Implementing a Site-Wide Employee Development Program

1. Implementing a Site-Wide Employee Development Program Catalent Winchester

2. Why a Site-Wide Employee Development Program? • 25% of high potential employees planned to leave in next 12 months  64% said their current employment experiences had little impact on their development* • Lost skills, talent, productivity • Cost to rehire, retrain, develop skills • We have high turnover and are constantly hiring and training new employees rather than retaining current employees • Need to consciously build in opportunities for high-potential employees to grow and develop new skills and advance * Grossman, 2011, p. 36.

3. Why a Site-Wide Employee Development Program? • Employee development is a key contributor to our competitive advantage • Helps high-potential employees understand their strengths, weaknesses, and interests • Shows how new jobs and expanded job responsibilities are available to meet personal growth needs* • We are a key revenue center within the company but to keep that position, we need to invest in our people and provide growth opportunities • Like the new Room Leader/Assistant Room Leader advancement path • Developing new supervisors/managers * Noe, 2013, p. 367

4. Why a Site-Wide Employee Development Program? • Key to ensuring we have the competencies necessary to serve customers and create new product solutions* • Site issues identified with skill competencies: • Tear down/set-up of equipment, supervisory/management, laboratory, basic cGMP (current Good Manufacturing Practices), math skills • Site-wide training and development program can address these issues • Training—performance in current job • Development--- helps employees prepare for the future * Noe, 2013, p. 367

5. Why a Site-Wide Employee Development Program? • Increases employee engagement which is directly related to how employees are treated by their management • Show company is interested in their skill development • Develop managers who create a positive work environment that make employees want to come to work and contribute* • Engagement was one of the issues identified in the site climate survey • Engagement teams established to obtain input from employees • Employee development plans and opportunities are another key way to improve employee engagement • Important for retaining talented employees can break the cycle of constantly hiring and training new employees! * Noe, 2013, p. 367

6. Why a Site-Wide Employee Development Program? • Improves employee morale, commitment, and productivity and supports business strategy and goals • American Society for Training and Development (ASTD) study showed that more than 500 publicly traded US companies found that… • “those that invested the most in training and development had a shareholder return that was 86% higher than companies in the bottom half and 46% higher than market average” (Noe, 2013, p. 17). • Positively affects the bottom line

7. Does It Work? YES! • Study of not-for-profits and public organizations (GE, National City Bank, OfficeMax) found that companies with positive climates performed significantly better in: • Profitability • Productivity • Quality • Innovation • Customer Satisfaction • Employee Retention* • Employee Training & Development contributes to: • Employee engagement • Increased morale • Increased commitment • And therefore a more positive work environment! * Pace, 2010, p. 44

8. How Can We Make It Happen?Components of Catalent’s Employee Development Program • Onboarding: helping new hires adjust to social and performance aspects o their new jobs* • We need to establish a formal onboarding program that brings new hires in the right way from the beginning and establishes a positive first impression  set the foundation for success! • Job enlargement/Job Rotation: adding challenges or new responsibilities, series of job assignments in various process areas • Give employees a chance to stretch their skills and gain a broader perspective of the company & demonstrates the site’s commitment and willingness to invest in them • Similar to new Room Leader/Assistant Room Leader initiative * Noe, 2013, p. 404

9. How Can We Make It Happen?Components of Catalent’s Employee Development Program • Temporary Assignment: job tryouts where employees take on a position to see if they are interested in working in that role, voluntary assignments* • We can use this to grow our employees by giving them opportunities to train on off-shifts where have critical skill gaps (Shift B & D) • Temporary so they aren’t locked into night or 12-hour shifts • Leverages their skills and talents to grow less experienced employees • Provides employees “opportunities to manage change, teach, have a high level of responsibility, and be exposed to other job demands” * Noe, 2013, pp. 392-393

10. References • Grossman, R. The Care and Feeding of High-Potential Employees. HR Magazine. August 2011. • Noe, R. A. (2013). Employee training and development (6th ed.). New York, NY: McGraw Hill • Pace, A. (2010). Unleashing positivity in the workplace. Training and Development, 64(1), 40–44.