With a business model built on innovation, we rely on talented and well-educated employees. At nearly all sites, Merck faces the challenge of attracting and retaining the necessary talent for the company.
Especially in Europe and the United States, the situation will intensify in the medium and long term due to demographic changes and the resulting shortage of qualified experts. In emerging economies, we face the challenge of high turnover rates and rapidly changing framework conditions. Merck is continually seeking chemists, engineers, IT specialists, management experts, pharmacologists, physicians, biostatisticians and biochemists. In 2010, we launched a campaign to position Merck as an attractive employer in all markets. The campaign is entitled “Make great things happen,” and is aimed at establishing Merck as an employer that provides opportunities to work on interesting, innovative products while pursuing a variety of career opportunities in an international, motivating and respectful work environment. In addition, the campaign is also intended to reflect our strong social responsibility and our commitment to reconciling the demands of a career and a family as well as work and leisure. So that the company addresses the right topics, Merck conducted a systematic analysis of the interests, views and demands of employees and potential applicants working in the key strategic fields that will be most needed in the coming years.
In 2008, we had already started introducing a global electronic recruiting platform. In 2009 and 2010, this platform was rolled out in China and Mexico, and the integration of Merck Millipore began. At the end of 2010, nine countries covering 37% of employees were working with this platform; by the end of 2011, the scope will increase to 20 countries with about 57% of employees. The selection of new employees is based on the Merck Competency Compass, which we use to identify and attract outstanding employees – both internally and externally. We offer experts, for example research scientists, the opportunity to pursue special career paths.
At the end of 2010, we developed a more comprehensive approach to strategic manpower planning. In addition to filling vacancies, we will plan our long-term personnel needs. We will identify suitable employees internally and externally and maintain contact to them in order to able to deploy them. This approach will be further developed in 2011 and implemented throughout the organization.
