Focus Magazine - Fall 2011 - 23

COVERSTORY

Cornerstones of Success
Pfizer has certainly been successful enough to know that the well-rounded employee brings a stronger performance to the organization. That’s part of what drives training leaders at Pfizer to build workforce development on three cornerstones: People, the Business and Myself. On the People side, the focus is on tools like assessments, emotional intelligence, coaching and interpersonal skills. Being a team player helps reps and managers better interact with colleagues and clients. The Business side is largely about developing business acumen. This is especially important since Pfizer restructured in April 2009, giving individual units more decision-making power, requiring reps and managers to be better schooled in business needs. And Myself? That’s about self-development, with managers working with reps to help them take charge of and responsibility for their own professional engagement and advancement. “The more they have the interpersonal skills, they’ll develop further,” Stewart said. “We know from experience that by doing that to improve the engagement of your organization, that results in results. “That’s been a big emphasis,” he added. “We know if you do that, you’re going to be much more engaged, much more productive, you’re going to sell more and you’re going to be happier at work.”

expiring, bringing expected budgetary constraints for the next few years. “ e people who improve their people skills, improve employee engagement are the people who are going to perform and excel in any environment,” Stewart said. “ at’s what it’s all about. How do we increase our sales and shareholder value? It’s all about the ability of the supervisor to do the right things at the right time.” rums for managers. is training is ofFor now, the management developfered to managers within their local rement at P zer will continue, but Stewgion who have art expects to see completed their formal Ongoing changes along the levels of manager way. development training and want to “ e big thing just makes good be updated on the latwe’re looking at is to est management/leadbusiness sense for P zer move more training ership skills,” Stewart to a virtual environsaid. “We go to ve di erent locations ment,” he said. “We don’t have a choice. through the United States (Dallas, We’re pioneers in that eld, moving Chicago, Atlanta, Irvine, CA, and Arleadership training to a more virtual rowwood) during the year and teach a environment.” week of classes for managers who at forward-thinking plan de maybe never have had the chance to nitely works for P zer’s leadership. take the classes we teach now.” “ ey’re very happy,” Stewart said. e ongoing development just “We’ve got a good structure in place makes good business sense for P zer, that we continually look at and improve. We’re always looking for new especially at times of change. Like now, and di erent ways to do it.” I for instance, with the patent for Lipitor

Tim Sosbe is editor of Focus magazine and editorial director for TrainingIndustry.com. Email Tim at tsosbe@spbt.org.

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Focus Magazine - Fall 2011

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