Take a look at the following statements GSK makes on how they approach developing their people: "We are committed to developing outstanding people and giving people opportunities to grow. All GSK people are expected to have an agreed development plan, regardless of grade or role, that is underpinned by a robust conversation to understand the space and support needed for them to succeed. We have also redesigned our talent framework, focusing our reviews for our people against performance, living our culture, and future potential. This gives us a simpler assessment process, in line with our culture, to support placing our best people in our most critical roles, with strong and diverse succession plans. This allows us to spend more time on development and action planning and less on process."

GSK offers the following advice to their candidates: "Familiarise yourself with competency-based interviewing: This is based on the principle that past behavior predicts future behavior. When you are relating these experiences, the interviewer is looking for a specific situation or task, the actions that you took, and the results you obtained. This format, known as STAR, is the basis of all competency-based interviewing. A STAR is: Situation or Task that you encountered, Actions you took in light of the situation, or Results of your actions."

"Not long ago, a coworker told me I talk too fast and would do well to slow down. Even though they complimented me on being articulate and an excellent communicator, they suggested that sometimes, when I talk so fast, it is harder for some members of the team to retain what I am relaying. I took this advice to heart, and, where appropriate, I will accompany anything that warrants such communications with printed, written instructions for those who have trouble retaining such knowledge."