05 August 2010 | News
Intense competition, rapid corporatization of companies,
plus the technicalities that the life sciences domain brings with it,
makes training programs an imperative for any company says an HR
executive from a well-known company. The quality of training programs
imparted to employees at all levels is directly proportional to a
company's competitive advantage in the market. Ultimately, it is the
employees who run the wheels of the organization.
Hence, training and performance assessment are critical for the DNA of
the organization.
Strategies
for training
Like this peers in other functions, HR heads in life sciences companies
have now moved from merely conducting induction programs for freshers
to conducting training workshops and seminars for levels upto senior
management. Training programs range from personality and brand
building exercises, team building activities, working on interpersonal
skills, creativity and innovation, managerial skills, senior management
development skills to market knowledge skills.
The number of training programs are not restricted to
single digits. Monsanto India, for example, in order to leverage both
internal and external resources, is conducting over 55 training
programs including 785 employees this year. Atul Sharma, director–HR,
Monsanto India, says, “We organize leadership forums for enhanced
communication to serve as focus groups and increase business knowledge;
leverage experience and learnings from our business colleagues and
develop and deliver relevant programs.�
Serum Institute of India gives emphasis on technical training programs
both for its freshers as well as regular employees. Rammesh Patiil, HR
head, Serum Institute of India, says, “We subject freshers to a
rigorous induction course that goes on for 8-10 days. To churn their
technical expertise, we give employees cGMP training and then
accordingly after that gauge their performance. With changes in
industry trends, our policies keep changing at regular intervals.
Therefore, we conduct induction programs for all employees to keep them
updated with the times.�
Biocon has a healthy mix of programs, run internally as well as through
external agencies. Ravi C Dasgupta, group head–HR, Biocon, says, “Key
behavioral skills training programs aim at enhancing communication
skills, conflict management, influencing skills, teamwork, key
technical skills. Other training programs include, latest trends in QC
and QA, cGMP and instrumental techniques, strategic R&D management,
project management, and technical report writing.�
Apart from imparting skills that cover basic job requirements, majority
of companies put extra effort on behavior-based training programs. Eli
Lilly provides a bouquet of training programs aimed at honing not just
the core expertise but even the soft skills of its employees. Sameer
Bhariok, director-HR, Eli Lilly, says, “From an intense
three-weeks induction program for every new hire to numerous periodic
refresher 'schools' at regular intervals-there would never be a dull
moment in the learning and development journey at Lilly.�
Companies have also adopted a meticulous approach in devising
'customized programs' after consultation with department heads
and a detailed study of the skill requirements of employees across
different levels in the hierarchy chain. Jubilant Drug Discovery and
Development for instance, formulates programs that focuses on different
levels of experience and are for a target audience to address a
specific need. Kankana Barua, vice president and global head – HR,
Jubilant Drug Discovery and Development, says, “In our L&D
Initiatives, in addition to customized scientific training programs, we
focus on building capabilities through our own in-house programs. We
have team building for employees across the junior and middle
level, communication across junior and middle level, client
relationship for the middle and senior level, business etiquette for
the middle and senior level, stress management across all levels, and
structured induction programs.�
Conducting training programs overseas has proven to be a great
incentive for employees, especially amongst the younger populace of a
company. Life sciences companies are open to sending their employees
even from the junior level for training programs abroad. Serum
Institute prefers to send its star performers abroad.
Pradip L Gaekwad, vice resident – HR , Maycho, says, “We send some of
our talented employees abroad for symposiums and seminars. We
also sponsor our members, mainly heads of departments to universities
like Cornell for training and developing skills.� Biocon sends its high
potential employees to participate in key management programs run by
management institutes of global repute like Harvard, Kellogg, ISB and
IIMs.
There has been a metamorphosis in the mind-set across HR heads
who are fast catching up with their counterparts in the IT and the FMCG
sector. They have learnt to formulate HR strategies with a long-term
goal in mind. Reliance Life Sciences has already chalked out its
training agenda for the coming year. Commenting on this, KV
Subramaniam, president, Reliance Life Sciences, says, “The programs
conducted in 2009-10 were on effective communication, ethics and
etiquette, and leadership. The programs conducted in 2010-11 will cover
self discipline, management of change, and management of innovation.�
Performance
evaluation
Conducting training workshops is not the end in itself. Top executives
have realized the need to churn out actively engaged employees who can
achieve desired targets and strategies. At the end of the day, business
turnarounds can happen only from performance-oriented employees. This
is where an optimal performance evaluation system becomes critical.
In Reliance Life Sciences performance assessments are based on a
balanced scorecard system that involves a set of performance
objectives on financial, customer, internal business processes and
learning and growth parameters. Targets to be achieved for the year,
which encompass all the above four aspects, are set out through a
goal-setting exercise conducted at the beginning of the financial year.
“The entire process, which includes the goal setting, quarterly reviews
and performance assessment, is automated and accessible through a
portal called 'employee self service'. This process ensures
transparency across all levels,� adds Subramaniam.
Biocon has a 180 degree performance appraisal system that includes
self-assessment, assessment by one's immediate supervisor and review by
the next level manager. The process was developed after administering
in-depth surveys and focus group discussions on the desired performance
management process. The current process is well-defined and
communicated to the new employees through training sessions every year.
It is also very transparent as each form is reviewed by HR and
grievances (if any) need to be compulsorily addressed along with the
requisite documentation.
Jubiliant has adopted an objective process that is driven by SMART
(Specific, Measurable, Achievable, Realistic and Time-bound) objectives
with periodic (half-yearly) reviews. “From this year onwards, we have
introduced 360 degree approach for all leadership positions in the
organization,� says Barua.
In India, Monsanto has adopted a whole series of performance evaluation
processes. In addition to the regular appraisal system, it has put in
place a 180 degree performance evaluation process that takes in
feedback from the team, and a 360 degree appraisal process that is a
performance management system, which includes people review meeting in
every six months. “We also have an L1180 review system which is
conducted once in two years. The main purpose is to review perception
gaps in the hierarchical order of employees,� adds Sharma.
Indian Immunologicals has divided its performance management system
(PMS) into three parts viz; Key Result Area (KRA), Development and Role
Effectiveness (DRE) and Corporate Performance (CP).
Nayantara Som
Inputs: Rahul Koul & Jahanara
Parveen