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The Customer

Wockhardt is one of the UK’s largest generic pharmaceutical manufacturing companies in the UK. With a growing portfolio of over 350 products, they supply to hospitals and the pharmacy sectors, manufacture own label for supermarkets and have a growing footprint with international customers.

The Discovery

Following a detailed diagnostic there were a number of key outcomes to develop the programme around, these were;

  • Demonstrate a consistent approach with effective decision making
  • 100% completion of effective return to work meetings
  • Complete monthly one-to-ones for all direct reports
  • Complete mid and full year performance reviews
  • Referral to HR on people matters only when required
  • Performance conversations and feedback taking place and recorded consistently
  • Ability to understand your team and make plans for improvements.

The Solution

The programme was designed as six key modules, that would each deliver against the outcomes defined at the diagnostic stage:

  • Leadership at Wockhardt
  • Excellent Communication
  • Team Working and Developing Teams
  • Reviewing Performance
  • Industry Awareness and Business Understanding – co-facilitated by industry and business professionals
  • Personal Effectiveness.

Participants took part in an End of Programme Presentation where they present to managers and senior leaders to demonstrate their learning and how it has positively impacted the workplace.

The Vision

The business was growing and to deliver their business strategy Wockhardt needed to put in place a number of development activities to raise the capability of its people, underpin delivery of the business strategy and prepare for future requirements.

Wockhardt needed support in developing managers who, within the business, operate at a level of technical excellence, but who had gaps and development requirements in their management roles. Wockhardt wanted to raise the capability of existing managers and create a standard for newly recruited and promoted managers through a development programme.

The Process

Senior Management met with the trainer to create a Management Charter which helped to embed the programme from the top down.

Line Managers attended an Engagement session as well as the Launch with delegates to provide an overview of the programme and what support participants will need to ensure transfer of learning into the workplace. An observation checklist was developed and introduced to the managers so they could observe their direct reports undertaking activities, for example – completing a team briefing.

The Results

The business has seen an increase in confidence, a positive reaction to the development along with internal promotions.

Other behavioural changes seen:

  • Increase in cross-department working and sharing of ideas
  • Dealing with difficult situations in a time efficient manner and not escalating to HR
  • Building rapport with team members by completing one-to-ones has seen an increase in productivity
  • Prioritise time to be able to support team members in their roles.

Each of the cohorts that have been through the programme, came up with a number of business improvement projects which they have lead on, enabling them to use the skills developed from attending the programme.

  • In the last three years we have invested in over 30 individuals to go through the development programme. The outcomes still continue to deliver and, as a result, over seven employees have had career progression within the organisation.

    Sophie Griffiths
    Senior Human Resources Officer