In the context of a transforming industry, Novartis P&O (HR) enable large-scale change through Strategic Workforce Planning (SWP) and movement towards being a skills-based organisation.

We leverage labour market data about skills to compare and contrast Novartis roles against those of competitors. We use insights gained to drive conversations with leadership teams about the profiles, skills, and capabilities they want in the future, and what we must do now to enable the future vision.

Questions we needed to answer:

• How near/far is Novartis from industry competitors in terms of role definitions and skills?
• When we differ in the way we structure roles relative to industry, is that deliberate?
• Are we hiring and developing towards future skills, or a legacy profile?

This session will explore:

• The context of Pharma industry transformation and evolving go-to-market posture
• How labour market data can reveal competitive positioning and structure of roles
• Driving better conversations with leaders using insights from skills data
• Scaling insights to enable broader impact and faster reaction time.

Learning outcomes:

• How to use tree-based statistical learning methods to measure role similarity
• How to expand learning strategy discussions beyond training programmes and upskilling
• Thinking about the extent to which a skills-based organisation model could be useful in your situation.