Through robust development programs, Johnson & Johnson is generating more talent choices for leaders of the future, and building a strong talent pipeline that can retain the best talent. We continue to advance the strength and quality of our leadership bench and pipeline flow, with 26,427 positions filled in 2017.
The Global Talent Management organization, under the leadership of our Vice President, Global Talent Management, deploys a global approach to ensure development is for everyone, regardless of where they are on their career journey or career aspirations. We seek to maximize the value of learning and development investments by taking advantage of the tools, resources, global enterprise learning platforms, and other engagement opportunities to deliver development that supports the personal goals of our employees. Our objective is to foster a learning culture that helps shape each person’s unique career path.
To cultivate and retain top talent, we must instill a culture of development for leaders to grow and learn. We achieve this by providing ongoing opportunities for continuous employee development and professional growth. We aim to promote shared accountability between an employee and his or her manager to ensure that opportunities for development are identified and pursued, where the outcome is the maximized potential of the individual. Development offerings span a vast array of topics and are provided via both on-the-job and online training to all full- and part-time employees globally. Independent study courses, web-based courses, interviewing simulations, assessments, intensive workshops and action-planning courses are included in the offerings. There are opportunities that are available to all employees, irrespective of functions; and opportunities that are designed to address specific learning and development needs in functional areas.
Our enterprise-wide Learning Management System called SUMMIT is available to employees globally. SUMMIT is an integrated single portal allowing for access and enrollment in training programs as well as tracking of individual training results, including number of courses and hours of training completed. We are developing processes for reporting consolidated employee development training data, and intend to share the results in the coming years.
We believe that every employee at Johnson & Johnson is a leader, and we strive to invest in maximizing this leadership potential. Our Global Talent Development organization is responsible for creating a consistent leadership development experience enterprise-wide.
In 2014, through Our Credo Survey, our employees let us know that they would like to have more tailored leadership development opportunities available. We listened, and as a result the Enterprise Leader Development (ELD) initiative was launched. ELD consists of two interactive and engaging learning programs that establish standards of excellence for manager effectiveness and leadership development across the Company. All newly hired/promoted leaders are assigned to one of these training programs, commensurate with the level of their new management responsibilities. The trainings are designed to support new leaders at critical career transition points through a multi-week program consisting of virtual learning and in-person sessions. In addition to gaining business critical skills, participants benefit from cross-sector business collaboration and networking. As of 2017, 2,647 new leaders benefited from this ELD experience.
In 2017, we introduced additional leadership development resources. The Leadership Navigator Resource Center provides an on-demand library of videos, one-pagers, and other tools that people leaders can access at their fingertips whenever they need them. This includes a new “First 100 Days” curriculum that provides tools and guidance for new leaders, designed to be completed in their first 100 days.
A strong foundation in development is essential for integrating the talent management process. Our Leadership Imperatives—Connect, Shape, Lead, Deliver, and Our Credo—set the performance and behavioral expectations for all employees. The Leadership Imperatives give our employees across all geographies, businesses, roles and levels a clear and consistent way to lead the Johnson & Johnson Family of Companies into the future.
We conduct rigorous and transparent annual performance reviews of employees at all levels to guide Company decisions relating to compensation and rewards. Employee performance is measured, in part, by how well employees demonstrate our leadership behaviors. In other words, we seek to equally emphasize not just what an employee achieves, but also how he or she achieves it. It is critical to our Company that the annual incentive bonus of management-level employees is determined, in part, by demonstrated leadership that is consistent with these behaviors.
In 2017, 88%30 of employees completed year-end conversations, which are a part of the ongoing dialogue we engage in with employees about their performance and development paths.
The learning culture we have built is focused on developing and retaining our talent. We consider it essential to offer our employees a variety of resources and opportunities that help them advance their professional and personal development at Johnson & Johnson. Throughout the year, employees are encouraged to focus on growth by creating development plans, having career conversations with managers, and taking action to build their skills and broaden their experiences. Launched in 2015, Development Month leverages the mid-year time point as an opportunity for our employees to self-reflect and take advantage of the tools and resources to support their ongoing development. In 2017, with the support of Development Month Champions across the globe, employees across all regions, sectors and functions participated in learning offerings and activities, engaged in discussions and explored resources. A “Let’s Develop” social media forum enabled employees throughout the world to share their insights, experiences and inspirations for their own healthy career at Johnson & Johnson.
* Represents the proportion of employees in Manager and above job categories who in their career progression movement (including upward promotion, downward demotion, or lateral transfer) crossed function, country or business segment lines. Percentage is based on employee headcount data from Human Resources Information Systems (HRIS). HRIS headcount methodology differs from that used for the headcount in the Annual Report/Form 10-K. HRIS data exclude employees on long-term disability, fixed-term employees, interns/co-ops/students, and newly acquired Abbott Medical Optics employees.
** Percentage is based on employee headcount data from Human Resources Information Systems (HRIS). HRIS headcount methodology differs from that used for the headcount in the Annual Report/Form 10-K. Excludes employees covered under collective bargaining agreements, long-term disability, interns, selected other groups and newly acquired Abbott Medical Optics employees.
*** Category includes employees who don’t have a merit plan as part of their compensation package.
30 Percentage is based on employee headcount data from Human Resources Information Systems (HRIS). HRIS headcount methodology differs from that used for the headcount in the Annual Report/Form 10-K. Excludes employees covered under collective bargaining agreements, long term disability, interns, selected other groups and newly acquired Abbott Medical Optics employees.