National Center For Healthcare Leadership. Leadership Webcast: Formal Mentoring Program: Learning From Baxter Healthcare.

National Center For Healthcare Leadership Leadership Webcast: Formal Mentoring Program: Learning From Baxter Healthcare October 15, 2010

An Established Healthcare Leader Baxter is a global diversified healthcare company that develops critical products and therapies such as intravenous fluids and medication, dialysis, biopharmaceuticals, vaccines and anesthetics that save and sustain lives. 19% 37% SALES BY BUSINESS 44% Bioscience Med Delivery Renal Net sales $12.3 billion Sales growth 10% 35% SALES BY REGION Adjusted EPS $3.38 per diluted share 4% 8% 8% 4% 41% U.S. Europe Asia & Others Latin America Canada Japan 3

Global Presence 48,500 employees in 60 countries Manufacturing facilities in 26 countries Products sold in more than 100 countries Baxter s Global Manufacturing Facilities 4 4

Baxter s Strengths Strong values-based culture Extensive global presence and network Global brand equity that is highly respected throughout the industry Significant global capabilities in manufacturing, distribution and direct selling Strong patient and customer relationships Strong scientific and technological expertise Strong pipeline: GAMMAGARD for Alzheimer s Hylenex for critical care dehydration HomeChoice for end-stage renal disease 5

Baxter Leadership Expectations Shared Values: The common beliefs and standards we bring to our work. Competencies: The skills and knowledge necessary to achieve our strategic goals and objectives. Personal Attributes: The characteristics that enable people to produce great results. 6

Baxter s Evolving Landscape of Leadership Development Focusing development on the critical transitions Key Leadership Transitions The Transition to People Management The Transition to Business Management The Transition to Integrated Leadership Transition Moments From Individual Contributor to First Line Manager From First Line Manager to Middle Manager From Middle Manager to Senior Manager Baxter s Development Framework Development Programs Leading For Results Leadership Powerhouse (proposed) Top Talent Programs GROW LEAP 7

Why Mentoring at Baxter? Results from Employee Culture Survey underscored the need for employee development opportunities Reinforce efforts to establish a culture of inclusion Enhance the capacity to translate Baxter Leadership Expectations into productive actions Provide employees a structured approach to network with and learn from others at Baxter Addresses Feedback/Relationships in Baxter s Development Framework Expanding on the Feedback/Relationship (20%) portion of Baxter s Development Framework Effective recruiting tool Help tap into a wider range of leadership talent Reinforces the Baxter Leadership Expectations 8

Buy-in for Open Mentoring Only pan-baxter mentoring program Co-exist with local mentoring programs Business HR Partners & Talent Management Leads to engage senior executives Share decisions: Rollout approach (open vs. selective) Integration points Communication strategies Pace of implementation 9

Benchmarking Needed to look outside of the healthcare industry (high tech, food services/facilities management, financial services and consulting) Went through the diversity & inclusion door (initially) Targeted large, global organizations (where possible) Learned of the need for active executive sponsorship and participation Learned of need to align with other initiatives/ processes like competencies, goal-setting and development planning ( serving as mentor = developmental activity) Learned of linkage with business resource groups (BRGs) Learned of two primary implementation approaches: 1. Targeted 2. Open 10

Overview of Mentoring Program Implementation Preparation Q3-4 2008 Pilot Obtain sponsor support Define scope Set objectives Further benchmark Check references Negotiate and contract Define process, including length of relationship Define roles Establish link to Inclusion Strategy and Development Framework Set profile strategy Setup site including support documentation Reinforce Leadership Expectations Q1 2009 Q2 2009 Global Implementation Identify pilot sponsor and populations Create vendor data feed Promote through sponsor Invite mentors and mentees from sponsor Reinforce accountability of maintaining a good mentoring relationship Conduct feedback surveys with participants, including value of the mentoring relationships Identify and address improvements for broader implementation Begin second half 2009 Roll out to next set of groups (businesses, regions, functions) Plan future implementation phases Roll out to additional groups 11

Key Criteria for Mentoring Program Vendors 1. Self-Service Capability Employees able to enter themselves in the system with help from a PeopleSoft feed Communication between Mentor/Mentee within system Ease of use 2. System Functionality Automated matching capabilities Multilingual / global scalability Customizable content (e.g., Baxter Leadership Expectations, Baxter s Development Framework, etc.) Automated email notifications Scheduling / calendaring capability Journaling capability 3. Survey Capabilities Ability to create, deploy and tabulate surveys within the system 4. Reporting Standard reports and ability to export data 5. Support Services Documentation on what is expected of participants and what to expect in a mentoring relationship Downloadable self-paced resources for mentees and mentors Availability of vendor support and administrative resources (e.g., Help Desk) 6. Social / Talent Networking Tools Availability of blogging, forums, and photos 7. Cost Setup Customization and configuration fees Training on how to use system Additional language translation Ongoing Licensing fees, data feed, etc. 12

Scorecard: Vendors and Key Criteria Possible concern Meets some Requirements Meets all Requirements 1. Self Service Capability 2. System Functionality 5. Support Services 6. Social Network Tools 3. Survey Capabilities 4. Reporting 7. Cost: Setup: Ongoing: -Pilot (< 500 users) -Phase X (< 1000 users) -Phase X (< 5000 users) $3,500 $20,000 $25,000 $51,000 $4,500 Included in Pilot price $15,000 $21,500 $50,000 ~$10,000 $7,750 $23,400 $29,400 $25,400 *Data Feed cost information unavailable* Data Feed (yearly): Multi-language YES in 09 NO PLANS NO PLANS Recommendation #1 13

Open Mentoring Program Open Mentoring fosters learning relationships that connect to and reinforce our Leadership Expectations through sharing experience and transferring knowledge Active participation should be a learning experience benefiting both the Mentee and the Mentor Participants use a web-enabled tool Mentors: Complete their profile to enter the pool as a potential mentor Mentees: Review system matches to identify their mentor Mentoring can occur between individuals with differing: Skill sets or career paths Responsibility levels or organizational hierarchy Age groups, cultures or gender 14

The Four Steps of Mentoring Prepare: Decide if you are ready to do this Determine mentoring level PREPARE CLOSE ESTABLISH SUSTAIN Establish: Mentors: Define the competencies for which you can mentor Mentees: Define focus and goals for what a mentor can help you with specifically Both: Match with mentoring partner, create mentoring agreement Close: Bring the relationship to a close and summarize the accomplishments Sustain: Meet with your mentoring partner regularly to accomplish the goals of the mentoring agreement 15

Supporting the Process with Tools and Communications 16 16

Sample Resources and Job Aids 17

Sample Mentoring Newsletter 18

Online Mentoring 6-month Pilot Final Results 135 pairs from BioScience, Global Finance and Southeast Asia 87% (mentors) / 83% (mentees) agree or strongly agree that Mentoring Experience is beneficial 87% (mentors) / 93% (mentees) would recommend online mentoring to a colleague 72% of participants met at least once a month (recommend 1-3 hours monthly) Gave me an opportunity to interact at different levels of the organization and get direct input form more junior level staff then I usually interact with. Setting clear goals took a couple of sessions but was very helpful in focusing our discussions. Did not set tangible goals -- hard to see if progress is being made. Neither of us had much time to talk. Based on the feedback I got I was reassured I was performing in the right direction. My mentor has helped me broaden my perspective on Baxter and the industry. I've only had the 1 initial meeting with each mentee. They've never scheduled a follow-up. 19

Phase II Expansion Phase II Q1 2010 Continued expansion with Pilot groups Additional groups joined Med Delivery (US Region), Renal Global IT, Global Pharmacovigilance Latin America Participation was supported by: Business, Region or Function sponsorship and communications HR point person participating in Open Mentoring Core Team Managed communication and participation for their group Delivered live orientation/training sessions 20

Current Participation & Feedback Mentees Mentees In relationship Mentors Mentors In relationship Total Unique Participants Grand Total 470 143 487 124 902 Benefit 79% (mentors) 87% (mentees) indicated that their mentoring experience has been beneficial 81% (mentees) indicated that they are progressing toward the goals that they set for themselves at the start of the relationship Mentors and Mentees Responses 95% received enough support through the Open Mentoring sign-up process 96% say the process was comprehensive and easy to use 94% would recommend the program to a Baxter colleague 92% would participate in the program again 75% are paired with someone outside of their location or country Areas for Improvement The top reasons why mentees not in relationships have not selected a mentor: Do not have the time right now 41% Could not find a mentor who meets their needs 12% 21

Lessons Learned HR can drive program, but need sponsorship from business leaders Key messages endorsing program value and encouraging participation should come from leadership in Business, Region or Function Assess readiness for an open program Initial need to monitor balance of mentor and mentee participation (supply vs. demand) Desire in regions to start with programs that are more controlled (contained within region, local HR does matching) Varying approaches in place today to determine participation (open to broad population vs. nomination/approval process) Develop support materials to enable expansion and growth Sample communications for HR champions elearning and Job Aids to train and orient new mentors/mentees Assess needs around mentor development 22

Baxter Open Mentoring: 3 YEAR VISION Business Objectives Grow/Strengthen Baxter s Leadership Pipeline Advance a Culture of Inclusion Facilitate knowledge transfer among employees Address employees desire for Career Development opportunities at Baxter I. II. III. Transition to 5.0 Launch more regions functions and subbusinesses Integrate with TM programs 2011 Expand and Integrate SUCCESS MEASURES Formal tie to D&I Design Mentoring Toolkit (2010) Develop metrics Create mentor development strategy More groups and functions enrolled: 80% of B/R/F 2012 Enterprise Launch Open mentoring for ALL Analyze survey results and tie results to program improvements Establish a global Mentor Champion Network Improved employee engagement Improved onboarding experience (reduce attrition for employees < 2 years) 2013 Mentoring is in the Culture ASPIRATIONS Continue expansion of current programs Mentoring is completely integrated with TM initiatives/areas of focus Explore external participation Increase usage for currently groups: 2000 participants (end of 2010) and 3000 (end of 2011) At least 80% of participants say they benefit from participating in the mentoring program Develop plan for measuring engagement/commitment of employees who participate Mentoring is top of mind for leaders as a development option Mentoring champions network in place 23

Next Steps Share vision, roadmap and survey results with program sponsors and key Baxter networks (Jul-Aug) Finalize self-study materials and enhanced website for new audience launch (Aug) Launch to additional audiences (Sep-Oct) Additional participants in BioScience and Medication Delivery Broader launch within HR (non-manager levels) Europe Integrate with existing and emerging programs (Q4) Day 1 new hires in Northern Illinois Marketing Development Program participants Administrative Assistant development curriculum 24

Mark Your Calendar November 16, Chicago 9:00a.m. 1:00p.m. LENS CEO Advisory Council Meeting 9:00a.m. 1:00p.m. LENS Learning Lab 1:00p.m. 5:30p.m. NCHL Invitational Symposium: Aligning Leadership and Culture in an Era of Transformation 5:30p.m. 9:00p.m. Gail L. Warden Leadership Excellence Award of the National Center for Healthcare Leadership To download the registration form, please go to www.nchl.org Copyright 2010 26

Learning Lab Physician Leadership Development Learning Objectives Relate the latest trends on changes in the healthcare environment to the development of physician leadership Share lessons learned & challenges of current physician leadership development efforts Solve issues together in physician leadership development Identify creative or different ways to enhance current physician leadership development programs to prepare for the future healthcare requirements Proposed Agenda 9:00 9:15 a.m. Welcome and Introductions 9:15 10:00 a.m. Guest Speaker: Physician Leadership in Light of Changing Healthcare Environment 10:00 11:30 a.m. Facilitated Group Discussion: Physician Leadership Development Programs 11:30 Noon NCHL Update and Wrap up Noon 1:00 p.m. Networking Lunch Copyright 2010 27