This case study outlines the unique journey over two decades by one global organisation in the development of People Analytics across the enterprise.
management
Description
Introduction
This case study outlines the unique journey over two decades by one global
organisation in the development of People Analytics across the enterprise. The various
stages of evolution were influenced by the organisation’s strategy and priorities;
market forces in the Pharmaceutical and Consumer Healthcare industries; HR strategy
and company culture; technology development and investments; and requirements
to support the redesign of their HR Operating Model. As of now their vision of a data
driven insights-based organisation has yet to be fully realised. However, they are
positively positioned to leverage the creation of a data and insight culture
underpinned by a fit for purpose Data, Reporting and Analytics organisation powered
by integrated technology platforms. The roadmap they followed, and the lessons
learned provide a blueprint for other organisation to follow in order to achieve the
goal of creating a data driven, insight-based HR function that delivers measurable
business value.
Background
GlaxoSmithKline (GSK) was formed in late December 2000 through the merger
between of two global mid-scale pharmaceutical companies Glaxo Wellcome and
SmithKline Beecham. The new company had its headquarters in London and were
listed on both London and New York stock exchanges. This was a merger of equals and
as a result, the global Human Resources (HR) team charged with managing the people
elements of the merger focused on developing an inclusive & collaborate culture. An
early priority was to ensure that all selection/appointment processes for the new
organisation were transparent and & fair balance for staff from both legacy
organisations. While there was recognition that the new entity had limited global
people data there was no urgency to address this gap other than the requirements for
company statutory reporting e.g. headcount levels etc.
