One of the world’s largest pharmaceutical companies had grown rapidly through acquisitions and rising product sales. Through the expansion, HR met the business’s basic HR needs but accumulated a wide array of different HR practices and systems from three large legacy companies. A new HR leadership team saw an urgent need to improve both efficiency and effectiveness.
In terms of efficiency, HR headcount ratio, spending per colleague and revenue percent were worse than the worst benchmarks and 75% of HR interactions were with other HR employees.
In terms of effectiveness, HR lacked new ideas and innovative responses to support the business as it faced the looming loss of patent protection on key products and a challenging external environment.