The Hindu Business Line : Talent retention tops HR priorities in pharma industry

Hyderabad June 14 Poaching and high attrition rates have caught up with the domestic pharmaceutical industry and the human resource managers are in constant search of ways and means to retain talent, if the inputs from industry are any indication to go by.

Given the relatively small talent pool available to the pharma industry compared to other industries such as IT, the problem of attrition is assuming alarming proportions and can impact the continuity of serious research in some cases, according to Mr Prabir Kumar Jha, Global head (HR), Dr Reddy's Laboratories Ltd.

"Though consolidated figures cannot be given, we understand that the rate of attrition in the industry is between 13 per cent and 20 per cent. In view of the smaller work force, this has become an issue to be tackled," Mr Jha told Business Line here.

While the attrition rate is higher among the middle level pharma professionals, unsolicited offers are also being increasingly made to the senior researchers of late, according to Dr Swati Piramal, Director, Nicholas Piramal India Ltd.

"The problem has become more serious for the last two years once the growth potential of pharma industry is well recognised. The `target' employees are being lured by the rivals with offers of out of turn promotions which cannot be considered in their parent organisation for a host of reasons," she added.

Ready replacements?

According to Dr Sivakumaran, Director (R&D), Aurobindo Pharma, one constant question preoccupying the minds of HR managers is getting a replacement ready in case of an exit by any of the scientists engaged in key assignments. "The first thing I do is to prepare a No 2 ready in each department so that he could be elevated to head of the department if there is a sudden exit," he explained.

Interestingly, every company is putting in place its own strategy to tackle attrition. "I feel promoting unscathed meritocracy is the most effective way to retain talent. At Dr Reddy's, meritocracy matters the most. Further, world-class working conditions and giving preference to one's own special interests in allotting research assignments would also help," Mr Jha said.

Mr Jha and Dr Swati Piramal agreed that performance-linked hikes in pay packages were also being enforced in the industry.

According to Dr Sivakumaran, a notion of equality in opportunities would increase loyalty of the employees to an organisation. "For example, we are allotting foreign assignments on a just basis. With the expansion of Indian pharma industry to foreign shores, the job can be made exciting with rotational trips to facilities abroad," he pointed out.

As skill development would take a longer period in the pharma sector creation of large talent pool was the final solution, opined Mr Jha.

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