Managing Talent

at Lupin Limited
Case Analysis
GROUP : 4
Presented by –
VIVEK BARDHAN (320SM1002)
SASWATEE DAS (320SM1006)
SHOUNAK DASH (320SM1007)
ANKIT ROUTRAY (320SM1019)
ESHANI SINHA (320SM1021)
 Overview
1. Introduction to Pharmaceutical Industry
2. About Lupin
3. Talent Management Programs
4. Talent Management Initiatives
5. Challenges faced
6. Conclusion
 Pharmaceutical Industry
• The Pharmaceutical Industry is the world’s third largest in
terms of volume and stands 14th in terms of value.
• The growth rate is very high. The industry grew at a rate of
14% in 2005-2010
• Pharmaceutical market in India is highly competitive
• A major factor that had contributed to the success of the
Indian pharmaceutical industry was the patent regime that
had existed prior to 2005
• Reverse engineering, facilitated by process patent (and
exclusion of product patent) coupled with high quality yet low
cost generic drug manufacturing allowed many
pharmaceutical firms to achieve near global-player status.
 Growth Factors
• Increased patient pool due to increased urbanization
• Increased accessibility to drugs
• Greater acceptance of new medicines
• Greater affordability due to rising incomes
• Increasing insurance coverage
• Growing investment in healthcare infrastructure
• Introduction of product patent legislation along with cost
advantage
About
LUPIN
 Why Lupin

• Lupin is the 4th largest player in Indian

pharmaceutical industry.
• It has emerged as an out performer in the
pharma sector.
• It’s stock counted among frontline farm stock
and considered for the long term buy.
• The company over the year has grown to be one
of the top ten generic company in the USA, Japan
& South African market.
 Corporate Overview
• Lupin Ltd. is an innovation led transnational pharmaceutical
company producing a wide range of quality, affordable generic
and branded formulations.
• Headquartered in Mumbai, India.
• Established in 1968
• Chairman Dr. Desh Bandhu Gupta
• First recognition :
When it became world’s largest manufacturers of
Tuberculosis drugs.
• India’s fifth largest player in terms of revenue and market
share (FY10)
 Lupin’s Vision
“An innovation-led, transnational pharmaceutical company”
Lupin’s Values

Working
Togethe “Our aspiration is to become a multi-
r billion dollar transnational company and
Respect
Integrity for be counted amongst the top generic
People pharmaceutical companies in the world.
Going forward, we have to consistently
Our set ourselves standards and
Values benchmarks that will be world-class but
Customer Superior uniquely Lupin.”
Orientati Performan
on ce Dr. Desh Bandhu Gupta
Chairman
Entrepre

neurship
 Talent Management at Lupin
• HR Team launched the Talent Management Project in 2006.
• In 2010, Lupin comprised 5 customer facing divisions: IRF with
responsibility for Formulation Sales in India, LPI with
responsibility for North America and Europe CIS for the undivided
USSR
AAMLA for the rest of the world
API for the intermediaries sale
• Two things characterized Lupin: Centralized
approach to management
An emphasis on a relationship oriented culture.
• HR Team had it clear that on their roles of
attracting,
retaining and developing talent was crucial for
Lupin
Talent Management at Lupin
TALENT
ACQUISITION
Find the right
people

TALENT TALENT
DEPLOYMENT TALENT IDENTIFICATION
Get people ready Evaluate and
for key roles in MANAGEMENT understand existing
the business talents

TALENT
DEVELOPMENT
Invest in people
and nurture
growth
 Talent Management Initiatives
• Lupin’s Talent Management Programs rested on a
participatory approach.
• Development programs aimed at encouraging employees
to take charge of their careers with full support from Lupin.
• The programs are not leadership driven plans. It’s the
employee’s prerogative to hard work, deliver results and
get recognized.
• There were not only formal programs but a lot of informal
networking and development opportunities for the
employees as well.
 Buddy Program

Buddy Coach
 Buddy Program
AIM ABOUT RESULT

To accelerate a new Connecting the new - Quick value addition

employee’s ability to recruits with a ‘Buddy’ to the company.
deal with early (an existing employee - Increased confidence
disconcerting issues. who had been in the and increased self
organization for over a esteem in the
year) expected to employee.
assist in cultural
integration and
orientation.
 Annual Talent Review
AIM
-To integrate the company’s
plans with employee goals
and organizational
decisions.
-To connect every activity to
the larger business agenda
across the organization.
ABOUT RESULT
This program helped Awareness among the
employees grasp the employees that career
changing realities of a advancement at Lupin
competitive market scenario depended on :
and help them move away
from a nostalgic longing for -Current deliveries and
Lupin’s old culture. not past achievements
- Results are rewarded
 Lupin Manufacturing Business
Leadership Program
AIM
- To create leaders for
the organization.
-To develop the critical skill
set, broader understanding
and practical in-company
application of knowledge
and insights
ABOUT
A collaboration of Lupin with
Indian Institute of
Management, Ahmedabad
(IIMA) to offer a program
designed to serve these
objectives.
RESULT
- Creation of better
leaders.
- Make employees more
valuable.
- Opportunity for the
employees to receive
formal education post-
college.
- Better job
understanding.
- Better skill set.
 Talent
Management
Challenges at
Lupin
 Industry Characteristics

• Nature of the pharmaceutical industry

Pharma industry is not seen as desirable industry in India.
Not able to attract bright people.
Talent available enjoy their lobby.
• High attrition rate in the industry
Domain focused industry so it sticks to domain specific skills
Talent Drain
• Managing sub-par talent
 Recruitment Issues

• Quality of recruits being hired

Not hiring careerists.
Low on intellectual abilities.
• Recruitment criteria
Lack of clarity in hiring criteria
Compromise on talent
• Recruitment Process
No psychometric tests to check the appropriateness for the role.
No swot analysis.
No competency analysis.
 Performance Appraisal &
Potential Appraisal
• Implementation of a performance management system.
 Created a lot of heartburn
• Performance budgets/targets quantifiable in some areas only
• Nature of the appraisal system based on quantity not on quality
• Emphasis more on internally acquisition/development of talent
 Less availability of talent /resources
 Resistance
 Lack of managerial support
 Rewarding employees through creating hierarchy
• Lack of desire/will towards higher education programs offered by company.
• Alignment between business environmental factors with talent
management practices.
 Summary of the Case
• In domain focused industries internal talent
development is to be given weightage over external
talent acquisition
• Aligning of talent management practices with the
outside business environment
• Through the Talent Management initiatives attrition
was under control and talent management got
stabilized.
• Well defined recruitment policy and procedure