Strengthening the Core Functions of the Business
Zuellig Pharma is one of the largest healthcare services groups in Asia with the purpose of making healthcare more accessible. Providing world-class distribution, digital and commercial services to support the growing healthcare needs in this region, the company wanted to establish clear standards for what it means to be excellent. The corporate organization used the Lominger Competency Framework to define these standards for its global leaders, but the Philippine branch wanted a model that would be more relevant especially to its Sales, Distribution and IT organizations. Further, the organization was looking for a model that would help achieve streamline their recruitment and performance management process, improve learning and career development, and strengthen its corporate culture.
The Competency Project had four distinct components – (1) discover the competencies critical for the success of each of the organization’s key divisions, (2) create the criteria or standards for each of these competencies, (3) define the required proficiency level for applicable competencies for each position in the three divisions, and (4) integrate the competency model to an HR function or process. The project took over 2 years in all to complete, with the work requiring me to look deeply into Zuellig’s processes and conduct key discussions and validations with employees and leaders. The following interventions, workshops, activities and tools were used – Process Analysis + Mapping Canvass, Customer Conversations through FGD Canvass, Competency Model Development Workshop, Competency Card Play, Behavior Collection + Validation, and Survey-Based Position Profiling.
Process Mapping + Analysis defined the key activities of the three units within Zuellig, providing a baseline for which competencies will be integral to their fulfillment. Focus Group Discussions and Behavior Collection + Validation facilitated the generation of behavioral criteria across multiple employee groups, while validating the more exemplary standards that fit into Zuellig’s goals. Through the Competency Model Development Workshops and Competency Card Play, Zuellig was able to identify the critical dimensions needed to sustain its strategy and map out development plan for its employees. Position Profiling established the key competency requirements per unit within Zuellig, down to the units involved, employee groups and each position in the organization.
With the Competency Model, Zuellig was able to establish a common criteria for hiring, measuring and rewarding people for their key units. On a performance level, both the competency model and position profiles helped remind their employees that how they do things was as important as what they did. It also enabled greater flexibility to move people within the organization and encouraged self initiated development. Finally, the competency model also helped facilitate organizational change for Zuellig, helping it build and reinforce its desired culture. Currently, other offices in the region are looking at what Zuellig in the Philippines achieved in their model and want to emulate a similar approach for their respective organizations.
