Strategy Exercises

Strategy Exercises

Strategy Case 1

Question 1

For more than 50 years, the Johnson & Johnson Credo has helped us in fulfilling our responsibilities to customers, employees, communities and stockholders. Excellence in global diversity will ensure our ability to meet the demands of a changing world with a vision worthy of our Credo values and our commitment to be the leader in health care across the globe. (Watts, 2010). Johnson & Johnson believe its first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and services. In meeting their needs everything Johnson & Johnson do must be of high quality. Johnson & Johnson must constantly strive to reduce our costs in order to maintain reasonable prices. Customers' orders must be serviced promptly and accurately. Johnson & Johnson suppliers and distributors must have an opportunity to make a fair profit. Johnson & Johnson are responsible to its employees, the men and women who work with it throughout the world. Johnson & Johnson developed a new recruiting campaign in 1999 that changed the way prospective candidates viewed opportunities at the company. This case study explores how Johnson & Johnson Recruiting differentiated the company from others in the increasingly competitive pharma employment marketplace. The resulting effort enabled the company to hire and retain the top talent needed to expand its product leadership. As unemployment dipped below 5 percent during the last economic boom, finding qualified candidates among those actively seeking employment became more difficult. Recruiters found new ways to reach the other 95 percent of the talent pool-those ostensibly not seeking a career change but who might consider one if the right opportunity came along. "Passive" job seekers, which comprise 20 times more prospective candidates than the active seeker group, include some of the most sought-after professionals in a given regional employment market. But talent shortages are not confined to periods of low unemployment. As intellectual capital becomes an important competitive advantage, companies will find it increasingly difficult to recruit top candidates, even in times of relatively high unemployment. In fact, studies show that the shortages seen in the late 1990s are only the beginning of a much longer trend. By 2008, there will be 161 million jobs available in the United States for 154 million workers, according to Would You Work for You?, by business writer Sam Geist. Companies will no longer find enough talent ...