Case Study: Pharmaceutical Industry

Pain points driving consultancy engagement

Fast growth business responding to Covid. Rapid expansion of employees with risk of loosing culture that had attracted a diverse workforce.

Company was aware they needed to pay attention to their inclusive culture to ensure leadership stayed close and relevant for the workforce at a time of high stress and rapid expansion, that managers were able to respond to the expanding needs and expectations of their team members, that employees knew why inclusion and belonging was important and that the business was committed to this.

There was also an opportunity for the business to expand into the US market where investors in the industry are paying a close attention to ERG actions.

Approach undertaken

Initial discussion with leadership team to establish what they thought the current culture was like for people throughout the business and what they needed to be fit for the future.

This was followed by a series of one-to-one conversations and focus groups with a diagonal cross section of the workforce to ensure representation. Questions inquired around lived experience, workplace experience, aspirations for the future and personal responsibilities.

There was also analysis of the data that had been collected historically, a review of people related policies and analysis of the way the company communicated on people related issues internally and externally.

This diagnosis resulted in a detailed findings and recommendation report with prioritised and costed actions for the leadership team to review and use to decide next steps.

Outcomes

The leadership, HR and Comms teams agreed priorities within the report.

A roadmap was established to provide a realistically paced change programme.

Responsibilities were distributed between the leadership team, HR team, Comms team and consultant.

Benchmark data was collated at the outset to ensure progress and impact could be measured.

A series of interventions including educational workshop, management and leadership development, revision of a selection of policies, increased data gathering and analysis.

Testimonial

“Clare has worked with my leadership team to help us understand where we need to focus our attention, playback to us the climate and culture around ED&I and help us build a roadmap for action.

Her approach with the leadership team and beyond is collaborative, straight talking and focused on the things that matter most. She is astute at identifying where the pain-points are and working in an approachable way so that we understand the issues, how we can address them with confidence and authenticity, and move us to the areas that will have greatest impact.“