GSK Handbook:
First Line Sales
Leaders
2018
Brendan
First Line Sales Leader
GSK Handbook: First Line Sales Leaders - 2018 1
Table of Contents
GSK Handbook - FLSL (4-23)
4. Job Requirements - FLSL
5. Demonstrate GSK Values – FLSL
6. Our Values and Expectations
7. Sales Capabilities Framework – FLSL
8. Coaching to PFSS Selling Skills
9. GSK Coaching Model
10. Red Zone Behaviours - FLSL
11. Reporting Red Zone Behaviours - FLSL
12. Coaching & Assessment Plan - FLSL
13. my Plan - FLSL
14. Performance Assessment at a Glance
15. Sales Bonus Plan
16. Individual Performance
17. Business Performance
2
Table of Contents
GSK Handbook - Sales Representative (24-43)
18. Job Requirements - Sales Representative
19.
20. Demonstrate GSK Values – Sales Representative
21. Our Values and Expectations
22. Sales Capabilities Framework – Sales Representative
23. Patient Focused Scientific Selling Model (PFSS)
24. Patient Focused Scientific Selling – Steps 1-3
25.
26. Patient Focused Scientific Selling – Steps 4-6
27. Red Zone Behaviours - Sales Representative
28. Assessment Plan - Sales Representative
29. my Plan - Sales Representative
30.
31. Sales Progression Pathway
33. Coaching Letters
35. Sales Bonus Plan
36. Individual Performance
39. Business Performance
3
Job Requirements - FLSL Living our values is an overarching
expectation that flows through the
Purpose fundamental requirements for each
employee at GSK. You are expected
GSK First Line Sales Leader Job Requirements are the fundamental and minimum role requirements for First Line Sales Leaders to act as a role model, ensuring
(FLSLs) across the field sales organization. Each FLSL is responsible for leading his/her teams to profitably and ethically grow everything you do is in line with our
our business by meeting or exceeding all job requirements and for serving as a role model for expected behaviours. values, serving patients and customers.
Leadership
• Seek to understand, follow directions, and lead employees to implement GSK Canada Pharma strategy by providing context for your team in a way that Drives Performance.
• Demonstrate “enterprise” thinking in all communications and decision making to ensure consistent standardized processes across all Pharma and the best outcomes for GSK.
• Communicate frequently and openly with direct reports to provide direction, guidance, and coaching.
• Lead team to accelerate appropriate growth while following all GSK Commercial Practices Policies
• Demonstrate ADP behaviours by coaching your team on how to use ADP fundamentals in their daily activities (especially the critical behaviours identified by local organization).
• Lead team through change while Driving Performance
Coaching Requirements
• Prepare for and fully participate in the coaching process.
- Ensure a minimum of 6 coaching days with each Sales Representative per year (4 with yourself + 2 with the alternate coach)
- Ensure a fair number of coaching days with each team member to the greatest extent possible.
- Ensure observation of each direct report in multiple settings.
- Make accurate, fair, objective and consistent observations of competencies
• Complete all required training, certifications, within designated time-frames.
• Have a clear understanding of the sales compensation plan as well as the sales progression pathway and be able to clearly communicate this to your team.
FLSL Standards
• Complete and review my Plan in Workday with each employee a minimum of 3 times per year (Objective Setting, mid-year, year-end)
• Identify and address, in a timely manner, when an employee’s performance falls below the expected level
• Prepare to engage employees and follow the coaching process.
• Strive for diversity in all interview candidate pools, on every team, and create an inclusive environment where diversity of perspective and thought is encouraged and valued.
• Hold all employees to the same high standard for excellence and ethical conduct. Address performance concerns promptly and refer employees to HR for Performance Improvement planning—but only after
ensuring employees are treated consistently.
- Treating employees inconsistently is not an acceptable management practice.
• Ensure Sales Representatives understand and accept personal responsibility to complete all job duties in a timely fashion as defined by the company and meet or exceed requirements outlined in the
Sales Representative Job Requirements document. Examples include, but are not limited to, the following:
- Meet or exceed requirements for team call activity as defined by district/region/division
- Meet or exceed requirements for time in field requirements established in each district/region/division
- Check emails, Field Communications, voice mails, and cell communications, and respond as appropriate within designated time frame
• FLSLs are expected to follow all policies, standards, procedures and provide effective management oversight of Sales Representative activities, including but not limited to:
- Comply with management oversight procedures (SOP-CAN-INT-0013) and guidance (GUI-CAN-INT-0005) for oversight of Sales Representatives activities. (e.g. call notes in Veeva, expense and
sample management, provisions of meals to HCPs, etc.)
- Complete all expense reports accurately and on a timely basis and in compliance with Travel and Expense (T&E) policy. Ensure that expense reports from all direct reports meet these standards.
- Comply with GSK Fleet Policy when operating a company vehicle and follow the assigned maintenance schedule.
- Complete all assignments (e.g. training/certification) in a timely, complete, and accurate manner. Ensure that your direct reports comply with this standard.
- Write right in all communications and monitor the team’s written communications to ensure Write Right principles are followed. This includes all free-form text (Example: free text in Veeva, emails).
- Check email, voice mail, cell communications and respond in a timely manner, at least once daily during business days, in order to be current on business and fulfill job responsibilities.
- Manage assigned budgets and company funds appropriately.
- Meet or exceed time in field requirements established by GSK
4
Demonstrating GSK Values
Adhere to GSK policies and procedures and GSK Values, including, but not limited to, the GSK Code of Conduct, the Canadian Code of
Practice (CCP) and the Fleet Policy.
Transparency
• Ensure that all written communication is accurately recorded in a timely and complete manner and consistent with local GSK policies, standard and
procedures, including Write Right policies.
• Create an “open-door” environment, where employees feel comfortable speaking up and raising concerns.
• Upon observation of a Red Zone Behaviour, provide immediate coaching and counseling to the direct report, report to the Integrity Hotline and
document appropriately in the in the FLSL coaching letter.
• Confirm that each employee understands where and how to access our policies and ensure Sales Representatives’ understanding and compliance
with GSK policies and procedures
Respect
• Project a professional image and exercise good judgment at all times. As the face of GSK, never engage in behaviours that may bring disrepute to
GSK or its image—this includes, but is not limited to, professional dress and speech, and respectful and inclusive language.
• Emphasize the role of each individual in shaping our corporate culture and GSK’s reputation.
• Deliver on commitments and always treat customers, patients, direct reports, peers, managers, all GSK personnel, and the company with dignity and respect.
• Always demonstrate organizational and individual trustworthiness
Integrity
• Thoroughly review, understand, comply, and voice support and adherence of GSK policies, standards and procedures, Code of Conduct, Canadian Code of Practice (CCP),
and GSK values.
- Ensure that all interactions with GSK customers by employees and the FLSL comply with these policies, standards and procedures and that these interactions reflect the
highest integrity (e.g. use only GSK - approved materials in customer interactions).
- Exercise and monitor employees for ethical decision making by applying the letter and spirit of policies to each situation.
- Understand and act in accordance with current Canadian Code of Practice (CCP).
- Ensure Sales Representatives’ understanding and compliance with GSK policies, standards and procedures. Ensure ethical decisions by applying the letter and spirit of
policies, procedures, and GSK Values.
• Properly utilize Values Champions, Compliance Partners, Ethics and Integrity Hotline, HR Service Center, etc, to ensure compliance.
• Provide immediate feedback and coaching to employees when policy or performance concerns are noted and immediately report any known or suspected violation of GSK policies
and procedures to the appropriate resource (e.g. Compliance and/or HR).
• Use sales data appropriately as allowed by GSK written standards, and self-monitor my Plan and coaching letters to ensure compliance with the guidance.
• Ensure ethical decisions by applying the letter and spirit of policies, standards, procedures and GSK Values.
Patient Focus
• Always put the patient at the forefront of your actions.
• Keep patients at the heart of all decisions.
• Represent GSK in a way that never puts a patient at risk.
• Report all Adverse Events and coach your team to report all Adverse Events within
24 hours to Med Info (1-800-387-7374 or [email protected]).
5
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• Integrity • Teamwork
6
Sales Capabilities Framework – FLSL
Sales Capabilities Framework
First Line Sales Leader
Scientific Knowledge Leading Performance Coaching Selling Skills
What The capability to build The capability to drive territory The capability to coach your team
comprehensive knowledge performance in line with GSK to sell confidently and
(scientific, medical and technical) values, while leading individuals competitively using the PFSS
in others that provides value to to grow and develop through approach while leveraging
customers and builds trust coaching and feedback appropriate tools and multi-
channel selling tactics to
enhance the customer journey
Understands and leverages Assesses business Coaches to Patient Focused
brand strategy performance and gains insight Scientific Selling
Uses product and competitor Develops comprehensive Embeds Multi-Channel selling
knowledge with customers district business plans
How Builds credibility through
disease and pathology
knowledge Implements, tracks and Leverages internal
adjusts plans as needed collaborative relationships
Understands and leverages Leads team and individuals to Leverages external
patient profiles and treatment grow and develop collaborative relationships
guidelines
In all areas, demonstrate understanding of and compliance with laws, codes of
conduct, policies and frameworks in which we operate.
7
Scientific Knowledge
Scientific Knowledge
Definition: The capability to build comprehensive knowledge (scientific, medical and technical) in others that provides value to
customers and builds trust
Summary Aware Developing Proficient Expert Master
Understands and I am familiar with GSK brand I have a foundational I consistently coach and communicate My comprehensive knowledge of multi- I expertly coach my team using my deep
leverages brand strategies and customer understanding of GSK brand and all the relevant aspects of GSK channel brand strategies and customer understanding of GSK brands and how
strategy segmentation including the corporate strategy and through corporate and brand strategies, segmentation allows me to effectively they link to corporate priorities in a
multi-channel context and coaching ensure that the team’s customer segmentation and help my coach my team, on how to integrate compelling way. The depth of my brand
share relevant aspects with brand strategy knowledge is team to use branded materials to different solutions for GSK brands which insight allows me to help others to
my team sound and there is alignment to support customer decisions aligned to are aligned to multi-channel strategies leverage multi-channel solutions in a
appropriate patient/customer multi-channel strategies and tactics and tactics seamless way. All interactions with the
needs wider team demonstrate my expertise
Uses product and I have some knowledge of I have a growing understanding of I have a strong functional knowledge My comprehensive knowledge of GSK Through my expert GSK brand and
competitor the features and benefits of GSK brands and competitors that of GSK brands and competitors that brands and competitors strengths and competitor knowledge, my team are able
knowledge with GSK brands and those of allows me to coach their key allows me to engage with the team in weaknesses is clear to my team. I to inform customer’s decision making
customers
competitors that I share with attributes and positioning with the coaching interventions that enable inspire them through coaching support, and align brands to patient needs. I
the team to improve team, supported by clinical them to hold credible and impactful to engage with customers to inform on support them with skilful coaching
performance evidence dialogues with customers their treatment decisions in a seamless interventions based on insights behind
way stating the benefits and safety key competitor activities. I prepare the
profile whilst deploying insightful team to position recommendations
responses. appropriately with reinforcing statements
Builds credibility I encourage my team to I share my growing disease and I leverage my strong and current I support the team to proactively seek Through my extensive disease and
through disease learn about specific disease pathology knowledge through disease and pathology knowledge out the latest research and insights, pathology knowledge and insight, I am
and pathology areas and pathology to use coaching to support my team’s with my team through coaching to which they then share to enhance their sought after by the wider team to coach
knowledge
appropriately in their discussions with customers inform customer’s decision making, disease and pathology understanding. I them on how to effectively engage
customer engagements preferences and behaviours skilfully ensure their disease and customers in promoting GSK brands. I
pathology knowledge enabling credible lead the team in ensuring their disease
dialogues to be held with customers and pathology knowledge enables them
and stakeholders to communicate with credibility
Understands and I am familiar with treatment My growing understanding of the Having built a strong knowledge of With my thorough and up to date I inspire my team through my leading
leverages patient guidelines and share with my clinical management of patients treatment guidelines linked to patient expertise of all treatment guidelines, I expertise and knowledge of treatment
profiles and team the need to align allows me to discuss with the profiles, I am able to hold coaching coach the team on aligning this guidelines and how to associate them
treatment
guidelines treatment understanding to team, how to engage with interventions with my team, on how to understanding with GSK brand with patient types in engagements with
patient profiles for improved customers on treatment add value in discussions with priorities. I ensure the team are customers. I expertly coach and support
performance guidelines aligned to patient customers around treatment supported in discussing all insights and the team to link treatment guidelines with
profiles, needs and GSK brands guidelines aligned to GSK brands treatment guidelines in a credible way credible scientific rationale, brand
with customers linked to patient profiles disease and pathology knowledge to
and needs hold credible discussions
In all areas, demonstrate understanding of and compliance with laws, codes of conduct, policies and frameworks in which we operate
8
Leading Performance
Leading Performance
Definition: The capability to drive territory performance in line with GSK values, while leading individuals to grow and develop through
coaching and feedback
Summary Aware Developing Proficient Expert Master
Assesses
business I am familiar with business I understand the basic business I build my team’s capability in using I consistently build capability in my team I champion the accurate identification of
performance and performance measures and performance measures to identify various analytical techniques and data that drives the development of root causes in territory performance
gains insight am starting to work with my trends, issues and opportunities sources to assess and develop actionable business and territory through multi dimensional and channel
team to generate insights on through analysis. I encourage the actionable business and territory insights that have a multi-channel analysis. Of the healthcare environment.
Develops which to develop planned team to validate and prioritise insights. I support the team to dimension. I promote the assessment I expertly support the team in building
comprehensive business insights relating to business recognise trends for the healthcare and prioritisation of all insights based on their capability in developing actionable
district business objectives environment, GSK and competitor business objectives. I coach the team to insights that are fact based and
plans I am familiar with the brands, whilst identifying opportunities identify the root cause of territory compelling to customers. I skilfully
approach and can share with I use some existing customer and through analysis business performance through rigorous coach the team to identify what it takes
Implements, my team the simple market knowledge to develop analysis of the healthcare environment to help move customers along the
tracks and elements of a business plan basic business plans. I am I use market, multi-channel and and diagnosis customer journey, and promote sharing
adjusts plans as based on my growing developing the capability to customer insights as a foundation to for business improvement
needed business knowledge support my team in the definition develop plans with my team. I ensure I support my team in the development
of key ASMART objectives, that all team objectives are ASMART of multi-channel business plans based I expertly coach the development of
I keep close to the team’s strategies and supporting and supported with realistic, on market place insights and territory exceptional multi-channel business
working progress and activities challenging strategies and tactical analysis which address the root causes plans based on actionable market and
planned development activities. I encourage my team’s of issues. I coach the team in the customer insights. I skillfully ensure that
objectives through the I am improving in my support of plans to be strategically aligned and development of clear ASMART plans build joint, long term strategic
tracking of relevant KPI’s the team in implementation rigour have realistic quantified opportunities objectives, robust strategies with relationships with key customers. I
and capability. I work to track supporting tactics and contingencies to support ASMART objectives, strategies
relevant individual and team KPI’s I consistently ensure the plans. We are strongly aligned as a and targets that are consistent and
to ensure plan success and implementation of business plan team to GSK brand strategies and I sophisticated. We work as a team cross
performance improvement success through the regular review of maintain realistic yet challenging targets functionally to develop multi-channel
key team and individual KPI’s. I plans that deliver on GSK brand
discuss and share feedback with my I support the rigorous and detailed strategies and values
team and leverage development implementation of business plans
initiatives to enhance business across my team effectively. I utilise I drive and motivate the team through a
performance cross functional support to maintain performance improvement approach
execution success and track KPI’s with with regular measurement . I expertly
the team taking course correction work with the team to track and initiate
actions on a monthly basis. I promote course correction actions through
the importance of regular two way aligned KPI’s to exceed planned
feedback and act upon it to improve objectives. I promote a culture of
performance constructive feedback and regularly
share best practice across the team.
Leads team and I recognise the attributes of a I align my coaching plans to the I am consistent at preparing the I am rigorous at assessing the individual I expertly coach to improve individual
individuals to good coach and have started needs of the coachee. I am appropriate developmental coaching coaching needs of team members and performance and am recognised for my
grow and to motivate and support the developing constructive coaching plans that address the individual develop coaching plans to improve empathetic and inclusive coaching style.
develop
team to enhance all levels of conversations that are focused on needs of my team. I conduct performance. I conduct powerful I agree and align appropriate coaching
performance improvement. I performance improvement and coaching conversations skilfully and in coaching conversations that build the and development plans to suit the
set direction and offer ongoing support. I set a clear a way that builds capability and coachee’s capability and support their coachee’s needs and style. I champion
demonstrate appropriate direction, motivate others to effectiveness for the coachee, whilst ongoing development across all levels coaching conversations that are
behaviour achieve to expectation whilst supporting personal development of performance. My leadership style is powerful and memorable for the
demonstrate leadership plans. I ensure the clarity of direction supportive and motivating, whilst coachee, who responds in a positive way
behaviours whilst demonstrating winning demonstrating the appropriate that sets the standard for other
leadership behaviours behaviours. We celebrate success managers. I am a respected leader who
together demonstrates winning behaviours and
celebrates success with my team
In all areas, demonstrate understanding of and compliance with laws, codes of conduct, policies and frameworks in which we operate
9
Coaching Selling Skills
Coaching Selling Skills
Definition: The capability to coach your team to sell confidently and competitively using the PFSS approach while leveraging
appropriate tools and multi-channel selling tactics to enhance the customer journey
Summary Aware Developing Proficient Expert Master
Coaches to
Patient Focused I am familiar with the patient I have a growing understanding I am consistent at coaching the I use my extensive knowledge of the I expertly coach my team using my
Scientific Selling focused scientific selling of how to coach my team in the patient focused scientific selling patient focused scientific selling comprehensive knowledge of the patient
approach and support them patient focused scientific selling approach and use feedback, ask approach to ensure my team is coached focused scientific selling approach and
Embeds Multi- through coaching my team in approach and use feedback, insightful questions and active to the highest standard. I skillfully work exemplary active listening and insightful
Channel selling their sales calls and provide insightful questioning and active listening in doing so. I adapt my with my team to develop their patient questioning skills. I am recognised as a
feedback on their listening in my approach. I am coaching style to align with the needs focused scientific selling approach. My coaching expert and support the wider
Leverages performance starting to support my team to of team members and review the team commitment and passion is team to continuously improve their
internal improve through patient focused team patient focused scientific selling acknowledged by customers who patient focused scientific selling
collaborative I am aware of the CRM scientific selling development development plans to improve recognise us as partners. I develop and approach. I advocate a two way
relationships system (VEEVA), multi- plans personal performance review in detail my team’s personal feedback approach that builds an open
channel selling and the development plans and honest relationships. I develop and
Leverages importance of a customer I encourage my team in their I regularly share my strong support detailed patient focused
external centric mindset. I am starting understanding of the CRM system understanding of the CRM system I inspire and ensure the need to sell in a scientific selling personal development
collaborative to assist my team in (VEEVA), multi-channel selling (VEEVA), multi-channel selling, and multi-channel environment and motivate plans that we regularly review together
relationships identifying different channel and broadening their customer channel preferences. I my team to embrace multi-channel
opportunities and consider understanding of customer coach my team on how to ‘sell’ with a selling opportunities founded from I am skilful in championing the CRM
using them to achieve channel preferences. I share with customer centric and channel insight. I challenge the team to system (VEEVA), multi-channel selling
objectives the team why a customer centric mindset. I am consistent in building understand customer preferences and approach and coaching the team to sell
selling approach is effective multi-channel plans and measuring set multi-channel KPI’s that we review using a blend of multi-channel platforms
I am aware of the the performance with my team for in the CRM system (VEEVA) regularly in a compelling way that captures and
importance of encouraging I help my team in understanding performance improvement together for business improvement embraces customer channel
my team to building the need to build collaborative preferences. I work seamlessly with the
collaborative internal relationships internally with I consistently invest time in coaching I am a role model and inspire others to wider team to develop supporting KPI’s
relationships that assist in medical experts and marketing the team to build collaborative internal build lasting collaborative internal that are reviewed for continuous
business development colleagues to enhance relationships (especially with medical relationships with cross-functional improvement
performance through gaining and marketing) to build alignment to internal stakeholders. I support my
I am familiar with the commitment to plans plans. I understand my role as a team to gain internal alignment to plans I expertly share techniques and
importance of encouraging leader in key processes and I know and coach them to understand relevant approaches with my team to develop
my team to build I establish the need to build when to support my team in resolving internal processes. I am clear about my long term internal collaborative
collaborative external collaborative relationships with internal issues. I am committed in accountabilities and know when to relationships. I encourage the wider
relationships with relevant external stakeholders building my own internal collaborative support the internal escalation process team to establish strong cross-functional
Pharmacists, customers and with my team and support them in relationships to further alignment in to resolution. I am a respected team links to support winning customer and
their practise colleagues responding to patient and practise business development player in our business patient centric plans promoting a culture
needs. I ensure my team gain of shared learning. My team is known
alignment and commitment to I thoroughly coach and demonstrate I inspire others and role model the for deep knowledge of internal processes
appropriate prescribing an effective approach to building building of collaborative external never failing on our accountabilities. I am
collaborative external relationships relationships. I promote the need for skilful at resolving internal issues
with customers, Pharmacists and key providing added value with customers escalated to me and display a high level
practise staff. I ensure my team and their colleagues utilising of emotional intelligence
understand the specific requirements appropriate knowledge and prescribing
of each customer across a multi- recommendations aligned to I skilfully champion lasting, collaborative
channel environment appropriate patient needs relationship, through my team with
Pharmacists, customers and their
Practise colleagues. I expertly coach my
team to align to appropriate patient
needs and prescribing
recommendations, utilising and
leveraging insights and clinical
knowledge across channels
In all areas, demonstrate understanding of and compliance with laws, codes of conduct, policies and frameworks in which we operate
10
Coaching to PFSS Selling Skills
First Line Sales Leader
Scientific Knowledge
Coaching Selling Skills
1 Prepare
2 Create clarity
3 Generate options
4 Move to action
Managing Performance
11
The GSK Coaching Excellence Process
The GSK Coaching Excellence process
- The 3 core stages
PPrreeppaarree EEnnggaaggee SSuuppppoorrtt
GENERATE
OPTIONS
Feedback, Active listening and Insightful questions
• Understand your coachees • Build mutual trust • Ensure the coachee reflects
• Assess their current situation • Identify performance gaps on their performance
• Prioritise your coaching time • Define coachee goals
• Identify where you want to • Provide effective feedback • Check on their progress
• Provide relevant guidance • Fulfil your commitments
develop your coachee • Agree on an action plan • Reflect on your performance
Materials prepared for GSK internal training purposes. 1
For internal use only.
12
oThf eT-eTthhsTh‘teeEehab‘enEGGlnig3sSSghacKaeKgogdCeerCGe’’osSoSatsKaacttgaCahcegoihgnecaieogcsnhmCgEinpoxMgrcmisMeoeplsodlerdteihneslecleetshprterheoecsteeTsphssroefethSeteps
PPPrrreeepppaaarerree EEEnnngggaaagggeee SSSuuppppppooortrrtt
GEGGNEEENNREAERTARETAETE
OOOPTPPITOTIONIOSNNSS
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• UndeCrsREtaAnTEdCyLoAuRrITcYoachees • BuildGEmNuERtuAaTEl tOruPTsItONS • EnsurMeOtVhEeTcOoAaCcThIOeNe reflects
•• pHWPAeesrhrilsofpaoetrtriishmtsiseswametnohcyrteekooiirnuugcnr udacrenorrdaestncwahtnhisdanitgttuihsateimitrioen • Gonettchlaeriirtyp&ercfoomrmmaitnmceent
•• • IWdheanttiafryeptheerfiroormptaionncsehegraep? s •• WtCohhdeaotc?skpoecni tchaelliyr aprreotghreeysgsoing
• nIdoet?ntify where you want to •• DWehfaitnies pcoosascibhlee?e goals •• WFuhlefinl yaoreutrhceoymgominitgmtoendtos
•• PWrhoavtirdeesoeufrfceecsticvaen fteheeydbusaec?k •• HRoewfleacret othneyyoguoirnpgetrofodromita?nce
• Iddeevnetilfoypthyeoiruprecrfooarmchaenece gaps •• PWrhoavtiadree trheeleovbasntatcgleusi?dance • What will success look like
••• AHWoghwraetceealnsoenthcaoeynulodavctehtriecoyonmdpoel?athnem?
• Agree on their development (KPIs)?
objective
MMaatteerriiaallsspprreeppaarereddfofor Gr GSKSiKntienrtnearlntaral itnraininginpgurppuorspeos.ses. 21
FFoorr iinntteerrnnaal luusseeonolnyl.y.
13
CoCaochacinhgingfofrorPPeerfroforrmmaannccee
Materials prepared for GSK internal training purposes. 1
For internal use only.
14
Red Zone Behaviours - FLSL
A ppropriate Sales Messages Promotional and Sales Materials Excluded Specialties
Provide guidance or direction to sales Representative to, or failure to Provide guidance or direction to Sales Representatives to, or failure to Provide guidance or direction to Sales Representative to, or failure to
correct a Representative who is: correct a Representative about: correct a Representative who is:
• Not providing fair balance: each product sales call should • Using any materials not approved by GSK or misuse of approved materials • Selling or promoting products to HCP(s) who would not reasonably
• Using expired materials
contain a balance of efficacy and safety information • Not having an up to date Product Monograph for the products that they be expected to prescribe the product for the approved indication
• Off-label sales and promotion: Only approved products, their and patient population, consistent with the approved Product
are promoting Monograph (“PM”), unless there is a robust rationale that is clearly
indications and accurate information should be discussed documented in the call notes for the visit
• Soliciting an off-label question: off-label questions should be Travel & Expenses (T&E)
Call Notes, Call Entry and
initiated by the customer, and GSK written standards for • Failure to provide oversight of expense reporting by Sales other Communications
answering them should be followed Representative
• Inappropriately positioning our products relative to competitors • Failure to ensure the content entered into the free text
including expressing personal opinions to augment or supplement Sample Management and call type fields accurately reflect sales Representative
GSK’s position and linking our efforts to improving the customer activities and are consistent with GSK policies, standard and
business • Failure to monitor appropriate sample inventory management procedures, including Write Right principles
and proper behaviour regarding sampling practices:
Medical Information and -Storage conditions and sample inventory not aligned with Sample • Failure to monitor “Write Right” principles in Sales Representative
Reporting Adverse Event management SOP emails, or other documents and communications
-Expired samples or samples no longer approved for
• If an off-label question is received, failure to monitor if the medical distribution being stored or distributed Training and e-Learning Certification
Representative correctly state approved messaging and capture the -Sampling thresholds not aligned to Sample management SOP
HCP question and signature in the medical information form within -Samples being distributed to other HCPs: samples must be • Failure to monitor if required product training and e-learning
the enhanced GSK360 eSampling iPad application distributed to physicians only have been completed by the Sales Representative before selling/
-Sales Representative removing expired samples from promoting a product
• If an adverse event is mentioned, failure to report it or to require the clinics/ hospitals
Sale Representative to report • Observing a Sales Representative without the appropriate training
Provision of Meals to HCPs/Customers completion
Territory Business Planning
• Failure to monitor adherence to applicable GSK policies (including • Sales Representatives interacting with HCPs and other healthcare
• Failure to monitor if development and implementation of territory CCP and T&E), SOPs and guidance when provision of meals to staff must successfully complete the accreditation course offered by
action plans are in compliance with the standardized process, HCPs/customers is involved the Council for Continuing Pharmaceutical Education (CCPE)
including Write Right principles and Use of territory/individual sales
data policy Commercial Booths
• Sales data should not be used to evaluate or rank an individual’s • Failure to monitor if Sales Representative is meeting all requirements
performance included in GSK policies and SOP when engaging in a conference
where commercial booth has been purchased
Information Sessions and Group Sells
(with or without meals) Company Car Policies and Procedures
• Failure to monitor that the information session or group sell is • Failure to monitor if Sales Representative is demonstrating adherence to company car policies and procedures
implemented and managed with good governance and in
compliance with applicable GSK policies & SOPs
Various
Failure to comply with or directly violating any of GSK’s policies/SOPs including but not limited to: Providing preferential treatment to any employee or group of employees as compared to others on the
• Harassment or discrimination same team
• Conflict of interest,
• Falsifying company records, Encouraging or directing others to engage in Red Zone behaviours.
• Protecting company information, technology resources and personally identifiable information Failure to monitor and address Red Zone Behaviours.
• Providing any business service to the customer (e.g. processing paperwork for a customer) Having knowledge or observing a GSK’s policy or SOP violation and not reporting.
• Quid pro quo arrangements (i.e.: an arrangement by which one person provides an item of value to another in
order to induce the other to take action favorable to the one who provided item of value)
This is not intended to be an exhaustive list but is presented for illustration purposes. All employees are expected to understand and comply with the Canadian
Code of Practice and all other policies and procedures established by GSK – as well as exhibit GSK Values in all that they do.
15
Reporting Red Zone Behaviours
When a FLSL observes a Red Zone behaviour during a field day?
1) If the behaviour occurs in front of a customer, the FLSL will step in and correct the behaviour
2) When they have left the customer’s office, the FLSL will alert the Sales Representative of the concern
3) Next, the FLSL will coach to the appropriate behaviour…
4) And then report to the Integrity Hotline (1-855-214-5990)
5) Last, they will document the incident and the case number received from the Integrity Hotline in the Coaching letter
16
Coaching & Assessment Plan - FLSL
4 coaching letters gathering evidences on coaching
to selling skills and business review discussions
*1 coaching letter is to
to be completed by an alternate coach (AC)
Business 3 way Business 3 way
Review Coaching Review Coaching
with LM with LM with LM with AC*
Year-end
Capabilities GSK
Framework
= Expectations
Final PR
17
My Plan – FLSL
Strategic Priority Performance Objective
Lead by example by demonstrating objective evidences across the GSK values and our 4 new GSK expectations
Courage Accountability Development Teamwork
Cross-IPT Measure:
Year-end Performance Rating on GSK Expectations: Gather evidences that demonstrate your progress against the 4 new GSK Expectations throughout the
year. Managers will use evidences of GSK expectations to assess how you performed against your objectives relative to peers as per impact and added value to
GSK’s business, your work area/team.
Innovation Coach your team to effectively share new data in an innovative manner with HCPs to accelerate uptake of Ellipta portfolio with a strong
Performance focus on competitive selling.
Accelerate movement of launch to growth phase of key Ellipta brands by implementing a successful roll out with a focus on highest potential customers.
Trust
Drive Performance by executing AND improving proficiency on the FLSL Capabilities by empowering and leading team to success in
18 line with GSK values
Scientific Knowledge Managing Performance Coaching & Selling Skills - good sell outcome of 55%
Measure:
Year-end Performance Rating on Capabilities: Performance on capabilities will be assessed throughout the year and will be documented as follows:
· Two 3 way visits with feedback documented in a coaching letter, of which one will be completed by an alternate coach
· Two Business Review discussions per year with your manager documented in a coaching letter
· Evidences on all 3 capabilities will be captured in both mid-year and year-end PDPs
Top Talent in Key Roles
· Proactive management of low performers, key talent attrition rate and short tenure voluntary turnover.
· Build capabilities aligned with our talent strategy in order to meet the shifts in our business environment & narrative.
· Develop robust succession plan for key sales leadership roles.
· Leverage FLP in key sales roles across the regions.
Successfully meeting all Job Requirements as outlined in the GSK Handbook for Sales Representatives
Measure:
Manager Assessment of the Job Requirements at year-end: Documented throughout the year in coaching letters. Evidences captured in your my Plan (in Workday)
Employee Feedback
· Maintain or increase rate of favourable response on the following areas of the GSK Employee Survey:
· GSK systems and processes make it easy for me to get my work done.
· GSK’s capability in digital, data and analytics is giving us a competitive advantage.
· I am able to prioritize my work and stop activities that do not add value.
Performance Assessment at a Glance
Gather evidence and hold regular performance conversations throughout the year
Share Overall Performance on Objectives Performance on GSK Relative Performance to peers Impact
Global Value Performance Expectations
Bonus Plan Exemplify and role model
Multiplier Multiplier all Expectations and where
appropriate hold others
2.0 1.3 1 Exceptional Exceed all objectives and accountable to them and Significantly delivered Delievered exceptional
performance and behaviours added value to
above peer group and business beyond scope
1.3 1.1 2 Outstanding Fully delivered objectives, Demonstrates to a high standrd Stronger performance and Delievered differentiated
and exceeded some and across the Expectations with no behaviours relative to peer value within business/
derailers and group and work area/team
1.0 1.0 3 Strong Delivered strong progress Demonstrates good evidence Performance or behaviours Delievered positive value
against all objectives and across the Expectations comparable to peer group and to business/work area/
and good progress towards team
demonstration of them, no
significant negative derailers and
0.7 0.9 4 Partial Met some but not all Is developing towards the required Performance or behaviours Delievered some added
objectives or standard across the Expectations, below that of peer group or value within business/
may have demonstrated some work area/team
negative behaviour or
0.0 0.5 5 Missed Did not meet majority of Failed to meet the standard on the Performance and behaviours Did not add value and/or
objectives and/or majority of Expectations and/oe not below that of peer group and/or negative impact
demonstrating progression and/or
Note: To achieve ratings of 1–3 there is a minimum requirement for employees to deliver on all of the core operational
requirements of their role and with no negatives against GSK Values.
19
Sales Bonus Plan Business
Performance
Individual
Performance 40%
60%
CapabSilaitlieessCFarapmabeiwliotireks–FFrairmsteLwinoerkSales Leader Our values and Our values Transparency Respect Integrity
First Line Sales Leader expectations Patient focus
Scientific Knowledge Leading Performance Coaching Selling Skills Our values and expectations are at the heart Our expectations Business Unit
of everything we do. They guide our actions Courage: Decisive, Ambition, Speaking up, Pace Sales Target*
and decision-making. Accountability: Results, Clarity, Prioritisation, Ownership
The capability to build The capability to drive territory The capability to coach your team Our DNA If it’s happening: If it’s not happening: If it’s happening: If it’s not happening:
comprehensive knowledge performance in line with GSK to sell confidently and – I make decisions guided by – I avoid having open and honest – I hold myself and others to – I consistently revisit decisions and
What (scientific, medical and technical) values, while leading individuals competitively using the PFSS
in others that provides value to to grow and develop through approach while leveraging our strategy, IPT priorities conversations to address conflict the commitments that we question them.
customers and builds trust coaching and feedback appropriate tools and multi- and values. or resolve the underlying issues. have made. – I avoid talking about things
channel selling tactics to – I pursue ambitious goals for the – I delay making decisions rather – I know which decisions I can
enhance the customer journey business, even when they appear than using my judgement to make and take ownership for that go wrong and lose any
out-of-reach, and move forward balance rigour and pace. making them. opportunity for learning.
Understands and leverages Assesses business Coaches to Patient Focused Our purpose at pace. – When I manage others, I am – I prioritise work that supports – I only feel responsible for my
brand strategy performance and gains insight Scientific Selling do more, – I make decisions and choices, cautious in making appointments, GSK’s strategy, and know what part of the project rather than
feel better, even when it is difficult to do so. always waiting until individuals I have to do to achieve results. working with others towards
live longer – I act with integrity and do the are 100% ready for the role. – I act responsibly in how I spend the overall outcome.
right thing – no exception, and – I make decisions without the company’s money. – I blame others for decisions
Our goal challenge when something considering the risk implications or projects that go wrong.
most innovative, looks or feels wrong. to our patients, consumers and
best performing to GSK.
Uses product and competitor Develops comprehensive and trusted Development: Skills, Learning, Adaptable, Curiosity Teamwork: Aligned, Connected, Inspiring, Inclusive
knowledge with customers district business plans Our strategy,
Embeds Multi-Channel selling values and If it’s happening: If it’s not happening: If it’s happening: If it’s not happening:
expectations – I ask for feedback and am – I keep feedback, knowledge – I have aligned objectives and – I focus solely on the work of
How Builds credibility through Innovation constantly learning, ensuring and learning to myself, rather than work together with my team, my direct team and do not
disease and pathology Performance that my skills meet changing sharing it with others. and other teams, in support spot opportunities to share
knowledge Implements, tracks and Leverages internal business needs. – I am unclear of my strengths and of the business. information or work together
adjusts plans as needed collaborative relationships Trust – I grow through challenging weaknesses and do not ask for – I understand how my work with other teams.
work and the people I work with. feedback to help me improve. contributes to GSK’s IPT – When I manage others, I am
Understands and leverages Leads team and individuals to Leverages external Our strategy – When I manage others, I pay – I choose to do things the way priorities and I use this to unsupportive of employees
patient profiles and treatment grow and develop collaborative relationships Bring quality, needed attention to what is happening they have always been done, inspire others. finding a way to work that
guidelines healthcare products to outside of GSK and ensure my even when circumstances – I welcome open discussion enables them to perform at
as many people as possible, organisation can adapt to meet change. by inviting and encouraging their best.
with our scientific and technical future requirements. – I neglect my development, or diverse ideas, styles and – I exclude those who are
know-how and talented people. – When I manage others, I give the development of others. perspectives. different to me or have different
feedback and provide people – I invest in relationships in my team perspectives.
In all areas, demonstrate understanding of and compliance with laws, codes of Our values and expectations with stretching opportunities and across other teams. – I am unclear of the connection
conduct, policies and frameworks in which we operate. • Patient focus • Courage to enable them to achieve between my team’s goals and
• Transparency • Accountability their potential. GSK’s strategy and IPT priorities.
• Respect • Development
• Integrity • Teamwork
GSK Handbook: First Line Sales Leaders - 2018 GSK Handbook: First Line Sales Leaders - 2018
* Each Business Unit (Respiratory Pharma, Shingrix, Nucala) will define its Sales Target to reflect their respective priorities
20
Individual Performance
60% Eligibility Criteria for Individual Performance is
based on Time in Field
Time in field* Capabilities Framework GSK Expectations
> 4 -12 months 30% 30%
< 4 months 0% 60%
* The Time in Field date refers to the date the employee is hired or returns / leaves from
field for employees on leave of absence
21
Business Performance
40% Each Business Unit will define its Sales Target
to reflect their respective priorities
Business Performance (40%)
Business Unit Sales Target
Respiratory (Ellipta portfolio) Weighted Regional Market Share
Nucala National Patients on Product
Vaccines National Sales Targets
22
GSK Handbook:
Sales Representative
The following section provides the FLSL with the
GSK Handbook for Sales Representatives as
referenced on pages 24-39.
Job Requirements - Sales Representative
Living our values is an overarching
expectation that flows through the
Purpose fundamental requirements for each
employee at GSK. You are expected
The Sales Representative Job Requirements provide the minimal performance to act as a role model, ensuring
requirements for field-based Sales Representatives. everything you do is in line with our
P erform and Develop as a Sales Representative values, serving patients and customers.
• Project a professional image at all times. As the face of GSK, never engage in behaviours that may bring disrepute to
GSK or its image. This includes, but is not limited to professional dress and respectful and inclusive language and behaviour.
• Communicate regularly with First Line Sales Leader (FLSL).
• Utilize best-selling efforts each day to profitably contribute to the business in a values-based way.
• Accept personal responsibility to complete all job duties in a timely fashion as defined by the Company. Examples include, but are not limited to, the following:
-Meet requirements for call activity as defined by your district/region/division.
-Meet requirements for time in territory established in each district/region/division.
-Meet call entry requirements as defined by your district/region/division.
-Check emails, field communications, voice mails, and cell communications and respond as appropriate within designated time frames.
• Successfully complete all mandatory and expected initial and ongoing training within designated time frames.
• Successfully pass Scientific Knowledge certifications within designated time frames.
• Create a business plan outlining tactics, activities, and resources within designated time frames.
• Prepare for and fully participate in the coaching day activities, to include:
-Participate in minimum required work contacts with FLSL or alternate coach.
-Provide employee feedback in the coaching letter within designated time frame.
• Update and complete my Plans in Workday at a minimum of three times per year (objective setting, mid-year and year-end).
-Work jointly with your FLSL to improve your performance should any performance gaps be identified.
• Ask questions or seek assistance from your FLSL if job requirements and expectations are unclear.
• Demonstrate ADP behaviours by using ADP fundamentals in daily activities (especially the critical behaviours identified by the local organization)
24
Demonstrate GSK Values
Adhere to GSK policies and procedures and GSK Values, including, but not limited to, the GSK Code of Conduct,
the Canadian Code of Practice (CCP) and the Fleet Policy.
Patient Focus
• Represent GSK in a way that puts patients first and protects GSK’s reputation.
• Exercise ethical decision making by applying the letter and spirit of policies to each situation.
• Use only GSK-approved resources during customer interactions (eg, selling materials, patient education).
Respect
• Always treat customers, coworkers, managers, and the Company with dignity and respect.
• Accept personal accountability for respectfully delivering on commitments to build trust of customers, management, and coworkers.
Transparency
• Ensure that all written communication is accurately recorded in a timely and complete manner and consistent with local GSK policies, standard and
procedures, including Write Right policies.
• Report all Adverse Events within 24 hours to the Med Info (1-800-387-7374 or [email protected]).
Integrity
• Review, understand, and comply with GSK policies, standards and procedures (including the Code of Conduct, the Canadian Code of Practice and all
Fleet Policies) and Company Values; always “Speak Up” when you see or suspect inappropriate actions.
• Ensure that all interactions with customers comply with these policies and procedures and that these interactions reflect the highest integrity.
• Accept responsibility for data completeness, accuracy, and timeliness.
• Complete all expense reports on an accurate and timely basis and in full compliance with the T&E policy.
• Accurately record customer calls on a daily basis consistent with the approved call definition.
• Adhere to Write Right guidelines in all written communications.
25
OOuur rVvaalulueessaannddExpecOutrvaalutesions Transparency Integrity
expectations Patient focus Respect
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Our values andof everything we do. They guide our actions CPoautriaegnet :foDceucsisive, AmbTirtiaonns, pSapreeankicnyg up, PacReespect
expectationsand decision-making.
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do more, –atI mpaackee. decisions guided by ––caWlcoIawahuor avetnrioeyonvssieudIorswmslhviaaanaeitvtnimiotinanhngaggeskeuuoitnnoonpgttdeiahleandeinprdraldysprni,ieonvdIsgiindashtumimoscasnoleusennesftlstsic., t ––IIGphhtIhShaareivovKoeelrc’dsitotmiosmsmatedrymdaswoetieeto.tmlgofrkeyaa,nntcahtdhsnaiodtethtsvhkaeunetporrwsepwsoetuorwtlsthsa. t –thIeavooviedratalllkoiuntgcoamboeu. t things
feel better, – eI moavenuandrksewvtarhdalueeteencgsisi.tyi,oisInPdsTifafpincrdiuolctrihttiooeisdceoss,o. –arIede1l0a0y%marekiandgydfoercitshieonroslera.ther ––IthaImmeckaantckkoroeienwmsgappwntoadhhnneitcsyma’ihsbk.eldmyeoioncwnishenioyeo.wrnsshI Iispcpafeonnrd – oI btorhlppaaprmtoogejreotcouwtntshirteotyhrnsfaogtfrogalrenodadwrenlcorionissngeiog.an.nsy
live longer ––rIcloiahgboaIocptauhuktlupttsls-ewiratonshnocfeiuigt-renhseref.geseiaan,we–mcetlheshvnbege,woinrtaniirteonsoywxudoncahsmgmeneg.pdenoottvdihtaoehiolnnsefg,toyfhaoraewnrpdtaphreedar – Icmtbohnaaalskaniednucedsereiinncrggigismotiohuyenrsjrauiwsndkdgiteihpmmoapuceltienc.tattoions – I prioritise work that supports – I only feel responsible for my
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best performing always waiting until individuals the overall outcome.
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–
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Our strategy, – I grow through challenging weaknesses and do not ask for – I understand how my work with other teams.
values and Ifwiotr’sk ahnadptpheenpienogp:le I work with. Iffeiet’dsbnacokt thoahpeplpemnienigm:prove. Ifcoitn’stribhuatpeps etonGinSgK: ’s IPT –IfWith’esnnIomtahnaapgepeonthienrgs,: I am
Our strategy expectations ––oaWotbctIurthgahotueasasensntinkdnistnmiiteosfeIaoanysmonrtsstfitfaolokeyGnnnielwelaleSsdceghabaKdmearnanstaeoci.aninektsdhgdtahea,cneaprehsdnptna,sptsnaIoueugmprnrmeiainniynegmggeyt ––tIehcIsaveehhknyenaoderhowilpnaeshgvaefeereitnnteoainwdlcdwgbiiotraahctyoctuohskmmit,nbhskygeentssearoesnntwl.hfc,dleeeroasdwntgheaee,yr than –pIrihoarivtieesalaignndeIduosbejethcitsivteos and –uInfsoucpupsosrtoivleelyoof nemthpelowyeoerksof
–fuItgurroewretqhuroiruegmhenchtsa.llenging –chI aamnguen. clear of my strengths and inwspoirrketootgheetrhse. r with my team, finmdyindgireacwt ateyatmo wanodrkdtohantot
Bring quality, needed Innovation – Wwhoernk aI mndanthaegepeoothpelersI,wI goirvkewith. – Ibwoaynfeindtlhcvoeiotitmnbhgeuersaoitnnepedaesmnesns.dc,isioncuusrasugspiiponongrt esnpabotleosptphoermtutnoitipeesrftoorsmhaarte
healthcare products to –feWedhbeancIkmaanndapgreovoitdheerpse, oI pplaey thinefior rbmeastti.on or work together
as many people as possible, Trust waitthtesnttrieotnchtoinwghoaptpisorhtuanpiptieensing – I ewxicthluodtehethrotesaemwsh. o are
toouetnsaidbeleotfhGemSKtoaancdhieenvseure my –dWiffehreenntI tmoamneagoer ohathveersd,ifIfearment
with our scientific and technical Performance thoerigrapnoisteantitoianl.can adapt to meet – Ithnfweeeeegdadlekebvncaeetclsomkspytemosdeheanevntlepdolomdfpooemtnhiemoenrtpts,ar.oosvkref.or –dIivuenrsdeerisdteaansd, shtoywlesmaynwdork puenrsspuepcptoivretisv.e of employees
know-how and talented people. – I choose to do things the way pceorsnptreibcutivteess.to GSK’s IPT – GIbatfeeihSmnntewdKaiurbie’nsnblegescnestlasermtatahw.tyreeaomtgyefyatttoamohnew’psdceogIorrPfoknoTantrhlmespacrataitonitordinties.
– IainpinndrvsioeparsicirtterieoinosstrsaheneoladrttshioI.eunrssteehaiptmhsissin.tomy team
Our strategy they have always been done,
OBurrinvgaqluealsitya, nedeedxepdectations
• hPeaatilethnct aforecupsrodu•ctCsotourage Trust even when circumstances – I welcome open discussion
• aTsramnsapnayrepnecoyple a•sApcocsosuibntlea,bility
• wRiethspoeucrtscientific• aDnedvetelocphmniecnatl change. by inviting and encouraging
• kInntoewgr-ithyow and ta•leTnetaemdwpoerokple. future requirements. diverse ideas, styles and – I exclude those who are
– I neglect my development, or perspectives. different to me or have different
– When I manage others, I give the development of others. – I invest in relationships in my team perspectives.
Our values and expectations feedback and provide people
• Patient focus • Courage
• Transparency • Accountability with stretching opportunities and across other teams. – I am unclear of the connection
to enable them to achieve between my team’s goals and
• Respect • Development their potential. GSK’s strategy and IPT priorities.
• Integrity • Teamwork
26
Sales Capabilities Framework – Sales Representative
Sales Capabilities Framework
First Line Sales Leader
Scientific Knowledge LeBaudsiinngesPsePrfloarnmnianngce CoacShienlglinSgeSlliknilglsSkills
What TThhee ccaappaabbiillity to bcuoinldsistantly and The capability to udsrievecutesrtroitmoeryr The capability ttoo ccoomacbhinyeoaulrl team
csokmillpfurlelyheanpspilvyeckonmopwrleehdegnesive panerdfopramtiaenct einisniglihnteswinitdheGvSelKoping
(ksncoiewnlteidfigc,em(secdieicnatlifaicn,dmtecdhicnailcanl)d vbaulsuiense,sws hpillaenlseawdhinicghinadreivaidliuganlesd etolesmeellnctsonoffidtheentplyataienndt focused
itnecohthneicrasl)ththaat tpprorovvidideessvvaalulueetoto twoitghroswtraatnegdiedse.vIemloppletmhreonutgahnd sccoimenpteiftiictivselylinugsianpgptrhoeacPhFSanSd
ccuussttoommeerrss aand builds trust ctroaacckhpinegrfoarnmdafneceedbtharcokugh caopnpsroisatcehntwlyhailpeplleyvkenraogwinlegdge
measurement and making anpdprsoepllriinagtestkoiolllsstaonhdemlpumltoi-ve
cuhsatnonmeel rsselalilnogngtatchteiccsutsotomer
relevant adjustments jeonuhrannecye the customer journey
UUnnderstandsinagnadnldevleevreargaegsing ATessrreitsosreyspberufsoirnmeasnsce PCaotaiecnhtefsoctousPeadtieSnctieFnoticfiucsed
bbrraand strategy paessrfeosrmsmaenncte and gains insight Seclileinngtific Selling
UUssesinpgropdroudcut catnadncdocmopmeptietotirtor DGevneelroaptisngcoinmspigrehht ensive MEmulbti-eCdhsaMnnueltil-sCehllainngnel selling
kknnoowledge with customers district business plans
How BBuuildsincgrecdreibdiilbitiylittyhrtohuroguhgh
ddiissease and pathology
kknnoowledge IDmepvlelmopemntesn, ttroafcbkussainnedss ILnetevrenralgceosllianbteorrnaatilve
apdlajunsts plans as needed rceolallatiboonrsahtipvse relationships
UUnnderstandsinagnadnldevleevreargaegsing LImeapdlesmteanmts,atrnadckinsdaivniduals to ELextveerrnaaglecsolelaxbteorrnaatilve
ppaattient profiles and treatment gardojuwstasnpdladnesvelop rceolallatiboonrsahtipvse relationships
gguuiidelines
In all areas, demonstrate understanding of and compliance with laws, codes off
conduct, policies and frameworks in which we operate.
27
Sales Capabilities Framework – Sales Representative
Scientific Knowledge Business Planning Coaching Selling Skills
What The capability to consistently and The capability to use customer The capability to combine all
skilfully apply comprehensive and patient insights in developing elements of the PFSS approach
knowledge (scientific, medical business plans which are aligned including good sell outcome
and technical) that provides value with strategies. Implement and concept and consistently apply
to customers and builds trust track performance through knowledge and selling skills to
measurement and making help move customers along the
relevant adjustments customer journey
Understanding and leveraging Territory performance Patient focused scientific
brand strategy assessment selling
Using product and competitor Generating insight Multi-channel selling
knowledge with customers Internal collaborative
relationships
How Building credibility through disease Development of business plans
and pathology knowledge
Understanding and leveraging Implements, tracks and adjusts External collaborative
patient profiles and treatment plans relationships
In all areas, demonstrate understanding of and compliance with laws, codes of conduct,
policies and frameworks in which we operate.
28 GSK Handbook: Sales Representative - 2018
Patient Focused Scientific Selling (PFSS)
29
PPaattiieennttFFooccuusseeddSSciceinetnifticifiSceSllienlglin–gSt–epSste1-p3s 1-3
1. Prepare • Prepare to sell by setting an appropriate commercial objective based on customer and
to sell patient insight
• Build customer insight and patient knowledge
2. Open the • Identify ASMART sales call objectives
sales call • Plan the sales call
3. Uncover • Open the sales call by articulating a commercial objective that is linked to a patient type
opportunities and a competitor
• Be aware of the practice environment and read the situation
• Open with a patient focused purpose (Patient Type)
• Build trust through sharing relevant data or linking to identified patient type
• Identify and develop the sales opportunity through insightful questioning and active
listening
• Use insightful questions to understand customer’s treatment goals, motivations and
challenges
• Apply knowledge and insight to uncover opportunities
• Identify and develop the sales opportunity through insightful questioning and active
listening
30
PPaattiientt FFooccuusseeddSSciceinetnifticifiSceSllienlglin–gSt–epSste4-p6s 4-6
4. Align on • Align on a brand benefit that meets the patient need; the HCP is able to articulate the
brand emotive benefit to the patient
and address
objections • Align the brand features and benefits to identified patient needs (or sales opportunity)
• Position brand features and benefits, supported by appropriate resources, to address
identified needs
• Confidently address customer objections utilising the APACT model
• Acknowledge when there is a need that GSK cannot solve
5. Close with • Close & gain agreement with the HCP to Rx, in place of a named competitor, or take
commitments action for the agreed patient type
• Close by asking for a specific commitment to patient type discussed or alternative action
• Agree on follow up and next steps
• Bridge to your second position brand (if applicable)
6. Analyse • Self assess your achievement of call objective and plan appropriate next steps
sales call
• Reflect on the conversation and what you learned about the customer
and plan
next steps • Self-assess your impact (Sales call objective achieved? What will you do differently next
time?)
• Make a plan for the next sales call to build continuous patient dialogue with the
customer
31
Red Zone Behaviours - Sales Representative
Appropriate Sales Messages Promotional and Sales Materials Excluded Specialties
• Not providing fair balance: each product sales call should contain • Using any materials not approved by GSK or misuse of approved • Selling or promoting products to HCP(s) who would not reasonably
a balance of efficacy and safety information materials be expected to prescribe the product for the approved indication and
• Using expired materials
• Off-label sales and promotion: Only approved products, their • Not having an up to date Product Monograph for the products you patient population, consistent with the approved Product Monograph
indications and accurate information should be discussed (“PM”), unless there is a robust rationale that is clearly documented in
are promoting the call notes for the visit
• Soliciting an off-label question: off-label questions should be
initiated by the customer, and GSK written standards for answering Travel & Expenses (T&E) Call Notes, Call Entry and
them should be followed other Communications
• Failure to submit appropriate documentation and receipts for
• Inappropriately positioning our products relative to expenses in accordance with GSK T&E policy
competitors including expressing personal opinions to augment or
supplement GSK’s position and linking our efforts to improving the Sample Management • Failure to ensure the content entered into the free text and call type
customer business fields accurately reflect Sales Representative activities and are
consistent with GSK policies, standard and procedures, including
Medical Information and • Non appropriate sample inventory management and proper Write Right principles
behaviour regarding sampling practices:
Reporting Adverse Event • Storage conditions and sample inventory not aligned with • Not using “Write Right” principles when creating emails, or other
Sample management SOP documents and communications
• If an off-label question is received, failure to correctly state approved • Expired samples or samples no longer approved for distribution being Training and e-Learning Certification
• messaging and capture the HCP question and signature in the stored or distributed
medical information form within the enhanced GSK360 eSampling • • Selling/promoting a product without having completed all required
iPad application • Sampling thresholds not aligned to Sample management SOP product training and elearning
If an adverse event event is mentioned, failure to report it Samples being distributed to other HCPs: samples must be
distributed to physicians only
• Sales Representative removing expired samples from clinics/hospitals
Territory Business Planning Provision of Meals to HCPs/Customers Commercial Booths
• Failure to develop and implement territory action plans in compliance • Failure to demonstrate adherence to applicable GSK policies • Sales Representative not meeting all requirements
with the standardized process, including Write Right principles and Use (including CCP and T&E), SOPs and guidance when included in GSK policies and SOP when engaging in a
of territory/individual sales data policy provision of meals to HCPs/ customers is involved. conference where a commercial booth has been purchased
Information Sessions and Group Sells Company Car Policies and Procedures
(with or without meals)
• Failure to demonstrate that the information session or group • Sales Representative not demonstrating adherence to company car policies and procedures
sell is implemented and managed with good governance and
in compliance with applicable GSK policies & SOPs
Various
Failure to comply with or directly violating any of GSK’s policies/SOPs • Quid pro quo arrangements (i.e.: an arrangement by which one person provides an item of value to another
including but not limited to: in order to induce the other to take action favorable to the one who provided item of value)
• harassment or discrimination
• conflict of interest, Encouraging or directing others to engage in Red Zone behaviours.
• falsifying company records, Having knowledge or observing a GSK’s policy or SOP violation and not reporting.
• protecting company information, technology resources and personally identifiable information
• Providing any business service to the customer (e.g. processing paperwork for a customer)
This is not intended to be an exhaustive list but is presented for illustration purposes. All employees are expected to understand and comply with the Canadian
Code of Practice and all other policies and procedures established by GSK – as well as exhibit GSK Values in all that they do.
32
Assessment Plan - Sales Representative
Minimum 6 coaching days gathering evidences on the
GSK Expectations + the Sales Capabilities Framework
(Selling Skills, Business Planning, and Scientific Knowledge)
*2 coaching letters are
to be completed by an alternate coach (AC)
Coaching Coaching Coaching Coaching Coaching Coaching
letter letter AC* letter letter letter AC* letter
Year-end
Capabilities GSK
Framework
= Expectations
Final PR
The minimum 6 Coaching Letters may be any combination of the 2 new Veeva Coaching Reports (Good Sell Outcome or Business Planning)
based on need.
33
My Plan – Sales Representative
Strategic Performance Objective
Priority
Lead by example by demonstrating objective evidences across the GSK values and our 4 new GSK expectations
Cross-IPT
Courage Accountability Development Teamwork
Measure:
Year-end Performance Rating on GSK Expectations: Gather evidences that demonstrate your progress against the 4 new GSK Expectations
throughout the year. Managers will use evidences of GSK expectations to assess how you performed against your objectives relative to peers
as per impact and added value to GSK’s business, your work area/team.
Innovation Effectively share new data in an innovative manner with HCPs to accelerate uptake of Ellipta portfolio with a strong focus on competitive selling
Accelerate movement of launch to growth phase of key Ellipta brands by implementing a successful roll out with a focus on highest
potential customers.
Drive Performance by executing AND improving proficiency on the Sales Capabilities
Performance Scientific Knowledge Business Planning Selling Skills - good sell outcome of 55%
Measure:
Year-end Performance Rating on Competencies: Performance on selling skills, business planning and scientific knowledge will be assessed throughout the year and
will be documented in a minimum of 6 coaching letters of which 2 will be completed by an alternate coach.
Trust Successfully meeting all Job Requirements as outlined in the GSK Handbook for Sales Representatives
Measure:
Manager Assessment of the Job Requirements at year-end: Documented throughout the year in coaching letters. Evidences captured in your my Plan (in Workday)
34
Sales Progression Pathway
Grade 10 to 9
2 out of 3 years you must have a performance rating (PR) of 2 or above
with nothing below PR of 3. Regional Leadership Team approval required.
Grade 9 to 8
3 out of 3 years, you must have a performance rating (PR) of 2 or 1.
SLT approval required.
The Final Performance Rating (PR) is a Combination of your PR on
ales Capabilities and your PR on GSK Expectations as assessed
by your FLSL throughout the year.
*3 yrs in the same role is an expected timeframe to be promoted to the next grade level
35
Coaching Letters
Minimum 6 coaching days per year, including 2 with an Alternate Coach
1:1 discussion
Comm Cells Emails
Coaching Coaching
Letter #1 Letter #2
Traction Business
Day Planning
The Coaching Letter will document coaching feedback on Selling Skills observed in the field
as well as evidences on all Capabilities (SK, BP, SS) observed during other activities that
occured since the last Coaching Letter
36
Sales Bonus Plan Business
Performance
Individual
Performance 40%
60%
CapabSilaitlieessCFarapmabeiwliotireks–FFrairmsteLwinoerkSales Leader Our values and Our values Transparency Respect Integrity
First Line Sales Leader expectations Patient focus
Scientific Knowledge Leading Performance Coaching Selling Skills Our values and expectations are at the heart Our expectations Business Unit
of everything we do. They guide our actions Courage: Decisive, Ambition, Speaking up, Pace Sales Target*
and decision-making. Accountability: Results, Clarity, Prioritisation, Ownership
The capability to build The capability to drive territory The capability to coach your team Our DNA If it’s happening: If it’s not happening: If it’s happening: If it’s not happening:
comprehensive knowledge performance in line with GSK to sell confidently and – I make decisions guided by – I avoid having open and honest – I hold myself and others to – I consistently revisit decisions and
What (scientific, medical and technical) values, while leading individuals competitively using the PFSS
in others that provides value to to grow and develop through approach while leveraging our strategy, IPT priorities conversations to address conflict the commitments that we question them.
customers and builds trust coaching and feedback appropriate tools and multi- and values. or resolve the underlying issues. have made. – I avoid talking about things
channel selling tactics to – I pursue ambitious goals for the – I delay making decisions rather – I know which decisions I can
enhance the customer journey business, even when they appear than using my judgement to make and take ownership for that go wrong and lose any
out-of-reach, and move forward balance rigour and pace. making them. opportunity for learning.
Understands and leverages Assesses business Coaches to Patient Focused Our purpose at pace. – When I manage others, I am – I prioritise work that supports – I only feel responsible for my
brand strategy performance and gains insight Scientific Selling do more, – I make decisions and choices, cautious in making appointments, GSK’s strategy, and know what part of the project rather than
feel better, even when it is difficult to do so. always waiting until individuals I have to do to achieve results. working with others towards
live longer – I act with integrity and do the are 100% ready for the role. – I act responsibly in how I spend the overall outcome.
right thing – no exception, and – I make decisions without the company’s money. – I blame others for decisions
Our goal challenge when something considering the risk implications or projects that go wrong.
most innovative, looks or feels wrong. to our patients, consumers and
best performing to GSK.
Uses product and competitor Develops comprehensive and trusted Development: Skills, Learning, Adaptable, Curiosity Teamwork: Aligned, Connected, Inspiring, Inclusive
knowledge with customers district business plans Our strategy,
Embeds Multi-Channel selling values and If it’s happening: If it’s not happening: If it’s happening: If it’s not happening:
expectations – I ask for feedback and am – I keep feedback, knowledge – I have aligned objectives and – I focus solely on the work of
How Builds credibility through Innovation constantly learning, ensuring and learning to myself, rather than work together with my team, my direct team and do not
disease and pathology Performance that my skills meet changing sharing it with others. and other teams, in support spot opportunities to share
knowledge Implements, tracks and Leverages internal business needs. – I am unclear of my strengths and of the business. information or work together
adjusts plans as needed collaborative relationships Trust – I grow through challenging weaknesses and do not ask for – I understand how my work with other teams.
work and the people I work with. feedback to help me improve. contributes to GSK’s IPT – When I manage others, I am
Understands and leverages Leads team and individuals to Leverages external Our strategy – When I manage others, I pay – I choose to do things the way priorities and I use this to unsupportive of employees
patient profiles and treatment grow and develop collaborative relationships Bring quality, needed attention to what is happening they have always been done, inspire others. finding a way to work that
guidelines healthcare products to outside of GSK and ensure my even when circumstances – I welcome open discussion enables them to perform at
as many people as possible, organisation can adapt to meet change. by inviting and encouraging their best.
with our scientific and technical future requirements. – I neglect my development, or diverse ideas, styles and – I exclude those who are
know-how and talented people. – When I manage others, I give the development of others. perspectives. different to me or have different
feedback and provide people – I invest in relationships in my team perspectives.
In all areas, demonstrate understanding of and compliance with laws, codes of Our values and expectations with stretching opportunities and across other teams. – I am unclear of the connection
conduct, policies and frameworks in which we operate. • Patient focus • Courage to enable them to achieve between my team’s goals and
• Transparency • Accountability their potential. GSK’s strategy and IPT priorities.
• Respect • Development
• Integrity • Teamwork
GSK Handbook: First Line Sales Leaders - 2018
* Each Business Unit (Respiratory Pharma, Shingrix, Nucala) will define its Sales Target to reflect their respective priorities
37
Individual Performance
60% Eligibility Criteria for Individual Performance is
based on Time in Field
Time in field* Capabilities Framework GSK Expectations
> 4 -12 months 30% 30%
< 4 months 0% 60%
* The Time in Field date refers to the date the employee is hired or returns / leaves from
field for employees on leave of absence
38
Business Performance
40% Each Business Unit will define its Sales Target
to reflect their respective priorities
Business Performance (40%)
Business Unit Sales Target
Respiratory (Ellipta portfolio) Weighted Regional Market Share
Nucala National Patients on Product
Vaccines National Sales Targets
39
Notes
40
Notes
GSK Handbook: First Line Sales Leaders - 2018 41
Notes GSK Handbook: First Line Sales Leaders - 2018
42
Notes
GSK Handbook: First Line Sales Leaders - 2018 43
2018
First Line Sales
Leader Handbook
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