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Human Resource Management of Eli Lilly and Company

Discuss Human Resource Management of Eli Lilly and Company within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Eli Lilly and Company (NYSE: LLY) is a global pharmaceutical company. Eli Lilly's global headquarters is located in Indianapolis, Indiana, ...

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Human Resource Management of Eli Lilly and Company
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Netra Shetty
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Human Resource Management of Eli Lilly and Company - January 25th, 2011

Eli Lilly and Company (NYSE: LLY) is a global pharmaceutical company. Eli Lilly's global headquarters is located in Indianapolis, Indiana, in the United States. The company was founded in 1876 by a pharmaceutical chemist, Eli Lilly, after whom the company was ultimately named.

Among other specialties, Lilly was the first company to mass-produce penicillin and today is the world's largest manufacturer and distributor of psychiatric medications.

HR Involvement in Agency Strategic Planning

Now that we have seen what types of goals, objectives, strategies, measures, and other forms of
HRM integration are present in agency strategic plans, we should look briefly at how these were
developed. The legitimacy and ultimate value of these pieces of the plan will depend substan-
tially on where they came from.

Historically, members of the HR community have remarked on the difficulty they have had
“getting to the table” with top agency management. Rather than being involved in agency
planning from the beginning, HR is commonly consulted after decisions have been made in order
to help implement any major changes. Considering the invaluable perspective HR has on how
decisions will impact agency resources, HR professionals have been frustrated that they are not
involved sooner in the planning process.

Therefore, it was surprising when 79 percent of the agencies we talked to indicated that they do
play a role in the overall agency strategic planning process. The roles vary from a peripheral
consultant who reviews and comments on preliminary products to an integrated team member
who actively helps to identify not only HRM agency strategic goals and objectives, but program-
matic goals as well. Two or three of the responding agencies fall in the former category, a
handful in the latter, and the rest somewhere in between. Later, we will discuss how some HR
officials are able to elevate themselves to agency strategic partner, while most are still struggling
to achieve this.

When it comes to defining actual HRM goals, strategies, and measures, the roles also vary. In
general, agencywide HRM-related goals, strategies, and measures are identified by the agency
leader or other senior managers with HR collaboration. They decide what is most important to
the agency based on the challenges the agency will face in years to come. Some use a more
elaborate collaboration approach that involves agency management, HR officials, and other
stakeholders, as is demonstrated in the presented examples from the Department of Commerce’s
Patent and Trademark Office (PTO) and the Department of Veterans Affairs (VA). Then there
are the agencies that use the functional strategic planning approach where the HR office is tasked
with coming up with the goals, strategies, and measures itself. In these cases, HR generally uses
some type of feedback from customers to identify what is important to the agency and should be
included in the plan.

Create an environment where people development is one of the key drivers for success.
Develop emotional and professional maturity of managers to enable them to demonstrate
inspiring leadership traits. Training inputs on leadership, emotional intelligence and
lateral thinking. Top team to act as role model and encourage people below to
demonstrate and inculcate coaching culture for coaching. Emphasizing to people that
through coaching others will also develop themselves. Incorporate people development in
principal accountabilities of each jobholder. Top team gives more focus to the mentoring
process of selected managers.
3. Developing Business Managers:
To reduce silo thinking and develop “Business Managers” they create more awareness
and appreciation about how various functions contribute to the overall objectives of the
company. This will support efforts for enabling people to understand the impact of their
role on other functions and overall business.
T&D will provide a platform to get one/two day’s courses organized each year. e.g.
• CORA Appreciation
• Leaf Appreciation
• Language of finance for non-finance managers
• Winning through consumer focus

• HR processes
• Product knowledge
• Management Development Courses etc
1. Cross-functional moves
2. Cross-functional project teams.
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Last edited by netrashetty; January 25th, 2011 at 03:11 PM..
   
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Re: Human Resource Management of Eli Lilly and Company
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James Cord
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jamescord
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Join Date: Mar 2016
Re: Human Resource Management of Eli Lilly and Company - March 29th, 2016

Quote:
Originally Posted by netrashetty View Post
Eli Lilly and Company (NYSE: LLY) is a global pharmaceutical company. Eli Lilly's global headquarters is located in Indianapolis, Indiana, in the United States. The company was founded in 1876 by a pharmaceutical chemist, Eli Lilly, after whom the company was ultimately named.

Among other specialties, Lilly was the first company to mass-produce penicillin and today is the world's largest manufacturer and distributor of psychiatric medications.

HR Involvement in Agency Strategic Planning

Now that we have seen what types of goals, objectives, strategies, measures, and other forms of
HRM integration are present in agency strategic plans, we should look briefly at how these were
developed. The legitimacy and ultimate value of these pieces of the plan will depend substan-
tially on where they came from.

Historically, members of the HR community have remarked on the difficulty they have had
“getting to the table” with top agency management. Rather than being involved in agency
planning from the beginning, HR is commonly consulted after decisions have been made in order
to help implement any major changes. Considering the invaluable perspective HR has on how
decisions will impact agency resources, HR professionals have been frustrated that they are not
involved sooner in the planning process.

Therefore, it was surprising when 79 percent of the agencies we talked to indicated that they do
play a role in the overall agency strategic planning process. The roles vary from a peripheral
consultant who reviews and comments on preliminary products to an integrated team member
who actively helps to identify not only HRM agency strategic goals and objectives, but program-
matic goals as well. Two or three of the responding agencies fall in the former category, a
handful in the latter, and the rest somewhere in between. Later, we will discuss how some HR
officials are able to elevate themselves to agency strategic partner, while most are still struggling
to achieve this.

When it comes to defining actual HRM goals, strategies, and measures, the roles also vary. In
general, agencywide HRM-related goals, strategies, and measures are identified by the agency
leader or other senior managers with HR collaboration. They decide what is most important to
the agency based on the challenges the agency will face in years to come. Some use a more
elaborate collaboration approach that involves agency management, HR officials, and other
stakeholders, as is demonstrated in the presented examples from the Department of Commerce’s
Patent and Trademark Office (PTO) and the Department of Veterans Affairs (VA). Then there
are the agencies that use the functional strategic planning approach where the HR office is tasked
with coming up with the goals, strategies, and measures itself. In these cases, HR generally uses
some type of feedback from customers to identify what is important to the agency and should be
included in the plan.

Create an environment where people development is one of the key drivers for success.
Develop emotional and professional maturity of managers to enable them to demonstrate
inspiring leadership traits. Training inputs on leadership, emotional intelligence and
lateral thinking. Top team to act as role model and encourage people below to
demonstrate and inculcate coaching culture for coaching. Emphasizing to people that
through coaching others will also develop themselves. Incorporate people development in
principal accountabilities of each jobholder. Top team gives more focus to the mentoring
process of selected managers.
3. Developing Business Managers:
To reduce silo thinking and develop “Business Managers” they create more awareness
and appreciation about how various functions contribute to the overall objectives of the
company. This will support efforts for enabling people to understand the impact of their
role on other functions and overall business.
T&D will provide a platform to get one/two day’s courses organized each year. e.g.
• CORA Appreciation
• Leaf Appreciation
• Language of finance for non-finance managers
• Winning through consumer focus

• HR processes
• Product knowledge
• Management Development Courses etc
1. Cross-functional moves
2. Cross-functional project teams.
Hey dear,

Here i am sharing Corporate Responsibility Report of ELI Lilly and Company, so please download and check it.
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