The Importance of Human Resources Policies
Novartis was created from the merger of two Swiss companies, Ciba-Geigy and Sandoz, in 1996. In 1998, Novartis Groups sales were CHF (Swiss France) 31.7(USD 21.8) billion, of which CHF 17.5 (USD 12.0) billion were in Healthcare, CHF 8.4 (USD 5.8) billion in Agribusiness and CHF 5.8 (USD 4.0) billion in Consumer Health (PR Newswire, 1999). The Healthcare division includes pharmaceuticals, generics, and CIBA vision. Agribusiness includes crop protection, seeds, and animal health. Consumer Health includes companies such as Redline, Roland and Eden (PR Newswire, 1999). Each division operates in numerous countries. Novartis Group annually invests more than CHF 3.7 (USD 2.5) billion in Research & Development (R&D). The company is headquartered in Basel, Switzerland and employs about 82,000 people and operates in over 140 countries around the world (PR Newswire, 1999).

Since its creation, Novartis has undergone several lay-off periods worldwide (Shook, 1999). In June 1999, Novartis announced it would eliminate 1,100 jobs worldwide to counter a depressed farm economy (Craver, 1999). As part of those lay-offs, Novartis' North American Free Trade Agreement (NAFTA) region headquarters for its Crop Protection subsidiary eliminated 40 positions in Greensboro, North Carolina (Craver, 1999). The job cuts represented 6 percent of Novartis Crop Protection's global work force. At the same

 

PR Newswire (July 15, 1999). "Novartis Reports Sales of CHF 16.3 Billion in First Half of 1999; Focus on Growth Drivers and Rejuvenation of the Product Portfolio on Track." Internet: http://www.prnewswire.com/comp/164550.html.

Thus, Krauer stated that companies have an obligation to respond to these new employee demands by breaking down hierarchies and opening up new dimensions of freedom for employees. He noted that where employees feel that they can make a personal contribution through their activities, they are increasingly motivated and their performance and results have "an entirely new dimension" (M2 Presswire, 1999). Only when companies involve employees in the decision-making process and listen to their opinions, do companies instill the kind of motivation that generates above average achievement (M2 Presswire, 1999).

To adapt to changing business climates, every organization must employ a human resource strategy that reacts to internal and external changes on an ongoing basis in an integrated way (Pope, 1992: vii). This means that organizations must develop recruitment and retention strategies that will meet their business needs while capitalizing on workforce trends, promoting job satisfaction, improving the "fit" between the jobs they offer and the available market, and preventing needless turnover (Pope, 1992: vii). Companies must develop human resource action plans that match their own business plans with specific jobs and employee needs. Thus, when linked to strategic and operational planning and integrated with each other, the various human resource functions provide the necessary linkage between business planning and workforce management decision-making (Pope, 1992: viii).

Shook, D. (September 8, 1999). "Drug-Maker Novartis to Consolidate U.S. Operations in East Hanover, N.J." The Record: http://www.bergen.com/.

M2 PressWire. (April 27, 1999). "Novartis: Novartis 1999 Annual General Meeting." Internet: http://www.electriclibrary.com/.

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