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GROUP D
Talent Management
IB S1
Company Overview
Numbers |n thousands
!"#"$%"&
'()*(+,*---
Net |ncome
$22,003,000
./"0& &"/#"2
34/52672"
G|oba| market share
10
8%9:"/ 4; </42%=>&
(,
Number of emp|oyees
78000
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A50B4C97>DE57$"* C0$4;7* ?"/=F*
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Mission
We apply science and
our global resources to bring
therapies to people that extend
and significantly improve
their lives
Leadership
lour lmporLanL elemenLs LhaL execuLlves focus
on:
!Alignment with Pfizer strategy to manage and
deploy resources accordingly.
!Execution to improve performance for themselves
and teams.
!Optimize their team and develop their people.
!Manage their personal strengths and
vulnerabilities during change.
Recruitment & Selection
|ann|ng Imp|ement C|ose
!lannlng: concenLraLlon on Lhe poslLlon and lLs needs, focus on Lhe quallLy of
candldaLes
!lmplemenLaLlon (conLacL and evaluaLe): flrsL conLacL wlLh Lhe candldaLes chosen
!Closure (selecL, offer and [olnlng): flnal offer ls glven Lo Lhe mosL sulLable candldaLe
Behavioral based interviews
!redlcLlon of fuLure performance based on Lhe pasL
resulLs
!Accordlng Lo flzer execuLlves Lhls meLhod ls ldeal Lo
[udge candldaLes
!CuesLlons abouL candldaLe's pasL are asked durlng Lhe
lnLervlew process
!AfLer each answer more speclflc quesLlons are asked ln
order Lo gaLher all necessary daLa for Lhe evaluaLlon
!Help motivate employees by rotating them from
one position to another
!Prevention of boredom(repetition of same tasks)
!Its main purpose is to attract 1
st
year candidates
from top MBA programs
!Creation of new Pfizer leaders
Job rotational program
Compensation
!
CompensaLlon ls allgned wlLh Lhe shorL and long
Lerm performance of Lhe company
!
MoLlvaLlon of employees ls Lhe LargeL
!
LlemenLs used Lo compensaLe managers:
A. Annual Long-Term Incentive Compensation ( 100 % Equity): Restricted
Stock-Units, 5-and 7-Year Total Shareholder Return Units, Performance
Share Awards.
8. Cash: Salary, Annual Short-Term Incentive
C. Retirement: Pension Plan, Supplemental Pension Plan, Savings Plan,
Supplemental Savings Plan.
u. Other: Negotiated Prerequisites
! Quarterly basis for all employees (more for sales
employees)
! Customize evaluation according goals &
objectives
! Performance Management System Promote
& transfer within other departments
! Metrics used to evaluate robustness of the talent
management process
! Ratings from other employees used in
evaluation
9
Performance appraisals
External and internal alignment
Comp||ance w|th a||
the str|ct regu|at|ons
about research and
product|on of drugs.
Spec|a| attent|on |s been
g|ven to d|sadvantaged
commun|t|es
Str|ct regu|at|on from
government and hea|th
p|ans |mpact who|e
soc|ety(CbamaCare)
A||gnment between
compensat|on system and
the deve|opment of the
company's targets
Use of the |atest
techno|ogy for research
and deve|opment
Lva|uat|on of the
performance every
quarter -
Custom|zat|on based
on the ob[ect|ves of
each emp|oyee
3 core e|ements of
|eadersh|p:
-Iob exper|ence
-Coach|ng
-Learn|ng act|v|t|es
A|so |ncreased attent|on |s
g|ven to d|rect
commun|cat|on
3 phased process:
-|ann|ng
-Imp|ementat|on
-C|osure
Alejandro Tabares
Talent Acquisition
Project Manager.

APAC - Social Media

Branding & University
Relations at Pfizer
! Global Management Team
! Redefining recruitment
! The global talent management team was designed to
be vertically integrated.
! Consists of 130 people worldwide
! The team reports directly to the regional manager
! Teams target is to make use of the companys own
internal talent pool and promote economic growth
! 3 objectives:
! strength of leadership team and pipeline,
! robustness of talent management processes
! development of talent mindset and values
with corresponding drivers and metrics
Transition : Managing Talent (1)
Source: Ale[andro 1abares, 1alenL AcqulslLlon ro[ecL Manager AAC
!Looklng Lo beLLer allgn requlremenLs and expecLaLlons
for Lhe [ob deslgn and quallflcaLlons

!CompensaLlon and packages are also affecLed by Lhe
reglon ln whlch Lhe recrulLlng ls Laklng place

!1he compeLlLlon dlcLaLes a falr share on how Lhe
remuneraLlon for new LalenL wlll be compensaLed
Transition : Managing Talent (2)
Source: Ale[andro 1abares, 1alenL AcqulslLlon ro[ecL Manager AAC
!Nurturing and projecting talent over a decade is
no longer an option
!Industry has evolved and taken flight with faster
progress
!How to create a truly flexible workforce that is
dynamic across its various divisions?
!Employee development program will be able to
source the best talent for the best roles and
attain the goals Pfizer has set out
Dilemma
!Comprehension of local mentality and
preferences
!Brand the companys profile for influence
and alignment of talent search
!Transparency in communication and job
alignment across the whole human
resource department should be an area of
continual improvement
Further improvements
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