Rapid mushrooming of biotech
companies in India, fierce competition and emergence of lucrative
opportunities have made HR departments across the sector chalk out
innovative retention and performance evaluation strategies along
with interesting training activities
Biotechnology
is a knowledge-driven industry, where, over a period of time,
technologies become obsolete and industry trends keep changing. HR
teams in the biotech space, have come to realize the need to
initiate training programs in order to upgrade the skill sets of
their workers and methodologies to identify critical and star
performers, on a continuous basis at all levels.
The attrition rate in the life sciences industry is from 20 to 30
percent. HR teams are devising strategies to retain skilled
employees and maintain single-digit attrition rates by chalking out
a sound performance evaluation structure, which is a barometer to an
employee's productivity and contribution to the organization.
Training programs
Clearly, there are two categories of training programs conducted by
the companies. Presently, there is an increased emphasis on
developing not just technical expertise but also on improving
behavioral approaches and soft skills of an employee towards his
work. While induction and basic management training programs are
usually imparted to freshers and new joinees, training courses
pertaining to honing leadership skills, cGMP training, improvement
of communication skills, employment engagement skills and stress
management are some of the other focus points for the training
programs.
Freshers, in particular, are evaluated on a time-to-time basis
during their training period. Says Mr G Jayaraman, head – HR,
administration and CSR, Transasia Bio-Medicals, “The trainees
perform under the direct guidance of the zonal heads for the initial
three months, who guide them on a day-to-day basis. Evaluation is
done on a quarterly basis during the training period, to understand
their performance and provide objective feedback.� On completion of
the training period of one year, their performance in the company is
assessed. Those with satisfactory performance are confirmed with
suitable revision in their emoluments. Those with exceptional
performance are promoted to the next level with due consideration on
the emoluments.
In the technical avenue, Reliance Life Sciences (RLS), for instance,
provides domain-specific training to employees on good manufacturing
practices, good clinical practices and SAP application training.
Says Mr KV Subramaniam, president, RLS, “In RLS, a knowledge-based
R&D organization, employees are encouraged to pursue higher
studies, for which it has a tie-up with Mumbai University.�
Bangalore-based Anthem Biosciences, apart from induction and
cGMP-related training programs, also conducts on the job training
and EHS programs for employees.
Dr Ashwin Kashikar, deputy general manager, biotech research, Ankur
Seeds, says, “Apart from induction, in which we introduce a fresher
to the company and its policy, we have conducted some training
programs in research facility for new technology and also for
transfer of technology programs from experienced employees to the
freshers.�
For soft skill development, companies formulate a wide array of
programs depending on the need of the employees. Common programs
include personality development, presentation skills, leadership
development skills and team work in addition to making freshers
understand the vision of the company. Novozymes has also devised
programs related to lifestyle and stress management. RLS has
competency-based training programs on subjects like “management of
change�, “self discipline�, “management of innovation� and soft
skill training on topics like communication, etiquette and
impression management.
Conducting outbound workshops and training programs is gradually
picking up prominence. This in turn has also proved to be a potent
retention formula for employees. Agri-biotech companies like Ankur
Seeds and Mahyco have introduced such initiatives. Adds Dr Kashikar,
“We send our employees to conferences and offshore training programs
to keep them updated. A highly interactive session is also conducted
in which we identify the need to introduce learning programs.�
Mahyco plans to introduce such programs for freshers too, starting
this year, which also includes outbound training programs.
Retention
With the Indian biotechnology industry hitting the $4 billion mark
(BioSpectrum-ABLE survey estimates for 2010-11), there has been an
increasing demand for postgraduates and doctorates, specializing in
fields like biotechnology and chemistry. The sector has seen rapid
mushrooming of companies, each offering lucrative career
opportunities. The sales and marketing departments have witnessed
the maximum retention.
Says Mr P L Gaekwad, vice president, HR, Mahyco, “Retention of
employees with less than three years of service with Mahyco is a
challenge, in spite of attrition being in single digit. Constant
innovation in formulating CTC package for employees, like,
introduction of annual retention bonus, loyalty bonus and joining
bonus, is done in deserving cases. Retention of skilled employee
thus becomes a daunting task for many companies.
Retention strategies for most of the companies include engaging
employees in team or departmental activities, recognitions and
rewards, monetary incentives on achieving targets and transparency
and freedom to have one-on-one discussions with the management.
Employee engagement activities is perhaps a crucial factor in
retention of staff. Mr G S Krishnan, regional president, Novozymes
South Asia, says, “This includes encouraging employee participation
from all levels in adding value to the organization and encouraging
feedback and implementing the suggestions.�
Anthem Biosciences introduced a new incentive scheme during the
review process during the year 2011, wherein the incentive is paid
in advance to the employees for the first six months and the other
portion is paid later.
Vaccine major, Panacea Biotec, devised an exciting online reporting
system. Says Mr Kulvinder Sarao, VP, HR, Panacea Biotec, “We have
sales force automation (SFA) which is an online reporting system.
This apart, we offer self-management leave system, salary on day
one, open door approach, growth-linked incentive scheme and
competitive salary.�
Many companies within the sector have also introduced flexible
timings to their workers, provided that they meet their KRAs and
targets. Ms Vipra Datta, senior manager HR, Max Neeman
International, says “We have introduced “flexi timings�, inter and
intra-departmental movements and growth, compensation
benchmarking, effective training and development programs.�
Exposure to cross functional activities, sending employees for
international summits and conferences and sponsorship for management
studies and higher studies are some of the other retention
activities employed.
Performance evaluation
While for a long time, the usual performance evaluation system was
the common route adopted to gauge the performance and productivity
of an employee, HR departments are gradually adopting methodologies
like the balance score card and the 360 degree feedback.
At RLS, performance assessments are based on a balanced score card
system. Says Mr Subramaniam, “The balanced score card involves a set
of performance objectives on financials, customers, 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.� Also, the company has simultaneously also
introduced the 360 degree feedback with full participation of the
workers.
Apart from setting KRAs for the next one year, Panacea Biotec is
looking to chalk a five-year KRA for its employees. “We have defined
goals and objectives for the next five years and based on this, KRAs
and KPIs are defined every year for each and every employee in the
executive cadre. The levels of achievement indicated through KRA and
KPI relate to establishing the star performers. In addition, other
tools like the functional head's assessment, potential assessment
and 360 assessment also indicate star performers,� adds Mr Sarao.
Mr Sameer Bhariok, director-HR, Eli Lilly, says, “For each function
and level, there are separate competencies that have been defined.
Based on performance and behaviors, employees are assigned a formal
rating, which can help them qualify for assessment centre. The
assessment committee evaluates all such nominated employees,
identifies star performers and recommends further development
interventions and career opportunities.�
In some companies, identification of star performers is a joint
initiative between colleagues and team leaders. Says Mr Krishnan,
“We have an evaluation system in place wherein, the manager and
peers nominate their colleagues as the star performer of the month.
Based on the maximum accumulation of such stars, an employee will
qualify for the regional president's award, which is a cash
incentive.�
At the end of the day, it is these group of star performers who are
catalysts towards the company's next level of growth. Working
towards training and churning out a sizable number of star
performers is what differentiates a good organization from a great
one.
Nayantara Som (with inputs from Rahul Koul)