:

  • Helped craft general categories and determined specific behaviorally-based items to reflect key values and strategic focus

  • Developed data collection and feedback process for leaders and direct reports designed to create Individual Development Plans

  • Created a suite of “leader-led” modules to reinforce key leader behaviors and improve team performance. These modules were used to produce immediate, measurable improvements in team effectiveness and to integrate new team members. These modules remain part of the field manager’s toolkit when working with their team. The modules provide an easy, step-by-step guide for ease of facilitation and targeted learning.

  • Created a Manager’s Toolkit to accelerate the practice of the Leader Behaviors which included:

  • Learning activities in each of the modules that clearly linked back to the specific items in the Leader Behaviors 360° Instrument

  • Assessment checklists for line managers to quickly and accurately identify which of the Leader Behaviors they wanted to concentrate on developing with their teams in order to improve performance

  • Created and conducted a “Mastering Leader Behavior Development Workshop” which was used as the model to cascade the program to 50 countries

Results

  • The organization’s new Leader Behaviors became the foundation for all Leadership Development initiatives

  • Colleague engagement in the annual Individual Development Planning process increased from 50% to nearly 75% globally in less than 18 months

  • WLH was subsequently engaged to provide executive coaching to selected high-potential leaders. Two of the leaders were promoted into Sr. Director and VP positions during the engagement

Accelerating Leadership Development Globally

Background and Challenge

In an effort to accelerate the widespread commitment and adoption of a global pharmaceutical company’s vision and leadership behaviors, WLH was engaged to develop a cornerstone leadership immersion program.

Approach and Deliverables

From the beginning, WLH worked with the client to ensure the program was seen as a change effort designed to strengthen team and individual leadership capabilities. Participants learned that they can get powerful short and long-term paybacks from the effort put into developing these behaviors in themselves and in their direct reports – thus overcoming the belief that this is “something else I have to do.”

The design of the program required flexibility to adapt to local market conditions and culture. WLH partnered with the Global Leadership function to certify internal facilitators. The program was highly interactive and utilized adult learning and action learning to change how people work together.

Results

The program was developed and piloted in three distinct markets and eventually rolled-out globally. Every country’s leadership team participated in the program and got to use the leader behaviors to solve critical business issues and align on strategic priorities.

Combining Sales Coaching and Field Based Compliance Monitoring to Improve Results

Background and Challenge

A rapidly growing biotech company was interested in improving organizational efficiency and sales performance. As part of the effort, they conducted a critical review of several departmental functions, looking for opportunities to eliminate unnecessary redundancies. At the same time, the sales team leaders were struggling to align on a coaching model and method to document coaching feedback. The organization wanted to address these challenges before launching their next product.

WLH had previously implemented the I GLASS™ Field Based Monitoring system within the company. The I GLASS™ system was being used exclusively for compliance monitoring by a third party auditing firm. The organization’s commercial leader informed WLH of their efforts to increase efficiency and improve their coaching results. WLH suggested leveraging the I GLASS™ system capabilities to help achieve the stated goals.

Approach and Deliverables

WLH conducted a series of interviews with company personnel in several departments including Sales, Sales Operations, Business Technology, Compliance, and Training. After conducting an in-depth analysis of the current state and gaining a clear understanding of the desired state, WLH provided the commercial leader with a set of recommendations for improvement. The recommendations included the following:

  • Eliminate the third party auditing team and transfer monitoring responsibilities to internal staff – ideally the sales managers

  • Use the I GLASS™ system to monitor for compliance and to automate the coaching documentation process

  • Identify the best coaching practices of their sales managers and leverage the expertise of WLH to create a customized coaching model for the organization

  • Provide behavior-based training to reinforce and develop coaching capabilities

  • Provide training for the sales managers on using I GLASS™ for coaching and compliance documentation

Results

The organization took action on the above WLH recommendations. They achieved first year savings of more than $100K by eliminating the third party monitors. The coaching model and manager training helped to improve performance and increase engagement. The sales leaders used I GLASS™ to provide coaching feedback and the sales reps received documented feedback following 90% of field rides. This was a 45% improvement in documented feedback.

Defining Competencies: Market Access Organizational Evolution

Background and Challenge

A global specialty pharmaceutical company needed to define the competencies and behaviors needed to drive its market access strategy. The organization wanted a core set of competencies for the entire group, while also clearly defining the different behaviors for various roles. This competency model was to be the underpinning of other HR development planning efforts and learning curriculum redesigns.

Approach and Deliverables

When defining competencies, WLH takes a disciplined approach to data collection and model development. WLH interviewed leaders, high performers, and various stakeholders to understand how roles were evolving. WLH drafted various models based on the data input and its extensive competency database. To validate the model(s), WLH worked with leaders and subject matter experts to ensure clarity and accuracy. WLH completed competency models for the Account Management Role, State Government Role, and Reimbursement Services role.

Once the models were complete, WLH supported the roll-out by facilitating workshops. The models were turned into 180° assessments to support development planning. Individual and group needs reports were provided to Learning and Development to incorporate into their curriculum development efforts. Deliverables included revised role descriptions, competency-based interview guides, and development planning guides with customized on-the-job development activities.

Results

WLH worked closely with the leadership team and field leaders to ensure the models reflected the evolving roles and would support the longer term strategy:

  • All groups within the function had updated competency models

  • The entire organization shifted its commitment to development planning and skill development

  • The Learning and Development organization incorporated group learning needs into subsequent national meetings and a revised Market Access curriculum

  • All hiring efforts utilized updated competency-based interview guides to identify talent with unique skill sets and experience to propel the organization

Developing a Premier Employer Strategy

Background and Challenge

The international divisions of a global pharmaceutical company sought to create a Premier Employer strategy to attract and develop talent. WLH provided partnership to design the strategy and work with Human Resources leadership to implement the strategy globally.

Approach and Deliverables

To enhance the overall human capital effort, WLH revamped the performance management processes, competency models, and development tools. To reduce turnover, WLH leveraged its Rx for Retention predictor model for use in local countries.

Results

The premier employer strategy was successfully rolled out throughout the European, Asian, Middle East, and Latin American regions. The principles in the performance management and talent development efforts are still in place today.

Field Force Effectiveness and Redesign To Meet Evolving Healthcare Environment

Background and Challenge

A pharmaceutical company was undergoing a major transformation in response to market force dynamics that negatively impacted the performance of its field force. The client restructured its customer-facing roles which resulted in new territory alignments, new targets, and a new matrix team configuration. In addition, the client wanted to improve regional business planning to address the evolving healthcare marketplace consolidations and reduced access. The client was concerned that simultaneous initiatives would overwhelm field leaders and therefore recognized the need to enhance the overall change agility skills of all leaders. The client relied on WLH to provide a structured change management framework that would empower leaders and their teams to maintain focus and effectiveness during extensive transition.

Approach and Deliverables

WLH demonstrated how many organizational change efforts fail because leaders lack the skills required to execute change and lead team members through transitions. To ensure the client achieved the desired results, WLH leveraged its framework, “The 5C’s of Transition Leadership® which provided a structured approach to help leaders improve their change agility capabilities and more effectively lead others through transitions.

WLH partnered with the client to:

  • Design the change execution strategy and organizational learning cascade targeted at regional and district managers

  • Define the business case for change and the communications plan

  • Create customized training, Leaders’ Guides, and individual transition plans for each team member based on The 5C’s of Transition Leadership®

Results

With WLH’s support, the client effectively readied its sales leaders and field teams to execute the business strategy. Individual leaders used the customized Transition Toolkit to help them identify business risks related to customer transitions and address employee issues. Additionally, direct managers were equipped with the skills to effectively coach individual direct reports through the transition and create specific learning plans to close capability gaps. Senior sales leaders were able to manage the variability and provide the necessary direction and oversight. Collectively, the organization reported less disruption as a result of the change initiative. More importantly, the organization’s leaders developed their overall change agility capabilities.

Global Pharmaceutical Manufacturer’s Reactive Response to a Corporate Integrity Agreement

Background and Challenge

While a global pharmaceutical company was under a Corporate Integrity Agreement (CIA), an associated brand was issued Risk Evaluation Mitigation Strategies (REMS) requirements. The compliance team had recently gone through substantial personnel and leadership changes. They needed a better way to coordinate, track, and document their oversight activities to demonstrate CIA and REMS adherence. They also needed an effective method to monitor the activities of their Medical Liaisons and Promotional Speaker programs.

The company turned to WLH for compliance support and their I GLASS™ Field Based Monitoring system. The goal was to quickly design a process that incorporated the best practices of pharmaceutical compliance and fully supported the CIA and REMS requirements for the brand. During the initial engagement, WLH also recognized the need for the compliance team to better engage with the sales and brand marketing teams. As a result, WLH supported the organizational alignment of these functions.

Approach and Deliverables

WLH conducted a rigorous evaluation of the promotional materials and approved scientific literature in place to support the brand. WLH then completed an analysis of the company’s compliance procedures related to training, product promotion, and meeting internal and external reporting requirements. The company looked to WLH to deliver:

  • Improvements to the structure, alignment, and responsibilities of the compliance department

  • Documented working agreements to foster greater collaboration between Compliance, Sales, and Marketing

  • Updated SOPs to communicate company compliance expectations for interactions with prescribers

  • Behavior-based training to advance the capabilities of the compliance monitors

  • Product-specific assessment audits to be used during field based monitoring

  • I GLASS™ field based monitoring process

  • Automated compliance data collection process to facilitate delivery of REMS data to the US Government

  • Customized reports to identify trends and validate compliance requirements

Results

The organization further expanded the scale of their Compliance team and implemented a new, web-based approach to field based monitoring. WLH was then asked to expand the I GLASS™ System to support the compliance needs of the company’s other brands. Manual data collection and storage processes were eliminated.

Healthcare HR Strategy and Workforce Planning

Background and Challenge

WLH Consulting, Inc. worked with the senior leadership team from one of the largest not-for-profit health plan and delivery systems in the nation. This leadership team understood that there are many trends impacting the delivery of healthcare and the workplace. Rather than being reactive, they dedicated time to understanding these trends and chose to develop overall strategies to attract, develop, and retain talent. HR, in partnership with cross-functional teams, implemented initiatives to improve employee engagement, talent acquisition, and leadership development.

Approach and Deliverables

WLH compiled the latest research on workforce planning trends impacting large healthcare systems. Executives were provided a report for pre-work prior to the senior leadership team offsite. At the offsite, senior leaders aligned on key priorities and actions.

Results

The output and recommendations from the session became priorities for the overall Human Capital Strategy plan. Senior leaders took ownership of various initiatives designed to reduce turnover and increase retention of critical employee population groups.

Integrated Human Capital Strategy for a Global Animal Health Company

Background and Challenge

A leading global animal health company asked WLH to help create and deploy a human capital strategy. There were two drivers for this engagement. First, the organization was evolving its customer engagement efforts with a focus on account management. Secondly, the company was experiencing an alarming rate of colleague attrition in key roles. The company had poorly defined career progression ladders, which was a significant source of frustration for those interested in advancing in the company. The goal of the strategy was to attract, develop, and retain the best managers and colleagues in various country markets.

Approach and Deliverables

  • Defined and validated the key leadership capabilities to support its new mission and strategic objectives

  • Created career progression ladders for the sales and marketing teams that clarified the capabilities, time, and accomplishments needed for advancement in role

  • Turned capabilities into a 360° Feedback Instrument and administered it for the client

  • Trained coaches to support the feedback process

  • Created innovative, intense discovery-based workshops to train managers to accelerate development of these capabilities

  • Created learning modules (print and CD-ROM) to strengthen leadership capabilities at the team level and linked them to improved business performance

  • Implemented retention strategies to keep high-potential managers

  • Launched a talent planning process to identify leadership needs, specific candidates, and monitor initiatives

  • Created metrics to gauge success of the talent planning initiative

Results

  • The animal health company’s team leader turnover rate declined significantly in key markets the year following its engagement with WLH

  • Colleague engagement, as measured by an annual Gallup Survey, saw statistically significant increases in the areas of development support and feedback provided

  • Colleagues from the sales function in key markets received clarity and documentation for the first time on what was needed to get promoted

Key Account Organizational Diagnosis to Improve Field Force Effectiveness

Background and Challenge

A large animal health company sought to understand why there was huge variability in performance with its key account teams throughout the US. The client asked WLH to identify the root causes and provide recommendations for further action planning.

Approach and Deliverables

WLH conducted a diagnostic regarding the current state of performance. Consultants blended quantitative data with the qualitative data collection process to identify the current state and define the critical issues related to collaboration, coordination, and communication amongst colleagues that was impacting overall performance. For this project, WLH created a Key Findings and Recommendations report which was used for a series of action planning workshops. In addition, WLH created a suite of just-in-time learning tools to capture best practices and key learnings for value-added services that drive growth at the nation’s largest animal hospitals.

Results

During the facilitated action planning sessions, leadership aligned on priorities. To further engage all members of the Key Account Team, WLH designed and facilitated a series of regional meetings. Here, field colleagues took ownership for specific plans and made agreements that drove performance. Additionally, processes for sharing lessons learned and best practices were adopted to accelerate growth across the country. Finally, recommendations were included to update the overall learning and development curriculum for Account Executives.

Launching a Novel Drug with a Contracted Sales Force

Background and Challenge

A privately held pharmaceutical company was preparing for the commercial launch of their first prescription drug. The Executive Management team brought their commercial leaders on board just prior to the product being approved by the FDA. The decision was made to utilize a Contract Sales Organization (CSO) to promote the new product. It was vitally important for the organization to achieve commercial success with their first brand given that their pipeline was built around additional formulations of the same active ingredient. The company recognized the importance of entering the market with a reputation for conducting compliant promotional activities while also maximizing sales effectiveness with their CSO. WLH was sought out to help develop the organization’s compliance function and create a field observation and monitoring process. WLH helped the organization to define how they would work with their CSO to create accountability and to leverage the limited scale of their internal commercial team to establish oversight.

Approach and Deliverables

WLH worked closely with the organization’s Chief Compliance Officer to accomplish the following:

  • Define the mission, goals, and unmet needs of the compliance department

  • Create processes to identify and mitigate key areas of risks in the commercial function

  • Engage the Marketing, Medical, and Sales leads to define desired promotional behaviors

  • Establish a process for collaboration between the company’s commercial leaders and the leaders of the CSO

  • Create organizational standards for compliant promotional activities, field coaching, and sales effectiveness

  • Provide behavioral-based training to reinforce expectations for compliance and accountability with CSO leadership

  • Implement the I GLASS™ Field Based Monitoring process with their CSO as well as their Field Medical and Promotional Speaker Program teams

  • Generate real-time reports following observations to inform field coaching

  • Develop group reporting tools to show trends and validate compliance efforts

Results Achieved

WLH helped the client to operationalize their compliance function, clarify their promotional strategies, and effectively engage with their CSO. All project deliverables were on time and on budget. The Contract Sales Organization successfully met the initial performance expectations specified by the company. A defensible process to support appropriate promotional activities was implemented and has been maintained by the company with ongoing support from WLH.

Market Access Learning Strategy and Curriculum

Background and Challenge

WLH’s involvement with a Market Access group’s transformation and competency model development included evaluating the group’s learning strategy and curriculum. Given the changes in the marketplace, the organization knew its account executives needed a higher level of business acumen and account management skills. Additionally, the organization needed to balance the amount of product and disease state knowledge given the extensive portfolio.

Approach and Deliverables

WLH worked with the learning group and field colleagues to develop an overall curriculum and an approach to meet individual learning needs. This effort empowered field directors and account executives to shore up skills needed to be more effective on-the-job and with customers.

Results

WLH created a customized Market Access Curriculum roadmap. Directors and Account Executives leveraged the competency-based development assessment to identify strengths and development needs. In partnership, the director and account executive created individualized learning plans. Collectively, the Learning and Development function leveraged the group report to identify group needs and develop a strategy to close those needs by designing special content sessions on the evolving marketplace.

Market Access Organizational Redesign and Talent Development

Background and Challenge

External marketplace forces encouraged a leading global specialty pharmaceutical company to evaluate its US Market Access strategy and organizational structure. Internally, the organization was preparing for a series of product launches and new indications. The primary goal was to accelerate access for ground breaking therapies and to enhance the customer experience. Through WLH thought partnership, senior leaders evaluated options and decided to create a regional structure that would be more responsive to healthcare ecosystem dynamics. To ensure account executives effectively drove results with larger organized customers, the client expressed a need to develop a streamlined business planning process. At the same time, it was determined that account executive competencies needed to be redefined to reflect the business acumen, planning, relationship management, execution excellence, and account management skills that were required to drive results.

Approach and Deliverables

This project included various work streams related to senior team alignment, stakeholder engagement, human capital strategy implications, competency model development, communications planning, and learning curriculum redesigns to close group and individual gaps. WLH was also instrumental in the design and facilitation of a national market access meeting where employees were given the opportunity to operationalize the approach while jump-starting newly configured teams. Throughout the project, enabling functions were involved to further understand implications and make changes to support the overall strategic vision.

Results

WLH worked closely with the leadership team and field leaders to ensure they were ready to translate the strategic vision and execute the change. WLH provided counsel and support for the following:

  • Created the organizational design and identified the coordinating mechanisms across functions

  • Developed a business and account planning process to ensure strategic account executives were able to rapidly identify opportunities and ecosystem interconnections; provided extensive profile guides for three channels – Payers, Integrated Delivery Networks (IDNs), and Medicaid accounts

  • Designed an account transition process and supporting tools to ensure seamless customer transition and continuity

  • Leveraged “The 5C’s of Transition Leadership® framework which provided a structured approach to help leaders improve their change agility capabilities and more effectively lead others through transition

  • Created leader-led Jump Start workshops for new directors to conduct with their teams. This focused on adapting to change, building high performing teams, transitioning accounts, and developing business and account plans

  • Developed competency models and assessments for each of the functional groups within the Market Access organization, all of which were used to identify transition learning gaps and to ensure development plans were in place for all individuals

  • Partnered with Human Resources to ensure the Human Capital Strategy was aligned with the new strategic direction. Deliverables included revised role descriptions, competency-based interview guides, and supporting materials to clarify HR policies related to the organizational redesign

New Group Start-up

Background and Challenge

A major global medical device company reorganized its Marketing function to bring various business unit marketing teams together into one worldwide franchise marketing team. The goal was to strengthen the overall branding, eliminate redundancies, and streamline processes.

Approach and Deliverables

WLH performed a fast-cycle diagnostic with the senior leadership team and stakeholders to identify areas of agreement and opportunities to accelerate the group’s formation.

Results

Over a series of sessions, the team aligned on its vision, strategy, value proposition, service delivery expectations, and operating plan.

Organizational Redesign and Business Planning

Background and Challenge

External marketplace forces and plans to grow the company through product acquisitions encouraged a growing biotech company to evaluate their field organizational structure. The primary goal was to become a more dominant player in a therapeutic area. Through WLH thought partnership, senior leaders decided to create a regional structure that would be more responsive to healthcare ecosystem dynamics. At the same time, the organization was seeking to enhance business planning and execution efforts to ensure tighter field coordination and resource optimization.

Approach and Deliverables

WLH recognizes that a major redesign is more than reconfiguring boxes on an organizational chart. WLH conducted a diagnostic to identify opportunities to improve business and account planning as well as field collaboration and coordination. This input, combined with WLH’s change management expertise, led to the development of a strategic implementation plan. Business risks were identified and risk mitigation strategies were developed to breakdown silos and encourage more effective planning. This project included various work streams related to senior team alignment, business and account planning processes, stakeholder engagement, human capital strategy implications, communications planning, and business acumen skill development.

To ensure the client achieved the desired results, WLH leveraged its framework, “The 5C’s of Transition Leadership® which provided a structured approach to help leaders improve their change agility capabilities and more effectively lead others through transition. WLH designed the roll-out for the commercial organization which included senior leadership, regions, and districts where employees were given the opportunity to operationalize the approach with their newly configured teams. Throughout the project, enabling functions were involved to further understand implications and make changes to support the overall strategic vision.

Results

Throughout the course of the project, WLH worked closely with the leadership team and field leaders to ensure they were ready to translate the strategic vision and execute the change. WLH provided counsel and support for the following:

  • Provided counsel and led the organizational redesign and identification of coordinating mechanisms

  • Developed a business and account planning process to ensure regional business plans were developed in a compliant manner

  • Defined contracting processes to ensure consistent execution across the nation

  • Created leader-led jump-start workshops for new directors to conduct with their teams (focused on adapting to change, building high performing teams, transitioning accounts, and developing business and account plans)

  • Provided facilitation and support at the National POA for change implementation workshops

  • Revised role profiles to reflect how roles needed to evolve given marketplace changes

  • Partnered with Learning and Development to identify solutions that would enhance core competencies

Organizational Restructuring of a Large Operations Group

Background and Challenge

After a major corporate reorganization, the medical operations group of a global pharmaceutical corporation sought new synergies through restructuring while continuing uninterrupted service to its internal and external stakeholders. WLH worked with senior leaders to develop the group’s strategy, design its structure, and identify operational efficiencies.

Approach and Deliverables

To approach the redesign in a rigorous manner, WLH conducted a diagnostic with senior leaders and stakeholders to understand the organizations’ areas of effectiveness and opportunities for improvement. In addition, workforce capacity needs were assessed to identify opportunities to streamline processes and balance workloads. With a focus on change management and effective strategic implementation, WLH developed a comprehensive plan to determine how the organizational structure impacted workflow, team configuration, and customers.

WLH partnered with the client to:

  • Redesign core processes, create new process maps, and update SOPs

  • Create role descriptions for all Medical Operations’ positions

  • Facilitate high-level, cross-functional teams coordinated across the larger organization and to resolve open issues

  • Design on-boarding toolkits for new members of the functional subdivisions

  • Work with business unit and third-party systems designers to develop and implement multiple new data and reporting systems

  • Manage the project with daily updates on milestone achievements to ensure business continuity

  • Shift and re-assign responsibilities to increase efficiency and colleague productivity

Results

With WLH’s support, the client successfully re-defined the roles and responsibilities of the Medical Operations team while maintaining business continuity. WLH also identified and helped address process inefficiencies that significantly reduced expenses for the function. WLH worked with internal leaders to train employees on all new processes and upgrade skills related to decision-making, cross-functional alignment, and influencing without authority. The structure and process improvements implemented during the restructuring remained in place for more than six years.

Post Merger Integration: Strategic Implementation and Culture Transformation

Background and Challenge

WLH was asked by the senior leadership team from one of the largest global animal health companies to lead and manage the post-close integration following two significant business acquisitions. Specific challenges included the retention of key talent across the organization and maintaining business continuity during the integration. The goal was to develop and execute plans to leverage synergies, optimize the portfolio, and develop the corresponding change management strategy. Special emphasis was placed on the creation of a new culture to integrate the best aspects of both organizations. This required defining the cultural tenets to foster greater personal accountability for performance results and enhance cross-functional collaboration across the merged field force and support functions.

Approach and Deliverables

For both integration projects, WLH led and partnered with internal integration teams to engage in a comprehensive change management effort. This endeavor included clarifying strategic objectives, developing a detailed project plan with multiple work streams, and ensuring coordination and alignment throughout the organization. The various work streams included human capital strategy, account transitions, and stakeholder communications. WLH provided overall project management to monitor milestones, address potential risks and interdependencies, and enable integration activities. WLH also provided dedicated assistance to Sales, Field Force Effectiveness, Veterinary Operations, Human Resources (HR), and Learning and Development (L&D).

To create a unified organizational culture for the merged company, WLH first worked with executive leadership to define core beliefs and values. Then, through a deliberate cascade that started with business unit leaders and their teams, organizational values and priorities were clearly defined. The cascade included an overall field execution readiness strategy which included team jump start meetings where the focus was on addressing customer-facing challenges, business opportunities, and 100-day planning.

In addition, WLH successfully provided the following:

  • Designed and facilitated a 3-day experiential conference for over 150 of the company’s senior leaders

  • Designed and facilitated workshops for leadership teams in each of the company’s business units to assist them with integration and alignment of the new culture

  • Developed an on-boarding process that addressed important human capital needs for the combined organization in collaboration with the HR function and first line leader input

  • Designed and developed a new consulting sales skills model and workshop

  • Evaluated organizational health during the integration and developed data feedback and action planning processes to support cultural integration

  • Implemented a human capital strategy including role profiles and recruiting, training, and talent management plans

Results

With WLH’s support, the client successfully integrated the two companies and translated leadership’s vision for the new organizational culture. A road map for the transformation was developed and implemented to ensure individual accountability and business continuity. The investment in team meetings created significantly higher levels of collaboration among field sales, marketing, and veterinary operations in support of the new culture and business goals. Retaining key talent was a critical concern for the client. WLH was successful in helping the client retain all key talent during the transition while eliminating duplicative responsibilities. Sales growth rates for the company during and immediately following the integration were better than all competitors in the industry. WLH’s success with these critical efforts led to many additional projects to further business improvement, human capital strategy, and business planning within the company.

Revamping a Performance Management Process

Background and Challenge

The US division of a global pharmaceutical company needed to revamp its performance management process and tools to meet court settlement requirements. WLH worked closely with business and HR leaders to understand the current state and outline the future state expectations.

Approach and Deliverables

After an extensive diagnostic, WLH provided recommendations for improvement to policies, procedures, training, systems, reporting, and efforts to drive cultural change. WLH created and aligned the project team on an execution plan for improvements to performance management policies and procedures.

WLH produced the following deliverables:

  • Redesigned the Performance Management process

  • Created learning objectives for the sales organization on settlement requirements and role, process, and system changes

  • Revised assessment tool to measure demonstration of company values

  • Created a Just-in-Time Toolkit for Sales Managers to access relevant policies and procedures and house all tools and additional resources

  • Developed a cultural change cascade directed toward senior leaders, as well as a communications plan

  • Created a webinar to be used by all employees outlining the Performance Management Process

Results

  • As a result of this project, people managers could reference the Performance Management Toolkit at anypoint in the process to ensure consistent application of ratings and adherence to policies

  • The organization met all legal settlement requirements

  • The organization shifted its organizational culture and avoided further legal challenges.

Sales Leaders Curriculum, Needs Analysis, and Roadmap

Background and Challenge

After an extensive needs analysis, WLH partnered with Learning and Development and senior leaders to create and deploy a learning and development strategy for its Sales and Marketing Functions. The organization was seeking ways to increase skills, optimize resources, and link its learning curriculum to improve talent development and retention.

Approach and Deliverables

WLH prepared a detailed Skills/Knowledge/Behaviors Matrix to visually depict competencies that cut across the functions and are therefore ‘core’ or foundational. The curriculum proposed a sequence of skill levels for high potentials, newly promoted field managers, and experienced managers.

To support the Learning and Development leaders’ ability to execute the curriculum recommendations, WLH evaluated current offerings, explored vendor provided selections, and designed and implemented completely new offerings when necessary.

Results

The result was a competency-based comprehensive training curriculum to enable managers to more effectively develop talent within their teams. The Learning and Development function created a campaign to increase utilization of assets; including on-line and self-development sustainability tools.

Using the I GLASS™ Field Based Monitoring Tool

Julie, a sales representative, has been randomly selected for a field ride with a compliance monitor. Her company’s I GLASS™ administrator begins the process by registering Julie in the system and selecting a due date for her field ride. Once registered, Julie’s manager is automatically notified of the pending monitoring activity. If desired by her organization, Julie can be notified through an automated, custom email informing Julie what to expect during the scheduled field ride. During the field ride, the monitor observes Julie’s behavior and records his/her observations and concerns in a fully customized behavioral observation assessment. The scaled responses help the monitor to clearly identify which behaviors do and do not align with the compliance expectations set forth by Julie’s organization. This process allows both internal and external monitors to effectively capture Julie’s acumen and conduct. When an opportunity to directly observe the behavior being tested does not exist, the monitor asks Instant Assessment questions to ensure Julie meets the required standards. Once the assessment is complete, a real-time individual report becomes available with a summary of Julie’s results. If Julie’s results reflect a compliance gap, I GLASS™ automatically triggers an action plan. This prompts the monitor to determine the individual action steps Julie needs to take to close the loop and to select a specific due date for each action step to ensure complaint behavior in the future.