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Reimagining Talent Strategies

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Reimagining Talent Strategies

In recruiting, we broaden our outreach and look to remove barriers to identifying top talent. We seek to ensure equitable access to development. Consistent with our Code of Business Conduct, employment decisions are made on the basis of qualifications, and not based on race, gender, ethnic status, age or any other protected status.

A key aspect in external talent scouting is building a relationship. We understand that though corporations recruit, candidates join companies to work for and with people.
Dapo Ajayi
Vice President, Tech Ops & Supply Chain Strategy, Johnson & Johnson

Best Hiring and Retention Practices  

Who we hire is one of the most important decisions we make, and doing so fairly, with equal opportunity for all, is central to Our Credo. In 2021, we expanded access to roles at Johnson & Johnson in a range of ways, focusing on underrepresented groups.

Expanding diverse slates: A candidate slate, defined as all interviewed candidates, is considered diverse when it has at least two qualified women candidates (global) or at least two qualified candidates who are women, Black or African American, or Hispanic (U.S.).We also believe in the value of having diverse interview teams as a best practice for inclusion, as this invites different perspectives in the candidate selection process and leads to more diverse hiring outcomes. In 2021, recruitment managers were asked to implement the diverse slates approach in hiring processes.

Our internal data supports external research that diverse slates and interview teams matter:
1.6x
more likely to hire a female with a diverse slate (with two or more diverse candidates)
2x
more likely to hire ethnically diverse talent with a diverse interview team (with one or more diverse interviewers)
At Biosense Webster, we are working with many partners to better understand and develop solutions to address healthcare disparities in the treatment of cardiac arrhythmias. We know that a diverse physician workforce is better positioned to meet the needs of patients of all backgrounds, so many of our efforts are focused on fueling diversity among electrophysiologists. We are supporting programs that provide leadership training and growth opportunities for women, Blacks and Hispanics in electrophysiology with partners like the Heart Rhythm Society and the Association of Black Cardiologists.
Michael Bodner, Ph.D.
Worldwide President, Biosense Webster  

Implementing exit and stay interviews: With a workforce of more than 144,000, it is essential to learn from the experience of our employees, both those who stay with the Company as well as those who decide to leave. In 2021, we designed and deployed a routine Enterprise exit and stay interview process to inform targeted talent strategies and strengthen retention.

Exit interviews are conducted with employees at the senior director level and above who voluntarily resigned from their roles in Johnson & Johnson to understand their reasons for leaving. Stay interviews are conducted with current Johnson & Johnson employees to proactively engage and understand employee needs and expectations.

In 2021, with the help of an external consultant to ensure impartial and open dialogue, we conducted exit interviews with 67 employees at the senior director level and above across our corporate and business segment organizations. The interviews covered elements of the employee experience, including career, development, DEI and decision to leave. We also completed a pilot program of stay interviews with more than 100 global leaders. All interviews are confidential, and insights are aggregated to prevent interviewee identification. Enterprise stay interviews will be formally launched in 2022.

Utilizing an early talent strategy: We engaged with the National Society of Black Engineers (NSBE) to co-lead the Diversity, Equity and Inclusion Virtual Conference and increase our engagement with attendees, resulting in a significant increase in women and Black engineers as well as the addition of almost 500 potential candidates to our pool. Prior to the conference, our hiring managers had identified open roles across Johnson & Johnson and were able to extend offers at the NSBE conference.

Assessing new DEI partnerships: During the year, we assessed 20 new organizations for opportunities to increase diverse hiring and formed partnerships with 10 of them. One such partnership was with historically Black colleges and universities (HBCUs), which have a large network of HBCU students and alumni. We engaged with HBCU Connect, adding almost 350 potential candidates to our recruitment pool. To support our hiring managers, we developed a best practice toolkit for working with HBCU Connect, and in late 2021, our teams partnered with HBCU Connect in a recruiting event showcasing the progress of Johnson & Johnson in changing the trajectory of human health and sharing career opportunities.

Returnship: Re-Ignite, our paid four-month returnship program, provides reemployment opportunities to help STEM professionals return to the corporate world after an extended break from employment. The program hit a milestone in 2021 of welcoming more than 100 returners to the workforce from 12 countries. The program includes onboarding, mentoring, technical training and alumni guidance during the returnship period and offers a nurturing, inclusive environment for returning employees to rebuild a meaningful career.

1000 DEVs—Talents for Good in Healthcare is a program that aims to change the trajectory of at least 1,000 lives of young people in vulnerability. J&J MedTech developed the 1000 DEVs program in an Open Innovation Model in partnership with Distrito, a Brazilian open innovation platform. The program will create conditions for them to overcome the social barriers that prevent them from entering the labor market by providing computers, equipment, training, mentoring and employment opportunities.
employee group in meeting
1000 Devs illustration

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