Optimising Generational Diversity at Novartis Spain
Novartis, the second largest pharmaceutical manufacturer worldwide, has put a special focus on the importance of generational diversity. As part of a broader strategic D&I framework, Novartis Spain developed a strategic model and carried out an analysis to assess the impact of generational diversity on their organisation. The so-called GeneDiversity Project included research of the situation in Spain and an EU-wide comparison. Interviews with senior management and other key professionals in the company and stakeholders complemented the analysis on the base of which a number of key initiatives were planned to address and optimise generational demographics. The objectives include to create a nurturing environment for Generation Y and future generations at Novartis and to seamlessly integrate them with previous generations. The initiatives, some in place and some planned, emphasise mutual growth of and learning from employees of different ages.
As a result of the GeneDiversity analysis and in order to prepare Novartis’ leaders to maximise inclusion of different generations, Novartis Spain prepared a GeneDiversity workshop with key managers and students from leading business schools to discuss their strategic action plan to leverage age differences. The result included a shared vision and action items for each leader. Their plans cover, through different interpretations, three areas: attracting diverse talent, managing diverse talent, and running the business. By considering these three pillars they are going to reinvent their approach in areas such as work / life integration, flexible compensation, or customer orientation.
The reverse mentoring program (Athena Program) is another initiative under the GeneDiversity Project that allows for cross-generational collaboration. Generation Y mentors are assigned to senior managers to help them achieve specific development targets of the shared vision developed in the GeneDiversity Workshop. The program encourages Baby Boomers, Gen X and Gen Y employees to actively tackle generational diversity, also by using innovative tools, taking fresh perspectives and considering out-of-the-box ideas. The project also provides everyday opportunities for direct communication between Gen Y and senior management that otherwise wouldn’t necessarily appear.
Generational diversity is also one of the guiding principles of Novartis Spain’s D&I Council, that is now being created. The core members will represent diversity from across the company and will meet periodically to develop new ideas to manage Diversity and Inclusion and follow up on the current initiatives.
Many internal and external environmental changes have made it necessary to embrace generational diversity within the strategy of Novartis Spain. HR and senior management acknowledged the need to prepare the organisation for the significant future employment of Gen Y in critical positions. Hence, envisioning their organisation in 2020 reflected a need to implement GeneDiversity. External trends also showed the need to integrate new skills and roles, develop an inclusive culture for different generations and promote different approaches and ways of communication through technology, to achieve an all-generation integration across the organisation.
