Culture and engagement
Our Brave culture
At Shire, we strive to be as brave as the patients we help. 'Brave' isn't only a word, it's an emotion that captures the spirit of our culture at Shire.
Many of the people who rely on our treatments are facing serious and life-threatening conditions. This is why aspiring 'to be as brave as the people we help' is so powerful: it makes a direct connection between what we do at Shire, and the impact we can have on patients and their family and caregivers.
Brave is a genuine reflection of the way that we strive to behave every day. Our values can be summed up in that one word – whether it is going the extra mile for patients, or having the courage to break away from the pack and do things differently. This Brave spirit is so important to us that it is incorporated into how we assess, reward, recognize and promote our people.
- Our people are measured on not just the results they achieve, but how they achieve them. We conduct annual training for all our global employees on evaluating and measuring the 'how', as well as the 'what' in the annual performance review process.
- Our annual CEO Award is the highest recognition we give to individuals and teams in the organization who best personify Brave. This award is given annually, and winners are selected from peer nominations.
- Our Recognizing eXcellence (Rx) Awards is one of our many internal recognition programs which allow employees globally to recognize colleagues’ Brave contributions with certificates of recognition, as well as monetary awards. Thousands of Rx Awards are issued each year to applaud those living our values.
We believe that an engaged workforce results in greater employee loyalty, better ideas, and stronger commitment, and ultimately, helps us to continuously improve as a company. While many factors contribute to employee engagement – from fairness and organizational integrity, social opportunities and communications – research has shown that the most important factor is an employee’s relationship with his or her manager. That’s why we have devoted considerable resources to help our managers be the best they can be. This includes a dedicated online resource center for managers, which provides critical support, tips and e-learning opportunities. This tool is supplemented by face-to-face and group opportunities to learn how to 1) manage performance, 2) develop their people, and 3) foster a Brave culture – also known as the 'three expectations of people managers'– for which all Shire people managers are accountable. Our pay for performance philosophy provides managers with a variety of programs to recognize and reward employee contributions, and our employee share purchase plans enable employees to have a 'vested' interest in the success of the business.
Engagement happens at every level of the business, from the one-on-one performance discussions between managers and employees, to the all-employee meetings held at many of our major sites. Shire communicates with all employees via an active internal communications program which includes a worldwide intranet, all-employee emails from the CEO, our own social networking platform, and a quarterly, global employee magazine which was taken online in 2012 to promote greater engagement and dialog, and enable more effective and efficient two-way communication. In addition, our CEO communicates with Shire employees around the world – online and in 'real time' – via a quarterly question and answer session. Within each business (HGT, SP and RM and Corporate functions), the respective Leaders develop their own internal communications strategies and plans to ensure that employees are kept aware of organizational developments and priorities and have the opportunity to exchange views.
To help us measure how well we are doing in engaging our workforce, since 2008 we have conducted a global, biennial employee engagement survey which is scheduled to take place next in 2013.
Reflecting on 2012
- Introduced new web-based learning, tools and tip sheets that provide practical advice and examples of how to apply these tips to everyday business situations to ensure that managers understand what is expected of them and have the resources needed to fulfill these expectations. As a result, managers are better equipped to address real-life scenarios in a manner consistent with our Brave culture and expectations.
- Conducted internal focus groups to determine employees’ understanding of our Brave culture, its importance to achieving our Vision; and what Brave behavior looks like. Following our research, we introduced three questions to help employees determine how they can incorporate a Brave approach in their day-to-day work. In addition, we produced and distributed Brave in 2012, an annual publication which reflects employee illustrations of Brave behavior and the impact of such on our business and ultimately, our patients.
- Awarded 67 employees with the annual CEO Award in recognition of exemplary behavior consistent with our Brave values and demonstration of extraordinary performance.
- Distributed more than 4,000 Rx Awards to employees globally last year in celebration of noteworthy achievements and commitments that are integral to our success.
Commitments for 2013
- Administer our employee survey globally to identify enablers and obstacles to improving engagement and delivering on our Vision for our patients and other key stakeholders.
- Educate managers on the importance of employee engagement; how it correlates to our ability to be successful; and prepare them to drive improvement efforts at the team level.
- Continue to provide simple and accessible tools and resources that foster greater collaboration, connection and innovation, supporting the pursuit of our Vision, culture and desired level of employee engagement.
Shire’s Book of Brave