Diversity and Inclusion Management in Promotion of Individual and Organizational Performance of Excellency - The Case of Novartis Pharmaceutical

Abstract

The scope of this research concerns the theme of diversity and inclusion and values and behaviors, and its purpose is to define and validate a theoretical model for the relationship of Diversity and Inclusion (D&I) with Values and Behaviors (V&B) and its repercussion in Organizational Performance. This case study is supported by variables from EU affiliates of Novartis, a healthcare company which provides healthcare solutions addressing the evolving needs of patients and societies worldwide. About 123 000 people of 144 nationalities work at Novartis. AtNovartis, D&I strategy places an emphasis on influencing the diversity of patients, customers and suppliers, as well as recruitment, onboarding, talent development. The company continues to enhance the level of D&I competencies for human resources professionals and leaders through learning focused on unconscious bias, inclusive leadership, disabilities/ accommodations and compensation/pay equity. The methodology is a mixed approach, qualitative and quantitative, to support the case study as research method, combining documental information, interviews and questionnaires. The theoretical model is based on D&I dimensions (2) diversity and inclusion; Novartis values and behaviors (6) courage, collaboration, performance, innovation, quality and integrity; and its relations with Novartis organizational performance KPIs (5) innovation, people, quality, performance and productivity. Obtained results will reveal that the proposed theoretical model, constructs and sub-constructs present quality and reliability to give an answer to the problem, questions and purposes of the research, confirming the relevance of this model and the verification of the of the purposes of the research.