Leadership Development: HR's Role in Talent Transformation in Pharma Industry

By: Namita Patwari, CHRO, Alembic Pharmaceuticals Limited

Namita Patwari, CHRO at Alembic Pharmaceuticals Limited, has garnered 22 years of rich experience in various HR functions. She has been focusing on employee well-being, betterment, coaching, succession planning, and enabling mentorship & learning opportunities. Through her expertise, Namita has contributed immensely towards organizational development, change management, OD intervention, culture building, capability development, employee relations, and talent acquisition.

In a recent conversation with Women Entrepreneurs Review Magazine, Namita shares her thoughts on the role played by HR and mentorship in driving growth for pharma companies. She talks about the pharma industry’s evolution and the need for intergenerational collaboration.She also highlights her vision for a tech-driven pharma industry, with decentralization of work and focus on core deliverables,by 2030.

Given the rapid evolution of the pharmaceutical industry, how do you perceive the current landscape affecting leadership development and talent transformation within organizations?

The pharma industry faces challenges in the post-COVID era, which necessitates transformation. HR plays a crucial role in creating leaders, and projects that improve overall performance of the organization and its people. The focus is on creating processes that help people, not vice versa. To be a better leader, long-term strategies should be adopted, focusing on agility, resilience, market data understanding, and rapid environmental changes. The Scrum Master's role is essential for implementing new ideas, correcting action plans, and delivering fast.

As the workplace becomes more intergenerational, how can organizations leverage the strengths of intergenerationalleadership styles to create a more dynamic and innovative decision-making process?

By 2025, almost 25% of the workforce will be Gen Z, and HR professionals will face challenges in managing this generation. However, intra-generational collaboration is essential, as they bring innovative ideas and can benefit from leadership from generations X, Y, and Baby Boomers. By understanding these dynamics, and creating platforms for mentorship, innovation, and tech solutions, HR should be central to the process, resulting in successful business outcomes.

How will the role of reverse mentorship evolve in the pharma sector? What unique benefits could it bring to leadership development?

Pharma is transforming by creating different cohorts and roles for projects. Reverse mentorship is crucial for success in the industry, as younger generations bring updated technology and innovative ideas. This process leads to better outcomes and better outcomes for the organization. The younger generation's innovative ideas and technology-savvy projects contribute to the overall success of the organization.

How can HR create a safe space for leaders to experiment and innovate, thus promoting a culture of learning and growth without fear of failure?

Maslow's theory emphasizes the importance of creating a safe space for ideas and enabling people and resources to deliver without fear of rejection. HR and leaders play a crucial role in creating this space. In the pharma sector, despite strict regulations, empathetic and collaborative leadership is essential. A 117-year-old organization with a strong base ensures regulatory compliance and overall deliverables. The legacy of generations within the organization allows for legendary leaders who promote collaboration, openness, and ideation without fear of rejection.

How can HR promote a collective leadership model that encourages collaboration across generational divides?

Hierarchies are created for accountability and responsibility but can be transformed by HR leaders to foster understanding, compassion, and knowledge sharing. While hierarchies are used for performance appraisals, HR promotes a culture of teamwork and learning, achieving organizational success. This creates a differentiating factor, allowing everyone to work together and achieve the best results.

If we were to envision the pharma workplace of 2030, what radical shifts in leadership development and generational collaboration do you foresee?

By 2030, the world will be more tech-driven than it is now, with advanced scientific research and data becoming key resources. Leaders will need to lead with empathy and compassion, allowing diverse thoughts to come together for the best results. Decentralization of work and focus on core deliverables will be necessary, as well as implementing predictive analysis in daily work.

Message to Readers

Pharma has been an industry where women have been limited to certain roles. However, the industry has evolved now and is looking for more dynamic, diverse, andcompetent leaders, especially women leaders, who can bring in more empathy. It will bring more accountability in certain aspects and nurture different ways of working. I think this is the time to change. Look at some of the competent women out there who can build their careers in progressive organizations.