SECTION I
Introduction
Johnson &
Johnson is an American company, engaged in the research and development,
manufacture and sale of a broad range of health care products. Johnson &
Johnson (J&J) is public type company and is listed on the NYSE. Its common
stock is a part of the Dow Jones Industrial Average.
The corporation
runs business in 60 countries around the world focusing on the production of
the goods related to human health and well-being. With more than
250 subsidiary companies worldwide, 139 manufacturing facilities occupying
approximately 21.8 million square feet of floor, J&J Corporation employs
approximately 118,000 people (fiscal2012). Its headquarters is located in New
Brunswick, New Jersey, United States. The key persons in the life of the
company are the chairman of the board, William Weldon, and CEO, Alex Gorsky.
Founded in 1886
by the Johnson’s brothers, the company started with a production of
ready-to-use surgical dressings. In 1920s the list of the products expanded
when the company begun to manufacture skin and hair care. In 1941 a separate
division for surgical products was created, which later became known under the
title of Ethicon. In 1970s the corporation launched a line of products for
women’s health care needs and toiletries. Later the shelves of the stores all
around the world were loaded with baby care goods. And in recent years, J&J
has expanded into such areas as biopharmaceuticals, orthopedic devices,
nutritionals and internet publishing.
Within the United States, 8 facilities are used by the
Consumer segment, 10 by the Pharmaceutical segment and 34 by the Medical Devices and Diagnostics segment, each of which has more departments in a
command.
·
Consumer branch includes a broad range of products used in the
baby care, skin care, oral care, wound care and women’s health care fields, as
well as nutritional and over-the-counter pharmaceutical products and wellness
and prevention platforms. These products are marketed to the general public and
sold both to retail outlets and distributors throughout the world.
·
The Pharmaceutical segment includes products in the following
areas: anti-infective, antipsychotic, contraceptive, dermatology,
gastrointestinal, hematology, immunology, neurology, oncology, pain management
and virology. These products are distributed directly to retailers, wholesalers
and health care professionals for prescription use.
·
The Medical Devices and Diagnostics segment includes a broad
range of products distributed to wholesalers, hospitals and retailers used in
the professional fields by physicians, nurses, therapists, hospitals,
diagnostic laboratories and clinics. These products include Biosense Webster’s
electrophysiology products; Cordis’ circulatory disease management products;
DePuy’s orthopedic joint reconstruction, spinal care, neurological and sports
medicine products; Ethicon’s surgical
care, aesthetics and women’s health products; Ethicon Endo-Surgery’s minimally
invasive surgical products and advanced sterilization products; LifeScan’s
blood glucose monitoring and insulin delivery products; Ortho-Clinical
Diagnostics’ professional diagnostic products and Vistakon’s disposable contact
lenses.
Definition
of Human Resources Management
There are two different
definitions of Human Resources Management. The first definition states HRM is
the "process of managing people in organizations in a structured and
thorough manner"(MSG). This approach includes the fields of recruitment
people (staffing), retention of people, pay and perks setting and management,
change management, performance management, leaving the company. Usually it is
identified to be the traditional definition of Human Resources Management. Some
experts define it as a modern version of the Personnel Management function that
was used earlier.
The second definition
of HRM explains "the management of people in organizations from a macro
perspective" is managing employees in the form of a collective
relationship between management and subordinates (MSG). Such definition focuses
on the outcomes and objectives of the HRM function. This means that the HR
function in modern organizations is associated with the ideas of people
development and a focus on making the “employment relationship” effective for
both the management and employees.
Thus, uniting them in
one sentence, personnel management is essentially orientated on “workforce” whereas
human resource management concentrates its attention on “resource”.
Nowadays, the HR
managers are no longer considered to be the people who are responsible for the
activities described in the traditional way. In fact, most organizations have
different departments dealing with Recruitment, Retention and Payroll. Instead,
the HR managers are responsible for the management objectives, managing
employee expectations and coordinating both to ensure employee fulfilment and
realization of management objectives.
Introduction
to HR department of J&J
In 2005, the American College of Occupational and
Environmental Medicine presented Johnson & Johnson with the Corporate
Health Achievement Award. J&J was selected for having the healthiest workplace
environment and employees in the US, on the basis of four parameters –
Healthy People, Healthy Environment, Healthy Company and Overall Management (The
New York Times). In 2008, the New Jersey Psychological Association awarded J&J
with the Psychologically Healthy Workplace Award for its commitment to
workplace well-being and developing a psychologically healthy work
environment for its employees (WS Journal).
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Both
awards were given to J&J for its continuous endeavour to create a healthy
work environment because the company not only provided employees with
assistance programs and benefit packages but also created a few family-friendly
policies and offered a number of useful professional development opportunities
to its employees.
All work was done on the basis of the Health
and Wellness Program (HWP), which was developed in 1995 and introduced in
practice only in 2000. The program benefited both Johnson and Johnson Company
and its employees. According to Annual Report 2005 the corporation "saved
$8.5 million per year in the form of reduced employee medical claims and
administrative savings". Moreover, throughout two years after implementing
HWP, the company received a decline of 15% in employee absenteeism rate.
The company employees had "less and shorter long-term medical claims, their disability costs were lower and their perceived personal productivity, job and life satisfaction levels were higher (Annual Report 2005).
The company employees had "less and shorter long-term medical claims, their disability costs were lower and their perceived personal productivity, job and life satisfaction levels were higher (Annual Report 2005).
HR structure of Johnson & Johnson.
Human Resources Department
of Johnson & Johnson consists of 4 following sub departments: employment
department, training department, wage and salary department and welfare department
, where each of them has a similar structure.
SECTION II:
Functions of HRD in J&J
Each of sub
departments perform its own functions and have its own responsibilities,
however some of them are very relevant and may overlap.
1.
The employment department is responsible for:
¨
staff recruitment and selection,
¨
staff transfer, and
¨
employee promotions.
2.
The training department provides
¨
staff training and development,
¨
staff performance management,
¨
job analysis.
3.
The wages and salary department conducts
¨
statutory deductions,
¨
tax returns and
¨
pay slip production.
4.
The welfare department regulates
¨
trade unions,
¨
staff welfare,
¨
staff health, safety and security.
Training
Making training as one of its main
priorities, J&J management created training department within HR
department, where it developed some key programs in order to further develop
their employees on fitting their effectiveness better.
The first program is formal training,
which depends on where the manager lives. Employees attend a training school
depending on a place of work: Americas, Europe or Asia-Pacific.
The second program integrates the
training into the company and makes it an in-house operation. This is a very
smart step, as it enables managers to gain real life experience within the
company and deal with real problems that have arisen. J&J built a
management training program from nothing, having no base to borrow from. Such
innovative contribution to the system became an achievement in satisfying the
needs of the organization and learning how to integrate a training program with
not just the regional but also the global needs.
The new training program includes
many sub programs, such as ethics training and what J&J calls "stretch
assignments". However most of them are connected into the last sub
program, named as Global Coordination and Development.
The ethics training is a very
important part of the management process. This teaches managers how to apply "Honeywell’s
three R’s" no matter what problem arises, hence keeping the "company's
integrity intact"(J&J official website). These three R’s are as follows:
- Recognize a situation,
- Raise the issue or situation to the appropriate levels, and
- Resolution of the two above.
The ethic training applies also
to the recruitment process which helps to compare the values of perspective
employees to the leadership values, which will be in use by any J&J
employee. In other words, leader will be most effective when his or her
characteristics match the characteristics of the situation and followers. Such
training creates a new corporate culture and standards of leadership.
The second sub program is "stretch
assignments", according to which a high potential manager will not be
assigned to a task which they did well earlier, but they would be assigned to a
different more difficult task, in order to speed up the growth of that manager.
This attitude focuses on creating dynamic leadership.
The main point of all these
training campaigns is the global coordination and development program, which
connects all the other programs together in order to achieve a global thinking
for high potential executives.
The program itself consists of
two stages. First is creating of work groups, which are picked by each company
chairmen and are assigned to spend three weeks abroad working on business
issues. At the end each group must present a solution. The second part of the
program is attendance of executive conference sessions (meetings of global
franchise leaders). The main idea of this is to work abroad effectively and
derive globally effective solutions groups and employees, particularly those
who need to prove the ethics and leadership skills that they learned at
J&J.
The executive conferences and
work groups provide the chance for executives to broaden their global managing
skills by working with other executives from different regions enabling them to
reach not just a regional perspective but also a global managing view. Because
J&J is a global company, its global issues cannot be solved by regional
managers.
Selection
Another key factor within a strong
organisation is a careful screening and selection of new employees. This is
done by teaching the human relation department to compare the values of the
potential employee to those of the company and only choosing those candidates
that fit the structure of the company and will support the values in all aspects
of business for J&J. The main distinctive feature of J&J selection and
recruitment policy is that they rare resort to recruitment and different
outsourcing agencies.
The selection Process of employees
is conducted by the employment department in six steps:
1. Preliminary Interviews (screening
interviews) - are used to eliminate candidates who do not meet the minimum
criteria laid down by the organization. The skills, educational and family
background, experience and interests of candidates are examined during screening
interviews. Preliminary interviews, unlike the final interviews, are conducted in
less formal and planned way. The candidates are given a brief about the company
and the job profile that also examines how much the candidates know about the
J&J.
2. Application forms - The
candidates who passed the preliminary interview are required to fill in application
forms. These contain questions about such personal details as: age,
qualifications, reason for leaving previous job, experience, etc.
3. Written Tests - employment
department conducts various written tests during selection procedure, which
cover next topics: aptitude test, intelligence test, reasoning test,
personality test, etc. All these tests are used to objectively assess the
potential candidate and provide unbiased account.
4. Employment Interviews - is face
to face interaction between the interviewer and the potential candidate .They
are used to find whether the candidate is best suited for the required job or
not. However, the competencies of the candidates during these interviews cannot
be judged and they may be biased sometimes.
5. Medical examination - a series of
medical tests are conducted to ensure physical conditions of the potential
employee in order to decrease chances of employee absenteeism and reduce
finance loss. Most of J&J structures have their own medical centers or
offices, which provide all required types of tests and examinations.
6. Appointment Letter - it is the
last stage where a reference check is made about the candidate selected after
which he/she is appointed by giving a formal appointment letter.
Recruitment
J&J mainly conducts
recruitment in three different ways:
1.
Employment at Facility Level - a source of recruitment when
the applications for vacancies are presented on bill boards outside the
Facilities or at the Gates. Such type of recruitment is applicable generally for
factory workers or office clerks.
2.
Advertisement - takes an important place in recruitment
procedure of J&J. The main sources are internet web sites such as Twitter,
Facebook, LinkedIn and newspapers. The biggest advantage of advertisement is
that it covers a wide area of market.
3.
Campus Recruitment - there are certain professional
Institutions, which serve as a source for recruiting graduates from these
institutes. They have special recruitment cells which helps in providing jobs
to candidates.
Job
analysis
A personnel mangers of
Training department carry out analysis in two ways:
·
Job description
·
Job specification
JOB DESCRIPTION
is provided in the shape of factual statement of job contents and includes
duties and responsibilities of a specific job. The preparation of job
description is conducted before a vacancy is advertised. It tells in brief the
nature and type of job.
This statement covers
all those facts which are related to a job such as:
·
Designation of job and location in the concern;
·
The nature of duties and operations to be performed in that
job;
·
The nature of authority- responsibility relationships;
·
Necessary qualifications that are required for job;
·
Relationship of that job with other jobs in a concern;
·
The provision of physical and working conditions or the work
environment required in performance of that job.
JOB SPECIFICATION
is a statement which covers minimum acceptable human qualities required performing
a job. Job specification translates the job description into human
qualifications so that a job can be performed in a better manner and helps in
hiring an appropriate person for an appropriate position.
The contents of statement are as follows:
·
Job title and designation;
·
Educational qualifications for that title;
·
Physical and other related attributes;
·
Physique and mental health;
·
Special attributes and abilities;
·
Maturity and dependability;
·
Relationship of that job with other jobs in a concern.
Appraisal
Training department,
responsible for staff appraisal, conducts it in two different ways:
·
Ranking Method
Personnel managers
rank their subordinates on overall performance by putting employees in a rank
order. Under this method, the ranking of an employee in a work group is done
against that of another employee. The relative position of each employee is
tested in terms of his numerical rank. It may also be done by ranking a person
on his job performance against another member of the competitive group.
·
Critical Incident techniques
The managers
prepare lists of statements of very effective and ineffective behaviour of an
employee. Any incidents or events show the outstanding or poor behaviour of
employees or their job. The personnel managers keep files for each employee,
where they periodically record critical incidents of the workers behaviour. At
the end of the rating period, these recorded incidents are used in the
evaluation of the employee's performance. However Negative incidents may be
more noticeable than positive incidents with the same leading to an individual
being ranked below the mark that he/she deserves to be.
SECTION
III
Behavioural
theories
There are two
behavioural theories that have direct applicability as to business world in
general and as to particular J&J Company's policies.
Maslow
theory
The basis of Maslow's
motivation theory is that people are motivated by unsatisfied needs, and that
some lower factors should be satisfied before higher needs can be satisfied.
According to Maslow, there are general types of needs (physiological, survival,
safety, love, and esteem) that must be satisfied before a person can act
unselfishly. As soon as people satisfy these needs, they move towards growth
and self-actualization. Satisfying needs is healthy, while preventing satisfaction
makes people spiteful or sick.
On applying Maslow
theory to works carried out by the Human Resources Department at J&J we can
see the next evidence:
ü Physiological
Motivation: ample lunch breaks, quite high salaries that allow employees to buy
life's essentials;
ü Safety Needs: safe
working environment and job security;
ü Social Needs: a
feeling of acceptance and belonging (invitations to the events, rewards
presentations, etc);
ü Esteem
Motivators: recognition of achievements, where employees feel valued and
appreciated (annual Johnson medal award, compensations, bonuses);
ü Self-Actualization:
challenging and meaningful work training-conferences (for top managers and
executives) which enable innovation, creativity, and progress according to
long-term goals.
Herzberg Theory
This "Theory
of motivation" or "Two-factor theory" is based on the idea that
motivation can be split into hygiene factors and motivation factors.
The absence of Hygiene
Factors may discourage as well as affect the level of dissatisfaction. These
factors are rarely quoted as creators of job satisfaction. These are:
·
supervision(at J&J-consistent personnel managers,
existence of Mentor groups);
·
interpersonal relations;
·
physical working conditions (safe working environment);
·
salary( high level);
Motivation
Factors, which motivate if present, are not responsible for job dissatisfaction,
but they are considered as the cause of job satisfaction. They are next:
·
achievement (bonuses, Johnson medal award);
·
advancement (system of trainings);
·
recognition (system of promotion, rewards);
·
responsibility (executive and top management conferences,
challenging projects).
Applying this
theory to J&J we can see that Human Recourse department provides all four
Motivation factors to increase job satisfaction, at the same time secures
Hygiene factors in order to prevent job dissatisfaction.
SECTION IV
Evaluation of effectiveness
Training
Selling a
franchise product in different countries using a same technique is never productive,
hence it is a responsibility of the institution to identify a proper technique
and adopt it so to benefit a sales growth. That is precisely what J&J has
done - identified a method and adopted it.
I believe that by
developing a unique training system J&J brings up the managers who as a
result of a training campaign are able to work in a market around the globe. By
delivering practical sessions where managers must face problems in a real
situation, J&J helps them to gain experience much faster than it would be
done through a theory lesson.
Assigning to
different-level tasks is an absolute technique, helping the managers to become
all-around developed. And the annual meetings during which the employees from
all countries come together, as well as J&J inter-country's campaigns
broaden the manager's knowledge of the global issues and ways to solve
them.
Selection
A multi-step
approach, utilized by J&J, in order to select a potential employee, seems
to be an expensive process with a waste of money. However this very process
gives an opportunity to select the right person for a job.
The aim of the
company is to identify the employee whose vision is the same as of the company
rather than waste money onto a long process of selecting the individuals.
The primal
interviewing makes the selective process of J&J more informative. Because
the informal interviews ease the tense atmosphere during the first meeting of
employer and the potential worker, with the same giving a chance for J&J
team to learn more about the person.
The writing
tests, concerning the personality of the potential employee, is another unique
step of the selection. This very step gives an opportunity to identify those
characteristics of the potential employee that he/she would not want to
mention.
Recruitment
The way Johnson
& Johnson recruits its potential employees is very productive. For instance
its intercompany recruitment process first of all costs less and secondly
requires delivering of none or little training to a newly recruited employee.
Campus
Recruitment is very beneficial also, as with joining of graduates to the
company the fresh views and more skills come.
Job Analysis
It is necessary
to define job description and job specification accurately in order to fit the
right person at the right place and at the right time. This helps both J&J
team and employee understand what exactly needs to be delivered and how.
Both job
description and job specification are essential parts of job analysis
information. Writing them clearly and accurately helps Johnson & Johnson and
its workers cope with many challenges.
Appraisal
In practice, it is very
difficult to compare individuals possessing various individual traits especially
where there is a large number of people employed by the company. Overall during
such process employees are ranked according to their performance levels and
hence rewarded based on the final evaluation.
I believe that due to
both methods of appraisal (Ranking Method and Critical Incident Technique)
J&J is well capable of identifying an objective basis for conducting a
thorough discussion of an employee's performance.
SECTION V
Conclusion & Recommendations
As a company, Johnson
& Johnson have fostered a corporate climate that rewards and recognizes
diversity, safe and healthy work conditions and the importance of being good
corporate citizens by embracing workplace safety and wellness, and protecting
the environment.
Based on the
information provided above, it is clearly seen that J&J is not afraid of
spending money on Recruitment process, as one of its priorities is to find a
perfect employee who shares the same vision and enthusiasm. However on
researching the Human Resources Department in detail I would recommend the
company to make a few changes to the ways it operates.
As it was
mentioned already in Section II, J&J have created the unique system of
training where its employees grow up within the corporation with the same
studying it throughout. Hence the majority of the top-level managers and
executives are brought up by the company itself. However, I believe, that
letting directors from other companies to join the crew will help the
corporation to expand its knowledge boundaries as well as "freshen
up" the views and ideas of managing the business.
The second point
that I would like to discuss is the selection process. In my opinion it is very
long and scares off many potential candidates. Not everyone is sure that will
be able to go through all the stages of such selective process. Hence my advice
would be to combine the first and the second steps together (Preliminary
Interviewing and Application Form session). Also I would recommend removing
step three from the process, unless there is a particular reason for it. For
instance: selection into top-level management.
SECTION VI
Job Interview Preparations
(adapted from J&J Careers)
How Do I Apply?
Experienced Job Seekers
Recruitment of full-time, experienced candidates occurs
continuously as new jobs become available.
Search and apply for specific job openings, or provide a career
profile to be considered for a broader range of job openings. You can also opt
to receive e-mail alerts about new job openings that align with your profile or
interests.
Student Job Seekers
Student recruitment takes place during specific months of the
year, depending on graduation status. We recruit graduating students for
full-time jobs between August and November each year. Internship and co-op
candidates are recruited between December and February. It’s very unusual for
student jobs to become available at other times.
Students must apply to specific job openings to be considered
for employment.
Our student section can help
you find job openings and programs that match your course of study and degree
level.
Applicants with Disabilities
If you have a disability that makes it difficult to express your
interest in a job through our online application process, or if you require
TTY/TDD assistance, please contact
us to tell
us about your needs.
Preparing for an Interview
A job interview can be a great opportunity to consider your
potential with us and to learn more about our people, culture and business
strategies.
Consider
the following suggestions as you prepare for an interview:
1. Learn as
much as possible about our businesses, values and culture before you meet with
us. We like to know that you know who we are, what we stand for, and how your
skills and experience may impact our businesses.
2. Identify
examples of your successes or applied leadership experiences, including
accomplishments, results and lessons learned. Tell us how you feel this would
add to your impact if you were hired.
3. Be
prepared to ask challenging questions of our team members. They can provide you
with important information about how you’ll work with others, how your
performance will be measured, and the resources you’ll have to cultivate your
potential within our companies.
4. Know
what YOU stand for. Tell us about your aspirations and what type of difference
you’d like to make in our world.
5. Enjoy
your time with us. Use your interview to gain experience, brush up on your
interpersonal skills, and learn your own strengths and weaknesses. Our team
members enjoy learning new things with every interview we conduct.
Other Questions
If you still have questions about our application process or the
use of this site, visit our Career FAQ / Contact Us page.
Bachelor's, MBA, and Graduate Jobs
Who Qualifies as a Student?
To
qualify as a student job seeker with us you must be in the last two years of a
full-time degree program (BS, BA, MS, MA, MBA, or PhD) or have received one of
these degrees during the past 12 months.
How Do I Apply?
The
Regional Job Shortcuts below can help you identify job opportunities in your
world region. The Search Jobs toolbar above can help you create a customized
search and identify other job opportunities in your region. You can also learn
more about job entry pathways within our companies down below.
Regional Job Shortcuts
·
Asia-Pacific • EMEA • Latin America
·
North America
Internship and Co-op Programs
Connect
you academic work with real-world business experiences, before graduation.
Leadership Development Programs
Find an
accelerated path to leadership opportunities for graduating students.
Full-time Opportunities
Explore
a broad range of full-time job opportunities for graduating students.
Our University Recruiting Cycle
We
recruit university students on an annual cycle during specific months of the
year. From August through November we are primarily focused on recruiting
graduating students for full-time jobs. From January through March we recruit
university students for internship and co-op assignments. In some countries we
may also recruit for full-time jobs from January through March. Full-time jobs
for graduating students rarely become available during other months.
Safe Working Environment
(adopted from J&J official website)
Protecting Our People
When you feel your best, you do
your best. But when something is troubling or hurting you, it’s difficult to
set those concerns aside and focus on work.
At Johnson & Johnson, we provide support programs and services to help our employees live healthier and safer lives – at work, home and on the road. This is good for our people and good for our business.
Our programs extend to employees’ loved ones, too. We understand that when loved ones are in harm's way, employees can’t help but be preoccupied and worried about them.
Our employees innovate, create, develop and improve our products every day. We strive to do what’s right for them.
More information can be found on Our Responsibility website.
At Johnson & Johnson, we provide support programs and services to help our employees live healthier and safer lives – at work, home and on the road. This is good for our people and good for our business.
Our programs extend to employees’ loved ones, too. We understand that when loved ones are in harm's way, employees can’t help but be preoccupied and worried about them.
Our employees innovate, create, develop and improve our products every day. We strive to do what’s right for them.
More information can be found on Our Responsibility website.
Our Employee Assistance
Program helps employees and their families face struggles that affect mental
health and quality of life.
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We offer many health
improvement programs that strengthen our people and, ultimately, our
business.
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Our industrial hygiene, toxicology
and occupational health programs ensure that employees who work with active
pharmaceutical ingredients and other potentially hazardous materials are
protected.
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Our policy on HIV/AIDS
assures confidentiality and non-discrimination of employees and their
dependents living with HIV/AIDS.
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We have a number of programs
to help prevent injuries and to keep employees safe every day.
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How employees sit, move and
lift while working can affect their physical health. Our ergonomics programs
improve comfort and productivity.
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