Early Career High-Potentials Who is BD? Becton, Dickinson & - - PowerPoint PPT Presentation

Accelerating the Development of

Early Career High-Potentials

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Who is BD?

• Becton, Dickinson & Company founded in 1897
• Medical technology company headquartered in Franklin

Lakes, NJ

– Medical Devices – needles, syringes, intravenous catheters, insulin syringes and pen needles – Diagnostics – safety engineered blood collection products, molecular testing for infectious diseases, rapid diagnostics – Biosciences – cell sorters, analyzers and imaging systems

• Over $8 billion in revenue (60% revenue from outside of U.S)
• 30,000 associates located in over 50 countries

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Business Case for High Potential Development

Six years ago…

• Took too long to fill critical open

roles

• Successor readiness was

inadequate in terms of:

– “Ready now” successors – Percentage of positions with no successors

• Internal hires succeeded at a far

greater rate than external hires

• Succession candidates below the

“ready now” category lacked:

– Specific developmental experiences – Exposure to a variety of businesses

Leadership Accelerator Strategy

BDLT GM Accelerator Program Mid-Career Leadership Accelerator Program Early Career Experience Candidates for leadership team roles within a WW business, region or WW function Candidates for General Manager or President

• f a business or region

Facilitate career development and networking of early-career, high potential talent Candidates for BDLT roles (i.e., top 50 roles in company)

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Early Career Experience

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Overview

Purpose

• The Early Career Experience is a 24-month leadership

experience that accelerates the career development and networking of high-potential, early-career associates Selection Criteria

• Participants nominated by their business through a stringent

nomination and vetting process. Selection criteria includes the following:

– No more than 7 years total work experience (minimum of 1 year at BD) – Viewed as high potential or high performer with potential in PXP matrix – Must have the desire to take on more challenging opportunities – Must be open to geographic mobility

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Desired Outcomes

• Understand the business
• Build a personal network
• Identify next potential career move
• Develop critical competencies
• Increase retention and mobility

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Key Program Elements

• Four Sessions: 20 days over 18 months
• Mentoring Relationship: 60-90 minute meeting

approximately once per month, for 12 months

• Corporate Social Responsibility Project: 6

months

• Business Improvement Project: 6 months
• Other Inter-Session Activities: Webinars, peer

group activities, individual work, etc.

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High Level Design

Session #

1 2 3 4

Date

July February August March

Location

US Belgium Shanghai US

Business Knowledge

Medical Biosciences Diagnostics BDX

Outside Perspective

BD Medical Customers Various players in social investment arena (e.g., UNICEF) BD Biosciences Customers Economist Intelligence Unit (Hong Kong) ECE Grant Winner Beneficiary

Skill Development

Strategic Planning Working Effectively Across Cultures Virtual Teams Leadership Communication Career Development

Exposure to Global Cultures/Fun

Yankees Game Culinary Team Building Belgian Beer Competition Drum Café Shanghai Expo Chinese culture workshops Broadway Show

• Create Development Plan
• Kick off Mentoring Process
• Ongoing Mentoring
• CSR Project

Business Improvement Projects

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• Creating a high stakes environment where

participants had inter-dependent goals

• Rotating small group assignments
• Participating in fun team activities that

resonate with young people

• Enjoying once-in-a-lifetime cultural

experiences

Accelerate Group Cohesiveness

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Corporate Social Responsibility Projects

• Purpose

– Increase understanding of corporate citizenship by working with external partners – Demonstrate global leadership and collaboration – Improve ability to work in global teams

• Design

– Six global teams charged with identifying a non-profit organization with whom they would partner on a project aligned with BD’s mission – Teams compete for two $10,000 BD grant (consisting of cash and BD products) – Challenge is to propose a project that leverages the contributions of both BD and non-profit partner to maximize impact consistent with BD’s mission – Proposals evaluated by a panel of experts in social investment space

CSR projects foster pride in and commitment to the company’s values and mission

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Business Improvement Projects

• Purpose

– Obtain in-depth exposure to a new business – Increase business acumen – Address a real growth opportunity for the company

• Design

– 6-month duration – Projects identified with the support of CEO and Management Committee – Each project has senior executive sponsor and the following characteristics:

• Feasible to be completed within 6-month time frame
• Business impact to BD
• Learning opportunity for participants
• Unique opportunity

– Structure provided to support team effectiveness, data collection, consulting skills and presenting recommendations to a senior executive panel

Rigorous experiential learning activity was a highlight for many participants

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Career Planning

Timing Activity First 18 months

• 360-degree feedback assessment
• Individual development plan
• Mentoring relationship
• Career development workshop

Final six months

• Post-program 360
• Career Blueprint
• One-on-one coaching with program

leader

• Post-program meeting between ECE

graduate, their executive sponsor and the executive sponsor’s HR Business Partner

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Measurable Outcomes

Cohort 1 Cohort 2 Total Turnover 7.62% 3.70% Top Potential Turnover 5.33% 0.00% Mobility 88.5% 87.5%

Compared to 8% average annual turnover of control group during same time period

• Understand the business
• Build a personal network
• Identify next potential career move
• Develop critical competencies
• Increase in retention and mobility

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Lessons Learned

• 1. Organizational support is critical to success
• 2. Engage participants’ managers
• 3. Minimize the use of HR leaders as mentors
• 4. Peer feedback is a keeper
• 5. Systemic talent management is essential for continued,

post-program development and mobility

– Create a talent brokering council – Implement formal process for developmental assignments – Create a consulting pool consisting of program graduates

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Questions