Human Resources Leadership Development Program

HRLDP (Human Resources Leadership Development Program) was developed by Johnson & Johnson as a master's-level graduate in human resources or related disciplines.

This program requires two and a half years of commitment and rotates the individual through several different programs that provides education and experience.

Johnson & Johnson's human resource strategy was implemented in 1997. This program includes many key aspects of corporate culture, leadership and global strategies that integrate into one single global human resource program. This program has allowed Johnson & Johnson to diversify their current employees, raise the standards for future employees, and redefine the standards of leadership within Johnson & Johnson.

Rotational assignments offer a challenging and dynamic on-the-job experience which immerses the participants in a variety of work experiences and allows the individual to grow while working side-by-side with senior human resource leaders to implement critical strategies that will impact the future of the organization.

Training involves in-depth classroom and online instruction which helps develop the skills and knowledge needed for induction into the family of Johnson & Johnson. Participants are allowed to study a wide range of topics from Johnson & Johnson's Global Leadership Profile and are later supplemented by coaching and mentoring.

Johnson & Johnson has a global leadership program that defines and promotes the critical behaviors that characterize and establish leadership at all levels of their organization. It serves as a means of self-assessment as well as a tool to support effective discussion between employees and their managers. This guides all employees to promote a consistent approach to selecting and developing leaders within their more than 200 companies worldwide. Leadership Profile has at its core the basis of development planning which provides a pipeline of exceptional talent within their organization, and key business roles across the world.

Johnson & Johnson has been corroborating with UCLA and developed a program that is exclusive for directors and leaders of community based health care organizations. UCLA Health Care Executive Program is limited to organizations that are currently funded by the Health Resources and Services Administration of the U.S. Department of Health and Human Services.

This program is intensive training for two weeks, and provides the tools, techniques and approaches to confront mounting challenges in community health care. The program is based on interviews with HRSA grantees, experts in health care and relevant literature on management education and development for health care professionals. The format emphasizes leadership and management skills as well as institutional and technical knowledge. It draws on UCLA's 13-years of experience in conducting similar programs for directors of Head Start. This program fits into a special niche of Johnson & Johnson's training of their management employees.

The principle mission of the UCLA training program is to provide participants with the leadership and management skills needed maximize the quantity and quality of care provided to the population. It also provides specialized training on how to handle people that are living in vulnerable communities, and identifies and expands the quality of scarce resources, both human and financial.

The learning process also includes a community program that fosters mutual support and networking. Networking during and after the program is designed to create relationships that will further the management education and entrepreneurial skills of HRSA grantees nationwide. Johnson & Johnson will host a number of special events to promote networking among the participants; including a welcome reception and dinner, a special dinner at the beach, a barbecue, and "Johnson & Johnson Night," a celebration held on graduation evening of the program.

The training modules are designed to fit the needs of Johnson & Johnson's specific culture and environment, and provide the basic concepts and definitions used in planning any of the many crucial function of management. Specifically, planning in conjunction with supplemental classroom instruction that will enable the management employees to plan and implement management projects that will further the mission of their health care organization.

Johnson & Johnson's training program concentrates on two types of planning. Strategic planning which is the process of defining the markets in which they will operate, and the resources that are needed to succeed in those markets. As part of the strategic plan, each entity must determine what distinctive resource it will develop to succeed in relation to other entities that will provide the same services, now or in the future. Johnson & Johnson combined with UCLA has developed strategic plans which are designed for long-term and to move the organization from where it is to where it wants to be. Under the operational planning they identify short-run activities necessary to implement the organization's broader strategy. Operational planning has two specific types--standing and single use. The standing plans deal with organizational issues or problems that recur frequently, and include policies, procedures and rules. The single-use plans address specific organizational challenges, and also include programs and projects.

Johnson & Johnson's and UCLA's strategic and operational planning are linked, and the plans make sense when they are aligned and consistent with the broad strategy of their organization. The training only continues after their planning concepts and examination of fundamental questions about the organization, and its mission and vision of the future is accomplished. Johnson & Johnson's sequence in project planning are:

* Creating a mission statement

* Formulating a vision statement

* Identifying goals

* Converting goals to objectives

* Determining strategic options for achieving objectives

* Identifying actions steps for completing projects

There must be an overriding purpose for an organization to exist and the mission statement should clearly articulate that purpose. It will mention the contributions they will make and the outcomes it seeks. The mission statement is the first step in the planning process, and it guides new employees in deciding what projects they should undertake and which they should put aside.

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