《Hewitt翰威特医药研发行业薪酬福利调查报告gse.pptx》由会员分享，可在线阅读，更多相关《Hewitt翰威特医药研发行业薪酬福利调查报告gse.pptx（96页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、To protect the confidential and proprietary information included in this material,it may not be disclosed or provided to any third parties without the approval of Hewitt Associates LLC.Engage Talent,Improve ProductivityHewitt 2010 CPRDS Results Sharing|Sept.21th 201022Overview of Hewitt R&D Center S
2、tudy33Hewitt 2010 CPRDS Participant List Totaling 31Astrazeneca Pharmaceutical-DevelopmentPfizer(China)Research and Development Co.,LtdAstrazeneca Pharmaceutical Innovation Center,ChinaRoche Pharma Development Center in ChinaBasilea Pharmaceutica China Ltd.Roche R&D Center(China)Ltd.-ResearchBayer H
3、ealthcare Co.,Ltd.Rundo-Cronova International Pharmaceuticals R&D Co,.Ltd.Biogen Idec SRO Inc ShanghaiSanofi-Aventis China R&D CenterCharles River Laboratories Greated China Preclinical Services ShanghaiServier(Tianjin)Pharmaceutical Co.,Ltd.China Novartis Institutes for BioMedical Research Co.,Ltd.
4、Shanghai Boehringer-ingelheim Pharmaceutical Co.,Ltd.China Otsuka Pharmaceutical Co.,Ltd.Shanghai Pharmaceutical Holding Co.,Ltd.Central Research InstituteCovance Pharma R&D(Beijing)Co.,Ltd.Shanghai Zerun Biotechnology Co.,LtdEgret Pharma(Shanghai)Ltd.Shenzhen Sanofi Pasteur Biological Products Co.,
5、Ltd.Eli Lilly Trading(Shanghai)Co.,Ltd.South-China Center for Innovative ParmaceuticalsExcel PhamaStudies Inc.Suzhou Novartis Pharma Technology Co.,Ltd.Glaxo Smith Kline(China)Investment Co.,Ltd.Syngenta(China)Investment Co.,Ltd.Hutchison MediPharma Ltd.Wuxi AppTec Co.,Ltd.Johnson&Johnson Pharmaceut
6、ical Research&Development.LLC.Xian-Janssen Phamaceutical Ltd.Novo Nordisk(China)Pharmaceuticals Co.,Ltd.44Todays ContentOverall Market UpdatePharma Industry and R&D Sector OverviewEngage Employee to Improve ProductivityBased on Hewitt Engagement ModelAppendixEngagement Driver DefinitionAbout Hewitt5
7、5Marco-economic Situation in the WorldUSACanada UK France Germany Italy SpainData sources:1.International Monetary Fund Database2.China CPI from National Bureau of Statistics,PRC3.Economist Intelligence UnitAustralia IndiaJapan Singapore ThailandUAEChina66China Market Movement*Data sources:1.Nationa
8、l Bureau of Statistics,PRC2.Hewitt China Salary Increase Survey 1995-20103.International Monetary Fund Database4.OECD Statistics77Chinas Source of Growth is ShiftingChina high growth in the past years has been mainly driven by improvement in allocative efficiency,particularly reallocation of human c
9、apitalRural vs.Urban;Central&Western vs.Coastal EasternOverseas vs.DomesticallyBest students to government vs.to businessThe potential of allocative efficiency is diminishing;probably for another 10-15 yearsSustainability of growth in future much depends on improvement in productive efficiency,that
10、is,technological innovationAllocative Efficiency-production factors move from low productivity-low value sectors to high productivity-high value sectors;price must be right;Productive Efficiency-Increase in productivity through technological innovation;incentive for innovation must be right.Data Sou
11、rce:Professor Weiying Zhang,Peking University88China Beating Japan in term of Share of Total Global R&D SpendingData Source:Battelle,R&D Magazine99The Government is the Main Source of China R&D InvestmentDomestic%of TotalGlobal%of TotalChemicals27829.3%1749.9%Computers879.2%26014.8%Drugs13514.2%1649
12、.3%Electrical17318.2%63436.1%Mechanical15015.8%21512.3%Others12713.4%30817.6%Total9501,755Data Source:Organization of Economic Cooperation and Development 2009Breakdown of Chinese R&D Investment Distribution of Chinese PatentsData Source:Queen Mary University of London，20091010Emerging Economics Dri
13、ving Global R&D GrowthData Source:R&D Magazine,Battelle,OECD,IMF,CIA,2008Scientists and Engineers/Million PeopleR&D as%GDP1111Todays ContentOverall Market UpdatePharma Industry and R&D Sector OverviewEngage Employee to Improve ProductivityBased on Hewitt Engagement ModelAppendixEngagement Driver Def
14、initionAbout Hewitt1212Slowing Global Pharma Growth with Parmerging Growth Outpacing the RestArea2008 Sales Revenue(0.1 Billion)2008 Increase Rate(%)2003-2008 CAGR(%)2008-2013 Projected CAGR(%)North America31181.45.7-1-2Europe24755.86.43-6Asia/Africa/Australia90815.313.711-14Japan7662.12.71-4Latin A
15、merica46512.612.711-14Global77314.86.63-6Data Source:Ministry of Health,IMS,CITICSMarket Sales(Billion USD)Increase Rate(%)Pharma Market Growth in the World Pharma Market Growth in the World 131340%Among Global Innovation Top 20 Companies are from Pharma Industry1414Increasing Expense in Pharma R&D
16、but Decreasing OutputStrong needs to improve:1)Capital Efficiency;2)R&D productivityData Source:PhRMA,2007,FDA1515The Road to Positive R&D ReturnsImprove Productivity(Increase ROI)Scientific innovation is not the only route to higher R&D productivity.Attention to the familiar management areas of cos
17、t,speed,and decision making can still reap rewards.Data Source:MicKinsey Quarterly,Feb.,2010CostOrganizational and Procurement IssuesMore Aggressive outsource selected noncore activities to low-cost locationsReduce the costs associated with drug failures byFocusing on the activities truly reducing r
18、isk of failureSharing risk with othersSpeedClinical development planning(good vs.poor)Patient Recruiting(quick vs.slow)Site and investigator management(optimal vs.suboptimal)Decision MakingShift compound attrition to earlier stagesChoice of compounds for Investment1616All Major Big Pharmas Have Step
19、ped up their Investments in China in the Past One or Two YearsQ1,2009Q2,2009Q3,2009Q4,2009Q1,2010Bayer-Scheringwill invest 100mil Euro to establish its R&D center in Beijing to enhance its global R&D capabilityJohnson&Johnsonannounced that they will buildup its APAC R&D center in Shanghai to consoli
20、date its R&D capability in Beijing,Mumbai and Bangalore and will have wide cooperation with universities in ChinaAstraZenecainvest to establish its new China operation center and part of its APAC function in ShanghaiIts new R&D center will start to use in 2012 in Shanghai Zhang Jiang High-Tech ParkN
21、ovartisinvested$1B in R&D in China over the next 5 years and will pay$125 million to buy an 85%stake in Chinese vaccine maker Zheijang Tianyuan Bio-PharmaceuticalRocheannounced that its Asia operations center is being established in Shanghai and that China will serve as a core development region-at
22、the same level as the US and Germany PfizerPfizer EM President announced interest to pursue acquisitions in China to accelerate growth Pfizer expand its manufacturer plant and R&D capability in China Merck Serono plans to establish its global R&D center in Beijing and will keep invest about 150mil E
23、uro for this new centerNovo Nordisk plans to double investment in China R&D in 3 years to be the 2nd largest global R&D centerBITo invest$240 M in R&D and manufacturing in ChinaGSK Shanghai R&D center consolidated as the sole global neuroscience R&D siteQ2,2010Sanofi-AventisDecided to establish its
24、AP R&D center in Shanghai1717CRO Benefits from Pharma Moving Up the Value ChainCRO in ChinaToday at a glace298 registered Chinese-based clinical trials in 2007,a year-on-year growth of 41%Rapid development in biotech capabilityMovement towards genomics and gene therapyIncreasing ability to meet west
25、ern standards in drug quality and safetyThe ChallengesThe lack of enforcement of IP lawsThe difficulties in recruiting experienced talent for project management as well as in retaining themLargely fragmentedAn outsourced destinationDespite the proportionally small base of 1%of the total global CRO r
26、evenue,Chinas attractiveness attributable to:-Cost and time savings,suggestively 50%-Talent pool-Patient pool-Animal resources-Rapid economic developmentThe TrendsEmergence of one-stop service provider,from drug discovery to registration and marketingExpansion via mergers,acquisitions or strategic p
27、artnerships with other domestic peers and international playersGrowing number of IPOsEstablishment of foothold in China by multinationalsData Source:PwC Report1818More Talent Demands from Clinical Development with Overall Big Target Headcount Increase Data source:Hewitt 2010 CPRDS Study FindingsThe
28、average overall headcount Increase rate for 2010 fiscal year is over 20%Generally speaking,the talent demand from development functions is bigger with average target headcount increase of 28%,while that for research function is 12%1919R&D Employee Headcount Keeping IncreasingData source:Hewitt 2008-
29、2010 CPRDS Study Findings2020China Year-on-Year Employee TurnoverData Source:Hewitt TCM Study 2001-2010(PRC)Overall Findings2121R&D Talent Turnover Keeping High,Similar to 2009Note:General R&D includes Chemical,Consumer Goods Non-food and Pharma.Data Source:Hewitt China R&D Study 2007-2009 Overall F
30、indings Hewitt China Pharma R&D Study 2009-2010 FindingsFor R&D Centers focusing on development,turnover rate is much higher,around 25%-30%For those focusing on research,turnover rate is lower,around 8%at average2222R&D Talent Turnover Reason AnalysisTurnover Reason 2010 Ranking 1.Limited growth opp
31、ortunities2.External inequity of compensation3.Under utilization of skills4.Lack of recognition5.Work life balance6.Role stagnation7.Performance assessment8.People managers9.Internal inequity of compensation10.Business instabilityMore ImportantLess ImportantData source:Hewitt 2010 CPRDS Study Findin
32、gs2323Todays ContentOverall Market UpdatePharma Industry and R&D Sector OverviewEngage Employee to Improve ProductivityBased on Hewitt Engagement ModelAppendixEngagement Driver DefinitionAbout Hewitt2424Employee Engagement can Improve Organization Performance+33%+62%Source:Hewitt Best Employers in C
33、hina Survey-45%-67%2525Six Categories Drive Employee EngagementOpportunitiesCareer OpportunitiesLearning and DevelopmentWorkWork TasksSense of AccomplishmentResourcesWork ProcessesCompany PracticesPeople/HR PracticesManaging PerformanceBrand AlignmentOrganizational ReputationQuality of LifeWork/Life
34、 BalancePhysical Work EnvironmentTotal RewardsPayBenefitsRecognitionPeopleSenior LeadershipManagerCoworkersPeople FocusCustomersSayStriveStayEngagement2626Engage Employee ThroughTotal Rewards Pay Benefits Recognition2727External Competitiveness:Salary Increase China National Salary Increase(excludin
35、g promotion)Data Source:Hewitt TCM Study 2001-2010(PRC)Overall Findings2828Higher R&D Salary IncreaseNote:General R&D includes Chemical,Consumer Goods Non-food and Pharma.Data Source:Hewitt China General R&D Study 2007-2009 Overall Findings Hewitt 2009 2010 CPRDS FindingsFor Local&Returnee2929Pharma
36、 R&D Salary IncreaseFor Local and ReturneeData Source:Hewitt China 2010 CPRDS Overall Findings3030Pharma R&D Salary IncreaseFor China Hired ForeignerData Source:Hewitt China 2010 CPRDS Overall Findings36%companies dont differentiate the salary increase between China hired foreigners and Local/Return
37、ee.Among those with different salary increase budget for China hired foreigners,the 2010 actual salary increase is 5.5%at average and 4.5%for median.3131Pharma R&D Pay Level Analysis Market MedianData Source:Hewitt CPRDS 2010 Overall FindingsRMB/AnnualGP 2010/20091.7%3.5%6.2%8.8%-0.6%TTC 2010/20090.
38、8%2.6%7.3%10.2%0.8%3232Pharma R&D Pay Level Analysis Market MedianData Source:Hewitt CPRDS 2010 Overall FindingsRMB/AnnualGP 2010/20091.2%-2.9%-9.5%TTC 2010/20090.8%-3.4%-9.8%3333Cash Comparison by Employee CategoryGP CHF/Local59.0%75.2%39.4%TTC CHF/Local57.0%73.5%36.2%RMB/AnnualData Source:Hewitt C
39、PRDS 2010 Overall Findings3434Cash Comparison by R&D CategoryData Source:Hewitt CPRDS 2010 Overall Findings3535Fresh GraduateStarting Salary AnalysisData Source:Hewitt CPRDS 2010 Overall Findings3636Supplemental Benefits Market PrevalenceData Source:Hewitt CPRDS 2009-2010 Overall Findings Still,over
40、 85%participants provide Supplemental Medical and Group Insurance to employees The prevalence of Supplemental Housing and Supplemental Pension increased3737Supplemental BenefitsReturnee and Local Hired ForeignerIf there is no social securities provided,whats the substitutes?More than half(67%)of com
41、panies will not provide social securities to Returnee or Local hired foreigner;Most common substitutes of social securities are:commercial insurance medical,cash allowance,etc.Data Source:Hewitt China R&D Study 2009 2010 Overall Findings3838Recognition Best PracticesHewitt POVGet buy-in from senior
42、management and leadershipMarket the initiativeInvolve employees in testing and developing the idea of a more rigorous approach to recognition.Tailor your recognition and rewards to the needs of the people involvedTiming is crucialDeliver recognition awards in an open and public wayDeliver recognitio
43、n in a personal and honest mannerStrive for clear,unambiguous,and well-communicated connection between accomplishments and rewardsRecognize recognition3939Engage Employee ThroughCompany Practices People/HR Practices Managing Performance Brand Alignment Organizational Reputation4040Hewitt Framework o
44、n Performance ManagementHigh Performing CultureCapabilitybuilt throughfeedback and learningCommitmentbased onmeaningfulwork and rewardsClear Expectationsfor individualand groupcontributionsCommonUnderstandingof the organizationspriorities and objectivesPerformancePlanningCoaching andFeedbackPerforma
45、nceReviewRewards4141KPIs SettingNearly 40%participants set 5-9 KPIs for employees and about 32%chose others,part of which have KPIs varied by functions or positions;Most companies have only Results KPIs and Behaviors KPIs,and the typical weighting is about 70%and 30%or 75%and 25%.And if the company
46、have Other KPIs,usually they are related to 360 degree evaluation or cooperation evaluation or global performanceManagement KPIs typically include budget control,project progress,compliance,competencyNon-management KPIs mainly include number of compound,delivery efficiency,quality,science competency
47、Data Source:Hewitt CPRDS 2010 Overall Findings4242About KPI-Hewitt POV Key Result Areas Performance Goals that the employee is expected to achieveIndividual targets that support the organizations/Units/Team goals Role ResponsibilitiesResponsibilities which are integral to an employees job Listed in
48、the employees Job DescriptionCompetenciesSkills and abilities described in behavioral terms that are observable and measurableCritical to successful individual or company performanceCompetencies are listed briefly in the Job DescriptionE.g.,Developing People4343Purpose of Each Type of KPIs-Hewitt PO
49、V KRAsRoleResponsibilitiesCompetenciesRR are what the employee is expected to“do”.Keeps focus on the purpose of the jobEasy to defineMay be too fundamental,too micro to track;Performed anywayDifficult to measureKRAs are what the employee is expected to“deliver”Identify&emphasize“priorities”Clear lin
50、e of sight between business objectives&individual goals.May be difficult to cascade broad business goals to individualsMay be difficult to track results to individual contributionsMay be difficult to identify the right Key Performance IndicatorCompetencies are what the employee is expected to“displa