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Marketing Career

Development

FOR INTERNAL USE ONLY


Prepared by: IAAW
Contact person: SUOC
Department: Diabetes Marketing
Version: 2014-06-26 Marketing Career Development Communication Plan- v.1
Approvers: [Name]
Approval date: [DD-MMM-YYYY]

Communication plan

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LIST OF CONTENTS

1.

Background ................................................................................................... 3

2.

Key stakeholders to be communicated with ....................................................... 4

3.

Communication objectives and kpis ................................................................. 4

4.

Communication strategy and tactics ................................................................. 4

5.

Message platform .......................................................................................... 8

Appendix 1:

References and links to supporting materials ......................................... 9

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Communication plan

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1.

BACKGROUND

1.1

Introduction
This project intends to create clarity and standardization around career
development and people progression within and across NNIs Marketing functions
(Diabetes Marketing, BioPharm, Commercial Effectiveness)
Deb Klein felt this project was necessary because of the many facets that are not
working listed below:
Cross-functional movement not clear
Lack of tools to operationalize the movement
Cross-functional movement will require us to plan further out for series of
moves
We need to figure out how we will develop the employees who are not
top performers
Develop guidelines for movement within marketing function (w/in a
brand)
Movement does not equal promotion
The team wants to see movement between CE and the brand (Market and brand
Manager), sales training and the brand, COEs and the brand, CO&E &E
(BioPharm) and the brand, connection to sales, and priority jobs: brand manager
The project is projected to have a 2020 completion and broken down into three
phases.

1.2

Desired business outcomes


Create a cross-functional Marketing Career Development framework
Ensure the NNI Marketing Organization:
Drives performance in alignment with aspiration and The Novo Nordisk
Way
Attracts the best external and internal talent
Sustains and evolves the desired agile, high performance culture
Retains talent through development and recognition of
capabilities/expertise
Develops managerial and leadership competencies
Informs succession efforts and ensures a deep, capable, ready bench

1.3

Key challenges
External challenges afford NNI the opportunity to look at how we do business,
how we approach the market, anticipate trends, be more agile
Patients, managed markets/payers, competitors, prescribers,
government. regulators

1.4

Key opportunities
Internal: create clarity and standardization around career development and
people progression

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Communication plan

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2.

KEY STAKEHOLDERS TO BE COMMUNICATED WITH

Key stakeholder

Comment

Leadership
members, CLEE,
EDDW, Joanne

Keep informed on project

Steering Committee

Keep informed, gain alignment and approval to communicate


to their audiences

Marketing
employees grade 7+

Keep informed on changes of resources

Marketing
employees grade 6
and below

Keep informed on changes of resources

Other stakeholders

3.
3.1

COMMUNICATION OBJECTIVES AND KPIS


Communication objectives by stakeholder

Key stakeholder

4.
4.1

Objectives

KPIs

COMMUNICATION STRATEGY AND TACTICS


Strategy
Build the Foundation (2014)
Optics into broader Marketing organization, opportunities
Differentiated capabilities needed
Talent development philosophy
Integrated architecture to enable cross-functional career development
Connect the Dots (2015)

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Clear opportunities
Easier to purposefully develop
Accountability embedded
Aligned processes for assessing, deploying, rewarding talent
Refine Plan & Execute Flawlessly (2016)
Follow through on philosophy and strategy
Reward performance and competencies and agility
Intentional talent movement helps build bench
Purposeful development= way of doing business
Tactics
1 eblast and ET or other selfie video to bring each call to action to life
Naturally occurring opportunities (calendar off-sites, meetings, events)
Have LTs cascade via slides, link
Video LoB best practices (ex. Henry using competition model)
Content to reward people for sharing real, best purposeful development
practices
o Pairs or teams only to submit/present to encourage collaboration et.c
o Make it fun, bring it to life through all levels in the Marketing
organization
4.2

Communication schedule
1. Architecture, Career Ladder and Optional paths work stream
2. Purposeful Development Campaign work stream
3. People Managers and Development Conversations work stream
4. Accountability, Talent Movement & Succession work stream

When

Event/activity

Stakeholder

Early June

Evaluate external job level data;


evaluate salary data for each job; ID
duplicate jobs

TRPFS/Comp

Early June

Align progressive framework with


leadership and functional Marketing
competencies

ECSP+

Early June

Vet optional paths to key roles

SELF+

Early June
Work
Sessions(s)

Review benchmarked like-jobs


definitions and confirm that existing
roles map into those definition

Level below
steering team

End June

Identification of outliers
(inconsistency in jobs: title career
level, pay grade comp)

Core Team

July Work
session

Agree on cross-functional career


ladder and job matrix

Steering Team

Resp.

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End July/Early
Aug

Discuss and make decisions on


outlier

DGEE/Core
Team

Sept Work
Session

Build toward final ST approval,


including implications to people,
roles, input on integrated deliverable
for rollout/usage, etc.

Steering Team

End Q2

Finalize movement guidelines and


promotional criteria aligned with NNI
standards

Core Team

Year end

Align on standardized job


descriptions within each subfunctions (brand vs. specific COE)

Same team
used earlier/
Level below
steering team

End May

Socialized draft development


philosophy & finalize for ST approval

Completed

End May

Identify the best, naturallyoccurring opportunity, and create a


simple communication
plan/campaign by audience to
energize and increase awareness

Completed

June+ design
through Sept

Canvas existing tools, recommend


best stories of practical individual
and career development tools

June; Early
Sept

Design meetings-in-a-box for


Steering Team members

Early Oct

Explore best repository and delivery


mechanisms, including design of a
simple development website (on
Globeshare)

Sept?/ Early
Nov

Inform the design of the Marketing


Summit (have aligned content ready
if Sept), and provide direction for
aligned 2015 curriculum

End May

Evaluate existing NNI tools for


People managers; recommend best
to adopt, streamline and/or build
upon

CJC

Completed

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End May

Design a simple job aid for Mid-year


Review conversations focusing on
development and key messages
ready by then

June+ design
through Sept

Build, finalize people managerrelated process and conversation


tools, and recommend best delivery
mechanism

Mid/end Nov

Pilot tools, gather feedback and


finalize, ensuring final series includes
Year-end Review development
discussion aid and tips for talent
development

End Q2?

Recommend and seek decision(s) on


embedding accountability for talent
development

End June

Benchmark, draw on existing best


practices across NNI, consider global
and Success Factors linkages

Mid-Sept

Seek approval on recommended


adjustments to succession, talent
review process and tools; re-design,
as needed

End Nov

Pilot during fall Talent reviews,


determine if linkages into Promotion
and calibration conversations, as
well as LT standing agenda item pullthrough/ increased frequency of
talent discussions; leverage/ link to
career ladder and related tools

4.3

Completed

Communication materials/tools

Materials/tools

Deadline

Resp.

Guiding principles
Right balance for level of specificity
Competencies required for positions

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Identify the training and resources to develop specific


competencies
What are the must haves for movement
Define how we transfer credits from past experience
Give internals the breadth and depth of experience
Identify both the Leadership Competencies & Technical
Competencies

5.

MESSAGE PLATFORM

5.1

Key facts and figures


Current state of cross-functional ladder: 173 single incumbent roles, 76.5% of
Marketings jobs in DM, CEO and BioPharm are single incumbent

5.2

Key messages
Simplify our Marketing universe so opportunities are clear
Help everyone more purposefully develop the capabilities we need to complete
Be rock stars at developing our current and future talent pool

5.3

Reactive statement (if relevant)


[Text]

5.4

Questions & answers

[Topic]
1.

[Question]
A: [Answer]

2.

[Question]
A: [Answer]

3.

[Question]
A: [Answer]

[To insert more Q&As either copy one or press Shift+Alt+Q]

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APPENDIX 1: REFERENCES AND LINKS TO SUPPORTING MATERIALS


Marketings Development Philosophy (2nd draft 4/18/14)
We must
Be clear on what capabilities matter
o Align on the capabilities needed for us to differentiated and win in the
future
o Focus intently on the how: building and valuing leadership competencies
o Value both breadth of experience and depth of expertise
Invest more significantly in development
o Equip us to develop and excel in our current roles first
o Make it easier to have meaningful development conversations actions
o Empower all to be their own career architect
Enable purposeful talent development and movement
o Provide broader, transparent opportunities for building cross-functional
capabilities and increasing leadership readiness
o Ready our talent for new opportunities and to have more significant impact
o Create optional pathways, guiding principles and promotional criteria for
moving talent (knowing that movement of talent is the most important
development tool the business can wield)

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