At Thermo Fisher, we want all colleagues to achieve their full potential and career aspirations. We are committed to the development of our diverse, global workforce, enhancing their skills and knowledge to achieve current and future business objectives. Talent is the differentiator to a successful future, and we’ve instituted a range of tools, technologies, processes and programs to ensure we are attracting, cultivating and retaining our talent. From our colleague referral program to our Graduate Leadership Development Program, we continue to build strong internal and external sourcing. Talent Development at Thermo Fisher is an organizational capability; that is, we actively manage our talent through deliberate, intentional rotations.
Our executives and leaders participate in frequent discussions around organizational talent, leveraging workforce data and predictive analytics to
better anticipate the needs of our business based on growth and market demand.
of positions filled by internal candidates
of global leadership hires filled internally
of global leadership hires were women
First impressions count. Thermo Fisher actively evolves our onboarding approach as we strive to continuously elevate each new colleague’s experience. The New Colleague Onboarding program is designed to create a sense of belonging, instill both confidence and competence in our new colleagues as they move into their new roles, and align them with our Mission. This begins with a series of easy to-navigate tasks and checklists during our candidate pre-hire experience that seamlessly transition into an interactive and engaging onboarding journey spanning their first 90 days.
Managers are critical to this new colleague experience and are supported with a series of resources and action items, including the development of customized 90-day onboarding plans and an automated process for assigning new colleague ambassadors, which help create a sense of belonging from day one. By equipping our new colleagues with the tools they need to be successful in their roles and connecting them to our values and Mission, we create the environment for them to begin building their Thermo Fisher careers.
Our inclusive culture values the power of diverse talent, backgrounds and experiences. We embrace the unique qualities of each of our colleagues, providing them with the freedom and support to enable cutting-edge thinking that results in successful business outcomes for our customers.
To ensure we are attracting talent from diverse candidate pools, we have a dedicated team that specializes in diverse recruiting, verifying that our job advertising is inclusive and removes unconscious bias. We also have partnered with organizations that represent various heritage and identity groups to streamline our diverse recruiting strategy. Our partners include renowned organizations such as the National Society for Black Engineers (NSBE) as a Board of Corporate Affiliates (BCA) partner, Society of Women Engineers (SWE), Society of Hispanic Engineers (SHPE), Out in Science, Technology, Engineering, and Mathematics (oSTEM), and National Black MBA Association (NBMBAA) at the national and local levels.
Our talent acquisition leaders ensure we focus on building deeper relationships with diversity-focused organizations to foster understanding and sustained relationships that maximize results over time. In recruiting top talent from underrepresented racial and ethnic groups, we actively target a broad range of experience levels, including recent graduates, mid-level managers and senior executives. Once onboarded, our new colleagues are supported by resources and long-term networks that ensure they are set up for success.
Our talent is a key differentiator. Thermo Fisher is dedicated to retaining and growing our talent to meet our business needs of the future and to provide our colleagues with the opportunity to have a long and successful career here. Every employee is driven to achieve, and it’s our responsibility to invest in their potential. We consider a multi-tactic approach to development, including formal and self-paced training, networking opportunities, on-the-job stretch learning, strategic and data-driven talent management, coaching, mentoring, and manager development.
The first major task for our new hires is to complete the onboarding process, which can be daunting to navigate as they learn Thermo Fisher’s terminology, organizational structure and information systems. Through our newly deployed Colleagues Service Center, our new colleagues are provided visibility to the end-to- end onboarding process to track progress, with automated tasks and checklists, centralized information storage and a user-friendly single sign-on process.
Collaboration between an employee and their manager is the best formula for ensuring strong performance and development growth. To equip our managers and employees with the tools for success, we support an annual performance management development (PMD) process with checkpoints throughout the year and encourage ongoing dialogue between checkpoints. The PMD process is available to all employees and ensures employee and manager alignment on measurable targets, resulting in tangible progress that can be reviewed at year-end, providing information for rewards such as compensation and long-term incentive decisions. Regular discussions throughout the year ensures our colleagues are clear on their priorities and provides more opportunities for individual development to help them reach their full potential and achieve their career aspirations.
Ongoing employee development is critical to our success as a company. We ensure that our colleagues can develop their skills and achieve career objectives through a variety of tactics, including on-the-job and formal learning.
Whether improving a specific professional skill such as influence or negotiation, or honing a management or leadership skill necessary to guide a team and enable their development, we offer a mix of self-service and on-demand programming in partnership with formal learning opportunities. Our investment in our colleagues deepens our high-quality internal talent pool and enables our colleagues to advance. Our global mobility benefits further support our colleagues who are ready for a new career chapter. By focusing on internal talent, we also enable a deeper understanding of the business and areas where we most need targeted skills development.
Additional training is available to, and in many cases mandatory for, all colleagues on specific topics such as Practical Process Improvement (PPI), diversity and inclusion, ethics and anti-bribery, our EHS management system and our quality management system.
When developing skills for a highly focused career path, we nominate employees for year-long, function-specific leadership programs. By deepening the content to align more directly to a function’s competencies, our emerging leaders in functions such as human resources, general management, research and development and operations are more equipped for success the day they step into that next critical role.
Managers play a critical role in the development and engagement of our employees. That’s why we provide them with a suite of resources for their development. Every manager is invited to our people manager broadcast series, a monthly webinar and newsletter. Topics include material relevant to the development of their teams and themselves such as talent management and strategy. Additionally, aspiring and new managers can explore tailored learning paths, including networking opportunities and leadership exposure, to learn more about what it means to lead others.
visits to professional, management, leadership and executive curricula
professional, management and leadership development resources
While we offer tailored development solutions for specified functions and role profiles, we leverage our digital corporate university to ensure our development opportunities are universally accessible. Thermo Fisher University hosts a robust collection of professional, management, leadership and executive programs with a variety of self-paced microlearnings and programming such as e-learnings, books and book summaries, articles, TEDTalks, virtual-led training and more.
Networking is about relationships. Our BRGs provide networking opportunities and mentorship programs both locally and globally in order to advance communications, education and career opportunities for heritage and identity groups.
And while we offer robust learning resources internally, we know there are more growth opportunities out there. Benefits programs such as tuition reimbursement can help to open the door to ongoing learning. Whatever their next step, we can help our colleagues get there.
The Developing Emerging Leaders program was designed for our high potential leaders to equip them with the necessary knowledge, skills, and behaviors to lead their teams and achieve key performance goals. The program focused on helping leaders understand their own leadership strengths and opportunities, how their business unit operates within the overall strategy of the organization, and how to effectively lead others.
This comprehensive program includes virtual instructor-led training, self-paced learning, performance-based application plans, networking opportunities, and, for each leader, the development of a personal brand. Since its launch in 2016, it has delivered 50 global training sessions for 800+ high-potential leaders in nine countries.
Thermo Fisher’s General Manager (GM) Development program, bringing the total number of graduates to 71. Thermo Fisher’s General Manager (GM) Development program is a year-long leadership development journey designed to accelerate the success of early entry GMs and critical pipeline leaders ready to move into a GM role. The program focuses training around three key areas: talent management, strategy development and execution, and financial and commercial acumen. Each training module is sponsored by a member of our senior leadership team, and many of them, including CEO Marc Casper, conduct individual lessons within the module. The training program also consists of a leadership assessment, coaching and mentoring, and in-person and virtual learning sessions throughout the year.
We fuel our growth strategy with integrated, differentiated talent solutions that promote a diverse workforce and elevate the colleague experience across the talent life cycle. Our talent management strategy is anchored by our core performance and succession planning processes, which are complemented by deliberate job rotations as well as formal and informal development opportunities.
Our Human Resources Review processes include our talent management team meeting twice yearly with the Chief Executive Officer (CEO), Chief Operating Officer (COO), Chief Human Resources Officer (CHRO), Vice President of Global Talent and additional business and functional leaders to discuss every executive in the Company, along with their respective succession and talent pipelines. Additionally, our management teams hold monthly calls with the COO, EVP and CHRO to discuss the progress of our talent strategy and where to focus our efforts as we continue to grow.