Talent and Capability Building Crucial for Pharma Companies

In an exclusive interview with India Pharma Outlook, Surabhi Loshali, Group Chief Human Resources Officer at Strides, discusses key trends in organizational capability building within the pharmaceutical industry, focusing on agile culture, cross-functional collaboration, digital transformation, continuous reskilling, and soft skills development. She highlighted how AI, data analytics, and personalized learning enhance workforce talent and future capabilities. With over 20 years of strategic HR leadership at organizations like Strides and Grant Thornton, she also specializes in talent management, organizational development, and M&A, driving inclusive cultures and enhancing competitive advantage through effective people strategies.

What are the current key trends in Organizational Capability Building within the pharmaceutical industry?

The pharmaceutical industry is undergoing rapid transformation due to factors such as technological advancements, regulatory changes, and increasing market competition. To stay competitive and meet evolving customer needs, organizations must focus on building and enhancing their organizational capabilities. Following are the key areas of focus at the Organizational Capability level that we see today:

Agile Culture Driven by Cross-functional Collaboration

Adoption of agile practices and redesigning organization structures to increase flexibility and responsiveness throughout the value chain. For example, any change in regulations demands flexibility and quick response from all teams including Regulatory Affairs, R&D, Procurement, Quality Control, Manufacturing as well as the Supply Chain. Another example would be any disruption in the supply chain and geo-political landscape, which would require flexibility in market approach and modification of service level agreements with the customers.

Cross-functional training and interventions are essential for fostering interdisciplinary collaboration, which drives innovation and agility. By breaking down silos and encouraging diverse perspectives, teams can develop new solutions and adapt to changing challenges. Examples include R&D teams integrating biology, chemistry, and data science for drug discovery and product launch teams combining business, regulatory, and project management skills.

Additionally, people policies that support flexible working hours and working infrastructure to enable remote operating models support the new age engagement model and help employees adopt work-life integration.

Digital Transformation and Data-based decision making 

Given the growing importance of digital health, AI, and data analytics in the healthcare sector, it becomes critical that pharma organizations take a proactive approach towards upskilling employees across the hierarchy where shopfloor workers have the “digital literacy” to drive accurate documentation and reviewers and decision-makers have the “digitally fluency” to understand industry insights, company-specific data trends and use it for timely course correction and improvement of quality output.

Additionally, driving performance metrics like right-first-time metrics, reducing human errors, etc., require the workforce to understand automation, digitization, and AI enablement in essence so that they can appreciate the role of technology in their daily work.

Organizations are integrating emerging technologies like Virtual Reality and Augmented Reality in training and induction so that Standard Operating Procedures are embedded deeply on the shop floor.

Continuous Reskilling and Upskilling

Changing regulations and sustainability reporting requirements often initiate new interventions in the organization, thereby requiring a robust and effective way for conducting on-demand skill mapping, training needs identification, and calendarizing the training roadmap for individuals, groups of employees, and the overall organization.

Personalized learning is gaining traction, with companies adopting adaptive learning technologies to offer tailored development programs. This ensures that employees acquire skills most relevant to their roles and their individual experiences, enhancing both engagement and effectiveness.

MOOC (Massive Open Online courses), as well as byte-sized mobile learning modules, should both be leveraged to enable personalization in learning.

Building Soft Skills in Management

Beyond technical skills, there is a strong focus on soft skills such as leadership, collaboration, resilience, and leading change. The ability to work effectively in cross-functional teams and manage change is seen as critical in navigating the complexities of the pharma industry.

Traditionally, the industry has produced great technical leaders but in the VUCA world, we need influencers and visionaries who have the ability to lead change and drive transformation through empathy and resilience.

How are pharmaceutical companies identifying and addressing skill gaps within their workforce to ensure they have the necessary capabilities for the future?

Pharmaceutical companies are increasingly recognizing the importance of identifying and addressing skill gaps within their workforce to ensure they have the necessary capabilities for future success. Here are some of the strategies they are implementing:

Comprehensive Skill Assessments

Pharma companies are increasingly using AI-driven and/ or gamified assessments and predictive analytics to forecast future skill needs and identify skill gaps. These tools provide a granular understanding of existing capabilities and areas that need development, enabling targeted interventions. Also, by implementing continuous feedback systems, the managers also get to hear from the employees on the areas where support and upskilling are required.

Internal Mobility and Talent Redeployment

To address skill gaps, companies are promoting internal mobility, allowing employees to move across roles and functions. This not only fills gaps but also helps retain talent by providing new growth opportunities.

Customized Training Programs

Targeted training programs are being designed to bridge specific skill gaps. These programs often combine classroom learning, e-learning, and on-the-job training to ensure the practical application of new skills. Providing access to online learning platforms and MOOCs enables continuous learning and upskilling. For certain technical functions, academic institutes' partnership for research projects and internships works effectively.

Personalized Career Paths

Given the talent scarcity, to retain good talent, organizations are personalizing career paths depending on life stages, flexibility requirements, and individual aspirations. For key talent, a personalized roadmap for an employee's professional growth, outlines specific goals, action steps, and resources to help the employee achieve their career aspirations and systematically reduce the skill gap.

What role do advanced technologies, such as AI and data analytics, play in enhancing talent development in a pharma company?

Advanced technologies like AI and data analytics are revolutionizing talent development in the pharmaceutical industry. These tools provide invaluable insights and capabilities that enhance the effectiveness of traditional talent management practices.

Following are a few successful ways to adopt technology in talent development and engagement:

Chatbots and AI assistants:

It can provide personalized and on-demand learning support for pharmaceutical employees by offering tailored learning plans, answering queries, delivering just-in-time training, and providing personalized feedback. This can enhance employee engagement, improve knowledge retention, and foster a culture of continuous learning in multinational pharma companies.

Predictive analytics:

This can be a valuable tool for pharmaceutical companies to identify root causes of frequent human errors and reasons for attrition, identify high-potential employees, and eventually develop personalized career oaths and engagement plans. By analyzing performance data, behavioral data, and career trajectories, companies can create talent pools, map career paths, and provide targeted development opportunities for future leaders.

AI and Machine Learning in Talent Development:

AI is being used to create personalized learning experiences, predict future skill requirements, and identify high-potential employees. Machine learning algorithms help continuously refine training programs based on performance data.

Data Analytics and Virtual Reality

Data analytics plays a crucial role in workforce planning, allowing companies to forecast talent needs, optimize resource allocation, and track the effectiveness of capability-building initiatives. VR and AR are being adopted for immersive training experiences, particularly in complex areas like Standard Operating Procedures training, drug manufacturing processes, and laboratory safety protocols.