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Pfizer provides a fair and supportive environment in which to pursue a meaningful career. Our
colleagues appreciate the value of diversity. We hold managers and leaders accountable for
creating inclusive and equitable workplaces and allow patients, shareholders and other
stakeholders to realize the value of diversity through innovative product development and sound
company stewardship.
Chuck Hill, Executive Vice President, Worldwide Human Resources
Swot analysis
http://www.slideshare.net/priyadarshini.7/about-pfizer-company
Human Resource Management of Pfizer - January 27th,
2011(http://www.managementparadise.com/forums/human-resources-management-h-r/214316human-resource-management-pfizer.html)
Human Resource Management of Pfizer : Pfizer Incorporated (NYSE: PFE) is a pharmaceutical
company, ranking number one in sales in the world. The company is based in New York City,
with its research headquarters in Groton, Connecticut. It produces Lipitor (atorvastatin, used to
lower blood cholesterol); the neuropathic pain/fibromyalgia drug Lyrica (pregabalin); the oral
antifungal medication Diflucan (fluconazole), the antibiotic Zithromax (azithromycin), Viagra
(sildenafil) for erectile dysfunction, and the anti-inflammatory Celebrex (celecoxib) (also known
as Celebra in some countries outside the USA and Canada, mainly in South America). Its
headquarters are in Midtown Manhattan, New York City.[3]
Pfizer's shares were made a component of the Dow Jones Industrial Average on April 8, 2004.[4]
Pfizer pleaded guilty in 2009 to the largest health care fraud in U.S. history and received the
largest criminal penalty ever levied for illegal marketing of four of its drugs. Called a repeat
offender, this was Pfizer's fourth such settlement with the U.S. Department of Justice in the
previous ten years.[5][6] On January 26, 2009, Pfizer agreed to buy pharmaceutical giant Wyeth
for US$68 billion, a deal financed with cash, shares and loans.[7] The deal was completed on
October 15, 2009.[
SALARY REFERENCE DATA
Salary information is an important tool in managing employee
compensation and comparing the competitiveness of Commonwealths salaries
to the labor market. This information is used in several ways.
Pay Band Adjustments
The Department of Human Resource Management (DHRM) provides
an analysis of salary information to the Governor and the General Assembly to
support the decision to adjust the pay structure. The information is derived
from range adjustment projections found in surveys conducted by national
agency:
Problem Statement that gives a concise summary of the problem. This
statement should show a cause-and-effect relationship between pay and an
identified problem. (Example: During the past six months, the agency has
lost fifteen electricians to competing firms that pay an average of 20%
above State salaries.)
Agency Action that describe what the agency has done to improve staffing
for the positions under study, such as expanding the recruitment area,
providing in-band salary adjustments to incumbents, etc. The agency
should include an assessment of why it believes the staffing problems
persist.
3
Turnover and Vacancy that describe the current staffing problem:
turnover rate; current number and percentage of positions that are vacant;
relevant historical data and information from exit interviews (see Appendix
K, Turnover Rate Computation and Usage). The analysis of information
should focus on employees leaving for salary-related reasons. Promotions
and transfers to other positions within State government are not normally
indications of retention problems due to salary.
Each agency is responsible for conducting exit interviews to obtain
information on the reasons why employees are leaving their jobs. These
interviews may reveal problems related not to salaries but to other factors
such as job satisfaction, opportunity for training and advancement,
educational assistance, work environment and quality of management.
Recruitment strategies that have been employed to fill vacancies. Agencies
should specify the number of advertisements in a given period; media used;
number of qualified applicants; salaries offered; applicants most recent
salary and the reasons applicants have declined employment offers.
Starting Salary analysis that describes the agencys experience with salary
offers for new employees during the last twenty-four months. This analysis
should address where in the pay band employees have been hired and
whether any exceptional salaries have been requested.
Internal Impact that includes an analysis of the position and negative
effects that a differential, Career Group revision or re-banding may have
on the internal alignment with other employees in similar or related Roles
in the agency.
Market Data that may have been collected by the agency from competing
firms in the local market area where the problem exists. Agencies should
also assess any salary data that DHRM routinely provides. If competition is
not limited to a particular locality, the collection of market data should be
coordinated with DHRM.
Certification of Availability of Funds based on the type of action the
agency has requested. All requests for Career Group revision or
differential must be accompanied with a statement from the agency that
funds are available to support any resulting salary increases. Certification to
the Secretary of Finance that funds are available to support salary increases
is required for Career Group revisions or re-banding a Role.
are hired. Also, stop asking about yesterday in the interview. Ask about possible future problems
and the required solutions for your firm.
Use technology to find and assess the very best!
The best recruits are net savvy and are already on the net. Use chat rooms, list servers, and web
search robots to find the very best. Drop forever the idea that recruitment and hiring must be face
to face. Use telephone interviews to assess candidates. Develop exciting web pages that tell a
story about your firm in order to excite the candidates and show them you are different.
Try these simple but inexpensive recruiting tools.
Have a strong employee referral program
Re-hire your former employees
Ask references for the names of other top people they know
Ask your best customers and suppliers to refer people (or just hire them)
Ask new hires on the first day "who else is good" from their former firm
Ask your current employees "How would I find you again?" and use those techniques and
sources to recruit similar people
Reward managers for great hiring and retention
When you have a small staff delays can cost you and even one hiring mistake can be deadly. So
learn how the best larger firms do it and adapt their practices to your firm. Be aggressive and try
new approaches.