Formerly the senior director of learning and development at Gilead Sciences, Brian Miller was recently promoted to vice president of learning, development, and inclusion. Gilead is a pharmaceutical company with about 9,500 employees in offices across six continents.
How do you define talent development at Gilead?
Talent development for us would be providing practical, company-wide solutions that enhance organizational management and employee performance. We're in the process of defining and differentiating key talent by potential and performance.
How is the definition of talent development evolving?
When it comes to talent development, our solutions go across every function and every country where we operate. We have specific development mandates for managers and employees, and they are always grounded in performance. That's pretty stable. Our conversations about reimagining L&D are leading us to think about the future—about how to layer in culture, how to layer in inclusion and diversity, and how to layer in key talent.
What are the components of learning and development at Gilead?
- new-hire orientation
- new-manager orientation
- executive development for senior directors and vice presidents and above
- executive coaching
- diversity and inclusion
- career management
- organizational development and organizational effectiveness
- organization design
- high-performing teams
- strategy tools to aid execution
- employee and manager development.
Talent management, including succession planning and talent mapping, currently is not part of the learning and development function.
Where does learning and development fit into the org chart?
I report to the executive vice president of HR, who reports to CEO John Milligan.
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