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Becton Dickinson - Strategic Human Resource Management Profiling

Case Study

Usman Safdar

on 14 May 2014

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Transcript of Becton Dickinson - Strategic Human Resource Management Profiling

Critical Evaluation
Matrix Partners preso!
Human Resource

Becton Dickinson
Case Analysis
Help me!
Top Management's Response
- Emphasis on negative aspects of business
- Focus on Interpersonal skills
- Dis-satifiers vs Strengths
- Organizational and management issues

more focus towards
Could the company Institutionalize the process ???

Holding Managers accountable, stem open flow of information ???

Individual Weakness Exposed, and Transferred !!!

Individuals who cannot grow, even after the SHRM Finding ???

Could HR Managers act as profilers/consultants ???

Specialists at corporate to help with SHRM ???

(Compensation, Performance Appraisal, Benefits)

Wessel - VPHR: T&D Progs ???

Third Party Profiler, via an Online application
_ _ _ _ _
H u m a n
Introduced by Fred Bryant to BD senior management
Jack Howe, then CEO issued memorandum to division managers
Many employee surveys conducted
Genuine, as well as superficial efforts
BD senior executive in EU approached Bryant
Product teams by Jim Wessel in Edmont Div

Prepared by Fred Bryant and Roger Palestrant, approved by Ray Gilmartin and Strategic Resource Committee
Attempt to link SHRM to the strategic profile
Discover the previously hidden organizational and HR problems
Managers’ learning about their effectiveness
Better accountability

One day meeting to orient divisions top management
Restating of strategy by managers
Requirements established with respect to organization, people, coordination, competence and commitment
Employee Task Force Established
Identification of strengths and barriers by ETF

Three day meeting after few weeks
Profiler interview of top management
Day 1 - Employee Feedback/ Profiler debrief
Day 2 – Analysis of behaviours and skills
Day 3 – Development of Vision & change plan
Division manager report to ETF
Division manager discussion with sector president

3rd Pilot
1. Overload

2. Top-Down Style

3. Staffing and HR

4. R&D

5. Manufacturing

6. Asset Management

7. Corporate Supply Chain

8. Transnational Organization

9. Strategic Planning and Implementation
Lack of direction, strategic picture

Unclear roles and responsibilities of top management

Objections on Operating Committee

General management vs Functional roles

+ High self esteem, quality products

Numbers were hit
Late Reviews
Low Innovation
First Initiative - 1987
Fragmented and uneven success
Management lack of skills and desire to be recognized for use of process
Felt the process promising
Need to standardize and institutionalize the SHRM process
Envisaged uniformity and accountability of division managers
Biggadike Analysis
Lack of Leadership
Internal Communication
Career Opportunities
Issues Raised by ETF (Exhibit – 4)
Bear Committed himself to change himself and divisions management process

Introduction of cross functional teams

Frequency of top management meetings

Retention of ETF
Pilot 1 – Decisions
Division’s president Chuck Bear volunteered
ETF members feared their careers
Apprehension by Bear’s staff
Bear’s approach to managing division
Concerns about one member of group
Division managed in functional and hierarchical manner impeding teamwork
Frequency/ quality of meetings, bear leadership in meetings and style of one group member
Pilot 1 (BDCP -1988)
Meeting of Bear and Bryant with Biggadike two months after the profiling session on diagnosis, vision and change plan

Meeting with sector president Gerry Mandale four months after profiling

Interviews by consultants in the division after one year

Some real changes/ disappointments
Pilot 1 – Follow-up
Link established between leadership behavior and strategy

Bear leadership style

Lack of team structure

Management realized importance of team

Top down management style of Garry Mandel
Pilot 1 – Findings
BD Diagnostic Instruments Systems
Employee Task Force’s Findings
Re-articulation of strategy

Fishbowl method

Management’s Active Listening

10 Top Issues

grateful management
Top Management's Response
- Vision
- Management Philosophy
- Action Plan for Change

Success story
(18 months – Ed Ludwig)

Corporate SHRM
Empowered Presidents
Employee development programs
Good performance but more aggressive approach advised
More involvement of division presidents
Retained empowerment of foreign SBU managers
Preset criteria, based upon the strategy for focus
Process Revision/Evaluation after every year
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