Nurturing top talent with comprehensive development programmes

In today’s dynamic corporate landscape, mentorship has emerged as a key factor in cultivating a robust and empowered workforce. 

However, developing an effective mentorship programme demands significant time and effort. Not only must it align with the organisation’s culture, but it also needs to cater to the growth of employees at varying stages of their careers. This complexity explains why the implementation of structured and impactful mentorship programmes remains a challenge for many organisations.

One company that stands out for its commitment to professional development is Boehringer Ingelheim, a pharmaceutical company that has just been named Global Top Employer 2024, one of only 17 organisations in the world to receive the accolade. Marking the fourth successive year it is attaining this award, Boehringer Ingelheim received high scores in the categories of “Develop” and “Steer” – a testament to its commitment to employee well-being and development. “Develop” acknowledges the organisation’s efforts to improve its employees’ performance, career prospects and learning opportunities; while “Steer” considers its business-, people- and leadership-related strategies.

With more than 53,000 employees in over 130 markets, Boehringer Ingelheim offers targeted mentorship programmes and comprehensive professional development initiatives that prioritise its greatest asset – its people. These have been thoughtfully designed to accommodate diverse cultures and needs across the regions, striking a balance between guidance and empowerment, as well as offering extensive opportunities for learning. Such initiatives have proven to be effective in the company’s ASEAN, South Korea, Australia and New Zealand (ASKAN) region, comprising over 2,300 employees.

A STRONG FOCUS ON MENTORSHIP AND DEVELOPMENT

One of Boehringer Ingelheim’s successful regional initiatives is the ASKAN Leadership Development Program, which blends on-the-job training with classroom learning. Each participant is paired with a mentor – a senior leader in the region – who not only supports their professional growth through regular dialogues, but also also serves as a sponsor for projects with a focus on innovation or skill enhancement. 

Mr Jonathan Yee, medical affairs lead (Malaysia, Singapore and Indonesia), is an employee who has benefitted from the programme. He engages in regular sessions with his mentor, Ms Rori Fox, HR director and HR business partner for human pharma in the ASKAN regional operating unit. Ms Fox has been with Boehringer Ingelheim since 2014 and relocated to Singapore from the United States in 2023.

Through one-on-one conversations, Mr Yee – who joined Boehringer Ingelheim in 2017 – has gleaned invaluable insights into refining his leadership approach and fostering effective collaboration within his team.

A crucial lesson he learnt from Ms Fox is the importance of leading by example. “Rori candidly shared how she had to reflect on and change some of her behaviours – such as reducing the need to send co-workers emails after office hours – so that they were consistent with her goal of promoting a healthy work-life balance in her team,” he said. 

According to Ms Fox, while Boehringer Ingelheim has always had a robust talent development programme, there’s been an evolution towards a more holistic, global and intentional approach that incorporates employee feedback, along with an increasing focus on mentorship.

“Mentors provide guidance, foster open communication and help individuals realise their full potential,” said Ms Fox, adding that it has been gratifying to witness Mr Yee become a more transparent and communicative leader in the course of their mentorship.

LIFELONG LEARNING AND LEADERSHIP TRAINING

Beyond the ASKAN Leadership Development Program, Boehringer Ingelheim employees can take advantage of the many avenues for continued learning, including the recently debuted Boehringer Ingelheim University. The virtual campus, available to all employees worldwide, offers easy access to internal and external learning content, enhanced by personalised recommendations powered by artificial intelligence. This allows employees to tailor their learning experience according to their interests and professional goals. 

Employees can also share content and explore the courses their colleagues are taking, nurturing a culture of social learning. Ms Fox revealed that she is currently learning about people analytics through the platform, while Mr Yee enjoys the flexibility of virtual learning.

“Most of the skills required to thrive in the business environment – including risk-taking, innovation and change management – are not taught in school,” said Mr Yee. “The virtual campus has been instrumental in my journey to continuously upskill, while allowing me to balance my professional and personal commitments.”

Additionally, in 2023, Boehringer Ingelheim launched the First Line Leader programme, a four-month regional initiative incorporating facilitator-led sessions, peer exchanges and networking opportunities. With the objective of equipping new managers with essential knowledge and skills to excel in their roles as effective people managers, the initiative is poised for expansion this year, with the intent to double its impact.

NURTURING WELL-ROUNDED EMPLOYEES

Beyond the classroom, Boehringer Ingelheim encourages employees to make positive contributions to society. Besides change-making workshops where they apply design thinking to solve societal challenges, employees are given hands-on opportunities to build relationships within their communities. 

Mr Yee, who is based in Kuala Lumpur, has participated in various social initiatives in Malaysia. “In 2022, we worked with House of Hope in Penang to purchase and distribute food to people living in a disadvantaged neighbourhood,” he said. “I feel proud to be part of an organisation that cares for the community.”

Reflecting on his six-year career with Boehringer Ingelheim, Mr Yee said that he appreciates the company’s commitment to fostering a culture of psychological safety. “The managers and leaders have always been open to us seeking their advice and opinions, which has bolstered my confidence,” he said. 

As a mentor and a sponsor of Boehringer Ingelheim’s mentorship programme in the ASKAN region, Ms Fox is optimistic about its impact. “At Boehringer Ingelheim, we prioritise the growth of our employees. I look forward to seeing more people benefit from our talent development programmes,” she said.

Visit Boehringer Ingelheim to explore opportunities to develop your own path to help improve the lives of patients and animals.