Case Study // Boehringer Ingelheim - A strengths

Case Study // Boehringer Ingelheim
- A strengths-based example of restructure and culture change
Boehringer Ingelheim is a family owned top 20 global pharmaceutical
company, founded in 1885. BI is dedicated to the research and
development of medical products to improve, sustain and care for life.
It is one of the fastest growing companies in the UK, with an annual
turnover of over £397 million and approximately 699 employees.
99% of
successful
candidates have a
greater awareness
of their strengths
& value BI
95% of
successful
candidates enjoyed
the strengths-based
interview more
than other
interviews
88 % of
assessors thought
the strengths-based
interview enabled
them to distinguish
between low,
average & high
performers
Candidates
found the process
positive, less
stressful & also
challenging in all
the key areas
of the role
Also featured in Strategic HR
Review. Living the future: a
strengths-based example of
restructure and culture at
Boehringer Ingelheim
VOL. 13 NO. 3 2014, pp. 111-117
Assessors
found it allowed
people ‘break the
mould’ by viewing
candidates through
strengths rather than
competencies
The Challenge
Boehringer Ingelheim (BI), is one of the first UK based organisations to fully use a strengths-based
approach to aid culture change through the development of individuals and teams.
For five years BI UK has embraced strengths and positive psychology within its organisational
development, and learning development environment. From its factory closure in 2009,
BI adopted aspects of a ‘Resilient Organisation’, in 2010 BI reignited its values through an
organisation wide ‘Appreciative Inquiry Summit’ and in 2012, BI UK embarked on a culture
change project entitled ‘Implementing Boehringer Ingelheim’s future’.
The main focus of the project was:
• To introduce an account management approach within the sales function of the UK
and Ireland BI Prescription Medicine Business
• To adopt a strengths-based assessment approach to ensure that individuals in the sales
force were appointed and developed on the basis of their strengths
Capp’s Approach
Capp partnered with BI to:
• To introduce strengths through recruitment, using Capp’s strengths methodology and Realise2
Model and to embed a strengths-based approach to the assessment and development of fieldbased staff during a period of structural and culture change
• To invest in time to inspire buy-in and to deliver quality strengths-based training to all assessors
involved in the restructure assessment process
‘We wanted to
develop an objective,
innovative and
engaging process
to understand the
skills and strengths
of our people and
optimally match
people in Prescription
Medicine to roles in
a way that would
enable them to excel
and thrive, ultimately
delivering value to the
organisation and our
patients.’’
Rebecca Harrison,
Senior Talent and
Development adviser
at Boehringer
Ingelheim and project
lead for implementing
the strengths project.
Capp define a strength
as: ‘‘something that
you do well and enjoy
doing. When using a
strength, people
feel authentic and
energised as they
deliver successful
performance.’’
There were three stages used for the successful implementation of the approach, applied
to recruitment and restructure at BI, these were:
• Stage 1: role profiles
Ensuring the development of high quality, outcome orientated role profiles
• Stage 2: success matching
Strengths mapped to the outcomes as identified within the role profiles
• Stage 3: validation workshops
Conducted with cross functional stakeholders to cross validate the strengths
mapped to the role profiles
www.capp.co/
www.realise2.com
Contact Capp on: +44 (0) 2476 323 363 or capp@capp.co/
© Capp & Co Ltd All rights reserved
Case Study // Boehringer Ingelheim
- A strengths-based example of restructure and culture change
Outcomes
Design stage outcomes
• The development of a BI strengths dictionary
• Identification of core strengths that were generic across
roles and across levels
• Differential strengths that were aligned to specific roles
• Mapping of strengths to BI’s core competency frameworks
Building on this foundation Capp worked in partnership
with the BI work stream to help develop a bank of validated
strengths-based interview questions and assessment centre
exercises.
Early roll out outcomes
A total of 250 internal and external candidates went through
this process and 95 individuals are now in role, who have been
appointed from a strengths perspective.
Qualitative candidate feedback included comments such as:
Overall I found it a positive, less stressful experience that
challenged me in all the key areas of the role [. . .] it was a
level playing field for any applicant.
Assessor feedback included comments such as:
It has allowed people to come forward who might not have
applied for jobs, and has allowed us to ‘break the mould’ by
viewing candidates by strengths rather than competency.
Quantitative results from the candidate’s perspective included:
• 95% of successful candidates enjoyed going through the
strengths-based interview more so than other interviews
they have attended
• 99% of successful candidates have a greater awareness
of their strengths and value BI as a result of the strengthsbased interview
• 88% of assessors thought the strengths-based interview
enabled them to distinguish between low, average and
high performers
• 88% of assessors were able to score the strengths-based
interview more accurately and easily compared to the
previous competency approach
Bringing strengths into development
A priority for ‘Implementing Boehringer Ingelheim’s future’
was to ensure that all employees were developed from a
strengths-based perspective and that the interventions that
were brought in would outlast the initial implementation
phase. All employees had the opportunity to know what their
strengths were and how their strengths would help them live
the behaviours needed in the new culture. Working with BI
Capp developed material and tools that could be self-led and
practical to use. These included:
• Capp’s strengths identification tool Realise2
was available to all employees
• Team development tools for managers
• Strengthspotting guides for all staff
• Strengths performance reviews and talent management
to help managers and individual align their strengths to
the existing performance review and talent process
Key learnings from the development stage were crystallised
into four steps to success.
Next steps and conclusion
BI are now further rolling out strengths to other parts of the
business and have a strengths and development advocacy
team in place to ensure that strengths continue to be fully
embedded.
Peer nominated recognition and awards along with regular
updates, case studies and best practice sharing continues to
remind people that they can use new ways of working.
BI are now living the new ways of working, operating and
behaving they set out to achieve and continue to deliver
against their ongoing global vision of ‘Value through
Innovation’.
For further information about the work and outcomes within
this case study and how Capp could help you discover talent
please contact Capp on: +44 (0) 2476 323 363
or email capp@capp.co
Key learnings from the recruitment stage were crystallised
into seven steps to success.
www.capp.co/
www.realise2.com
Contact Capp on: +44 (0) 2476 323 363 or capp@capp.co/
© Capp & Co Ltd All rights reserved