Transforming Human Resources at Novartis: The Human Resources Informations System (HRIS)

5733 Words Jan 3rd, 2014 23 Pages
rP os t
CASE: HR-22
DATE: 01/14/04

op yo TRANSFORMING HUMAN RESOURCES
AT NOVARTIS: THE HUMAN
RESOURCES INFORMATION SYSTEM (HRIS)

Since the early days of the merger, we knew we would need a significant effort to transfer the new company into a high-performance organization.1
—Daniel Vasella, MD, Chairman and CEO, Novartis AG

INTRODUCTION

tC

Since the merger of Ciba-Geigy and Sandoz that created the Swiss healthcare and pharmaceutical company of Novartis in December 1996, CEO Dan Vasella had begun the transformation from two slow-moving, functional silos into one high-performance company.
The initial post-merger integration was successful in terms of financial performance but people were feeling stretched, so
…show more content…
In 2002, Novartis employed approximately 73,000 employees, operating through
360 affiliates in 140 countries.

tC

With Vasella as chief executive, a new culture of performance management and focus on results emerged at Novartis. The name Novartis, derived from the Latin “novae artes” meaning “new skills,” not only reflected the company’s commitment to focus on R&D in order to bring innovative new products to the communities it served, but also reflected the need for new skills to become a results-driven organization. Becoming results-driven, one of the ten Novartis values and behaviors, paid off for Novartis with a history of strong financial performance (Exhibit 1).

No

THE NOVARTIS HR ORGANIZATION

The HR function included over 700 associates across Pharma, Consumer Health, the Novartis
Institutes for Biomedical Research (NIBR, located in Cambridge, MA), countries, and corporate.
Since the early days of the merger, a number of innovative HR programs had been implemented, including: A High Performance Management System,

Related Documents