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Baxter Healthcare Corporation

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1999

BAXTER HEALTHCARE CORPORATION Work & Life Strategic Initiative
What is the initiative?

Baxter’s Work & Life Strategic Initiative formally began with an 18-month extensive employee-needs assessment that provided a far better understanding of how the company could benefit by championing greater work-life balance for all its employees—for women as well as men. Baxter has succeeded at integrating its business case for worklife balance into a new corporate culture that is supported from the top down, demonstrated by strong CEO commitment and role modeling. A major result of this strategic assessment has been that Baxter redefined and expanded the work-life experience to encompass more categories of conflicts experienced by employees. Baxter, in conjunction with MK Consultants, developed the four-level The Work and Life Pyramid of Needs, which rests on a base of Respect (the company’s attitude toward the employee’s needs) and rises through Balance (the employee’s goal) to Flexibility (what the company wants to help the employee attain) to Programs (the supports that the company provides). The study refocused Baxter’s strategy, giving increased importance to and emphasis on respect for the “whole” person, including his or her responsibilities and interests outside of work. The initiative has since added work-life to Baxter’s shared values, employee satisfaction tools, performance standards, and other existing HR initiatives. In addition, the study’s findings added up to a strong business case for flexibility as a means to recruit and retain talented employees.

How was the initiative implemented and by whom?
The Work & Life Strategic Initiative was developed under the direction of Alice Campbell, Baxter’s Director of Work and Life Initiatives. Initial input for the project was received from the Work-Life Forum, a group of human resources managers that represented various Baxter business units. The business unit human resources staff identified how many locations would participate in the study, the findings of which would represent that particular business unit. Managers at most locations were interviewed, as well as managers in the headquarters office for that division. CEO Harry Kraemer is the champion of the initiative, providing ongoing role modeling and communication of his commitment.

Why is the initiative important to the organization?
The initial goals of the Work & Life Strategic Initiative were fact-finding in nature: to evaluate current work and life programs, understand employees’ work and life needs, and surface management attitudes toward employees’ work and life conflicts. As the project progressed, the results were used to motivate senior managers to address work-life as a critical business issue and to dispel fears and stereotypes surrounding work-life issues.

Excerpted from the Catalyst 20th Anniversary Awards Compendium. © 2007 Catalyst

The findings of the study added up to a strong business rationale for flexibility, and provided the impetus for Baxter to incorporate work-life support mechanisms into operational aspects of the company.

What are the key elements of the initiative?
 The Work and Life Pyramid of Needs, described above.  Leadership, communication, and commitment of the CEO and senior executives.  Inclusion of work-life as part of Baxter’s Shared Values, the principles that guide employee behavior. The shared values—Respect, Responsiveness, and Results—define a three-way commitment among employees, customers, and shareholders that states the expectations, rights, and responsibilities these groups have with respect to one another.  Designation of work-life as a key predictor of overall satisfaction with Baxter, which has been added into surveys and evaluation tools. Specifically, the all-employee survey includes the following questions: 1) I can advance in Baxter and still devote sufficient attention to my family/personal life, and 2) My business unit supports employees’ efforts to balance work and family/personal responsibilities.  A work-life standard was included in the overall set of standards that were created to address employee selection, hiring, and retention.  Work-life issues were included as an item to be rated on Baxter’s multi-source feedback instrument.  Annual individual performance reviews include the capacity to address work-life issues.  The development of the Alternate Work Arrangement (AWA) proposal kit.  Enhancements to Baxter’s job posting program were completed; additions address the ability to facilitate and promote the use of alternate work arrangements. Prior to these enhancements, there was virtually no indication that an open position would consider any type of AWA.

What is the initiative’s overall impact on women’s advancement?
From 1996 to 1998, there has been a 17 percent increase of women at the managerial level, an 18 percent increase at the director level, and a 30 percent increase at the vice president level. Women make up 19 percent of Baxter’s corporate board of directors, compared to 16 percent for the industry and 11 percent in the Fortune 500 (1998 Catalyst Census of Directors of the Fortune 500). The number of employees of color who are officials and managers increased by 8.8 percent—women of color in those positions increased by 20.4 percent.

Who is held accountable for its success?
Managers are held accountable to respond to the results of multiple indices—annual performance reviews, multisource feedback, and the all-employee survey. There are work-life aspects in all of these instruments; to the extent that a department manager’s results in any area require attention, he or she is held accountable for achieving objectives that would demonstrate improvement. Annual merit increases are determined, in part, by managers’ performance in this area. Managers were educated about the initiative’s importance through several methods:  business unit reports on their specific results;  distribution of The Work and Life Pyramid of Needs report;  incorporation of work-life issues into the all-employee survey;  multi-source feedback and performance reviews; and  enhancements to the job-posting program.

Excerpted from the Catalyst 20th Anniversary Awards Compendium. © 2007 Catalyst

How is the initiative communicated to employees?
Baxter’s commitment to work-life issues is communicated through a variety of methods:  Specifics about each business unit’s participation in the survey are communicated to the management team and followed up with a detailed report.  Baxter’s PACE magazine is used to communicate the overall results to the employee population.  The Operating Management Team uses voicemail to distribute standards to all employees.  A Work/Life homepage is available on Baxter’s intranet site, which supports and provides information to employees about Baxter’s work-life initiatives.  CEO Harry Kraemer writes monthly updates to all staff that include information about his own family and his efforts to achieve balance. On the “Ask Harry” intranet site, Kraemer responds to employee questions about the company and the initiative.  Baxter’s commitment to the field of work-life was also demonstrated by sharing results of the Work & Life Strategic Initiative in a full report, The Work and Life Pyramid of Needs, internally as well as within the business community.

How is the initiative evaluated?
Work-life issues are reviewed for individuals and managers using the variety of mechanisms described earlier (annual performance reviews, multi-source feedback, all-employee survey). Results are monitored by each employee’s supervisor (up to the highest levels) and taken into account when establishing objectives for any given year. Results on employee issues that take into account the overall corporation are monitored using the all-employee survey. Figures are monitored quarterly for activity relating to alternate work arrangements and the Inside Advantage job posting system. A sharp increase in the number of jobs that would be considered alternate work arrangements occurred as a direct result of these enhancements. Baxter International Inc. is a global medical products and services company that focuses on critical therapies for life-threatening conditions. Baxter’s products and services in blood therapies (biopharmaceuticals and blood collection, separation, and storage devices), cardiovascular medicine, medication delivery and renal therapy are used by health-care providers and their critically ill patients in 112 countries. Baxter employs over 40,000 individuals worldwide. Women make up approximately 50 percent of their U.S. workforce.

Excerpted from the Catalyst 20th Anniversary Awards Compendium. © 2007 Catalyst

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