TRAINING AND DEVELOPMENT

AT GSK

FACULTY:
SIR SAEED UR REHMAN
PRESENTED BY:
MUHAMMAD OMER TAYYAB
NATASHA BUKHARI
SADIQ REHAN
MEHDI HYDERI

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Who Are We?
We are one of the worlds leading producers of prescription medicines,
vaccines and consumer health products
Improve the quality of human life by enabling people to:
Do more
Feel Better
Live Longer
Over 100,000 GSK people
116 countries
About 2,000 GSK employees in Pakistan
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GSK Management
Board of Directors
The Board is made up of executive and non-executive directors who
are responsible for the long-term success of the company
Corporate Executive Team
The Chief Executive Officer is responsible for the management of
the business and is assisted by the Corporate Executive Team
(CET) that manages GSK activities
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Sales Hierarchy

Head of Business Unit III

Head of Business Unit I
Medical Services Executive(S)

Senior Medical Services Executive(S)
Regional Sales Manager(S)
Senior Regional Sales Manager(S)
National Sales Manager(S)
Head of Business Unit II

Managing Director of the Company
Director Sales
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Training & Development



Training is generally defined as
"change in behavior

offers more than just increased knowledge
equipping employees to translate information and
knowledge into practice
Enhancing organization effectiveness and productivity


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Training Objectives
Increase productivity
Improve morale
Lower turnover
Improve customer relations
Improve selling skills
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3 Major Training Process Objectives

1 Increase Productivity

Training can bring about improvement in :

Knowledge
Skills
Attitude


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3 Major Training Process Objectives


2 Improve Skills

Training is also directed towards
developing people for higher levels of
responsibility thereby reducing the need
for recruiting people from outside. This
would have the effect of improving the
morale of the existing employees.

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3 Major Training Process Objectives
In company training provides a means for
bringing about organizational development.
It can be used for strengthening values, building
teams, improving inter-group relations and
quality of work life.
The ultimate objective of training in the long run
is to improve the companys performance
through people performing better.


3 Lower Turnover
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Types of Training
Formal Training
Formal training refers to a line of teaching that has particular aim of learning and is
conducted outside the place of work. Formal training is based on some standard form
and it might include declaring certain learning objectives, using a variety of learning
methods and applying evaluation activities.
Informal Training
informal job-related training is training that involves little or no reliance on pre-
determined guidelines for its organization, delivery or assessment
On Job Coaching
Employee training at the place of work while he or she is doing the actual job.

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Methods of Training Sales Rep
Group Training
Economical method of training and at the same time, with some methods
of group training, Sales Representatives can learn from the experience of
others in the group, most of the GSK sales trainings are group trainings
conducted by different sections of sales department
Forums
Forums usually include a Speaker and a panel of experts. The Speaker
presents the topic at some length in a well-prepared lecture and the panel
then discusses aspects of the subject. Sales Representatives can ask
questions on the subject or present their own viewpoints. This method
provides a better coverage of the subject than the actual lecture and
provides participation opportunities.
Conferences
A group of Sales Representatives usually no more than 20 discuss
particular problems or topics under the guidance of a skilled conference
leader and try to achieve a sound understanding of the situations. Confer-
ences help to exchange ideas, pool experiences, and work out solutions to
common problems.

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Methods of Training Sales Rep Cont
Role Playing
The most widely used method by the pharmaceutical companies. Role playing uses
situations where two Sales Representatives take part in a simulated buyer-seller
situation. Group Members then discuss the performance under the guidance of a
skilled trainer
Individual Training
Some training of Sales Representatives usually occurs on a one-to-one basis. Its
effectiveness depends on the training skill of the person involved. Individual
trainings are based on the performance development plan or if recommended by
the sales manager, GSK sent its employees within and outside country for
trainings. In Pakistan mostly GSK employees attend trainings at LUMS, IBA and
IoBM and Aga Khan University
Use of Training Aids
Training aids can improve the chances of training achieving its objectives. However
Trainers should watch that they do not use too many in any one session; otherwise
the groups may focus on the training aids themselves rather than the message they
aim to convey




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Methods of Training Sales Rep Cont

Films
Instructors of GSK sales training department use this tool on regular
basis, some of the video clips are specially designed for sales reps to
explain them about selling skills and how to handle objections. Films
and videos offer useful training aids when properly used. They will
prove of little value when simply shown as part of a program. Unless
discussed after the showing (or, sometimes, during pauses in the
showing).In the discussion should aim to answer the basic questions:
What ideas did you get out of the film that you can try out in the
Companys activities?


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Training Design For Sales Rep
The Field Force Effectiveness team made three
demands for the training design.
First, the training would be facilitator-led, and there must be some
transfer component designed into the training to influence execution
in the work setting. Action Planning was determined to be the
method of choice, with the format and approach left to the judgment
of the training design team
Second, post training involvement of the First Line managers
(usually a district sales manager) is a necessity
Third, First Line Managers should also be trained to assist them in
performing their role as they interact with the sales representatives to
improve sales.


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Training Program For First Line
Managers (FLM)
First line managers (FLMs) participated in the two-day
training program prior to the training for representatives.
The standards of performance
Delivery of the core promotional message
Handling of the most frequently heard objections
Observing performance, comparing performance to
standards, and providing coaching
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Training Program For Sales Rep

Reconfirmed standards of performance established by
management, and practiced delivery of the promotional
message and handling objections
Establishing specific call objectives
Delivering a credible core promotional message to
physician customers
Handling objections properly to influence physician
prescribing behavior


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Initial Training course

In GSK, every salesperson has to complete a course of 4
weeks at the start of his career. Successful completion of
course is compulsory for every candidate to be hired as
permanent employee. GSK sales training department
provide trainings on
Product Knowledge
Disease Knowledge
Selling Skills
Territory Management
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Initial Training course
Work on potential territory
GSK culture and values
HR policies for employees
IJSFA- An oracle based online reporting
software
Ethics and Safety
Objection handling
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Different methods of training at GSK
Class room training: Initial in-house training on disease,
products, corporate culture, Management System, Healthcare
Industry and skills
Field training: Initial field training with trainer, supervisor, and
manager
New product training: Additional training before new
product, formulation, or dosage launch
Reminder training:Training conducting with regular sales
cycle meetings as a refresher course

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Different methods of training at GSK
Double calling (Group Visit): Sales calling with senior
colleague, supervisor, or manager
Training at Corporate Office (HO): Sales specialist
teams invited to corporate HQ for training and motivation
External Training: Selling techniques or computer or
presentation skills training by consultants.
E-Learning: Correspondence or web-based training on
marketing and sales management etc.

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Importance of Training and
Development

Improving recruitment and retention
Improving competitiveness
Implementing new technology
Improving customer services

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Evaluation Methods
Course evaluation
Trainee feedback
Performance test
Knowledge tests
Teaching staff comments

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Evaluating Training and Development
Possible measures of T&D is included in two
categories:
1) short term effects
2) long term consequence
In general, employers seeks for long term
consequences to evaluate more effectiveness,
however, they assess only short term effects.

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Evaluating Training and Development
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Training for Effective Out come

For training effective outcome three
important Objectives are useful to learn:
1) Motivation
2) Attitudes
3) Values

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Team Training and Development

Team training and development are
divided in three process
Training to develop team cohesiveness
Training in team procedures
Training to develop work team leaders

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Thank You

do more

feel better
live longer