The document analyzes talent management practices at Lupin Limited, emphasizing its significance in the competitive pharmaceutical industry, where it ranks as the 4th largest player in India. It outlines initiatives for talent acquisition, development, and retention, revealing challenges such as high attrition rates and recruitment issues. The conclusion stresses the importance of internal talent development aligned with environmental factors to stabilize talent management efforts.

1. Managing Talent at
Lupin Limited
Case Analysis

2. Overview
• Introduction to Pharmaceutical Industry
• About Lupin
• Talent Management Programs
• Talent Management Initiatives
• Challenges faced
• Conclusion

3. 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.

4. Continued…
• Contract research and manufacturing services (CRAMS) was
another area where pharmaceutical firms in India held an
edge.
• India’s competitive strengths in research services, along
with English-language competency, availability of low-cost,
high-skilled doctors and scientists and large patient
population with diverse disease characteristics, provided a
fertile ground for medical research.
• In addition, both global innovators and generic majors had
found it profitable to outsource production to India given its
adherence to international quality standards.

5. 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

6. About
LUPIN

7. 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.

8. 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)

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

11. Locations & Facilities

12. History and Milestone of Lupin
• 1968 : Lupin started business.
• 1972 : Lupin Laboratories Pvt. Ltd. Was incorporated.
• 1980 : Lupin started a formulation plant and an R&D
Centre at Aurangabad (Maharashtra).
• 2001 : State-of-the-art R&D Centre at Pune was started.
• 2004 : WHO approval was received for State-of-the-art
formulation plants at Goa and Aurangabad.
• 2009 : Lupin acquired majority stake in Multicare
Pharmaceutical Philippines Inc.
• 2011 : Lupin acquired I’rom Pharmaceutical through it’s
Japanese subsidiary.

13. 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
• Open to get talent from outside.

14. TALENT
MANAGEMENT
TALENT
ACQUISITION
Find the right
people
TALENT
IDENTIFICATION
Evaluate and
understand existing
talents
TALENT
DEVELOPMENT
Invest in people
and nurture
growth
TALENT
DEPLOYMENT
Get people ready
for key roles in
the business
Talent Management at Lupin

15. 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.

16. Continued…
• Lupin offered varied Top Talent initiatives such as :
Lupin’s Manufacturing Business Leaders Programme
AMEX for Frontline Sales Leaders
Leader Plus for Frontline Leaders in Manufacturing
Leadership effectiveness programmes for potential leaders in Research.
The Lupin Learning Centre
The Buddy Programme were aimed at inducting employees into the Lupin way.
• Identifying the top 100 managers and supporting their career growth and
development through education, training, and job exposure were the key
components of this strategy
• All new recruits were covered by an orientation programme called “Udbhav”. This
fortnight-long programme introduced new recruits not only to the company and
their role, but also provided self awareness and life skills and ensured a smooth
transition from academics to industry.

17. Buddy Program
Buddy Coach

18. Buddy Program
AIM ABOUT RESULT
To accelerate a new
employee’s ability to
deal with early
disconcerting issues.
Connecting the new
recruits with a ‘Buddy’
(an existing employee
who had been in the
organization for over a
year) expected to
assist in cultural
integration and
orientation.
- Quick value addition
to the company.
- Increased confidence
and increased self
esteem in the
employee.

19. Annual Talent Review
AIM ABOUT RESULT
- To integrate the
company’s plans with
employee goals and
organizational
decisions.
- To connect every
activity to the larger
business agenda
across the
organization.
This program helped
employees grasp the
changing realities of a
competitive market
scenario and help
them move away from
a nostalgic longing for
Lupin’s old culture.
Awareness among the
employees that career
advancement at Lupin
depended on :
- Current deliveries
and not past
achievements
- Results are rewarded

20. Lupin Manufacturing Business
Leadership Program
AIM ABOUT RESULT
- To create leaders for
the organization.
- To develop the
critical skill set,
broader
understanding and
practical in-company
application of
knowledge and
insights
A collaboration of
Lupin with Indian
Institute of
Management,
Ahmedabad (IIMA) to
offer a program
designed to serve
these objectives.
- Creation of better
leaders.
- Make employees
more valuable.
- Opportunity for the
employees to
receive formal
education post-
college.
- Better job
understanding.
- Better skill set.

21. KEY ELEMENTS
LMBLP
Understanding of Business
Concepts
Leadership Development
Practical In-Lupin Experience

22. Lupin Learning Centre
Lonavala
A key step to
institutionalizing the
people development
process.
Offered a world class
infrastructure and facilities
for execution of various
learning program.
The facility had
auditorium, guest room,
recreation center, library,
canteen, garden, etc.
A Centre for excellence for
Lupin where they nurture
their talent.
AIM : To make Lupin ready
for the future and to
inculcate and strengthen
management capabilities of
Lupin managers.
AIM : To offer a learning
environment,
opportunities, and inputs
of global standards to the
employees at Lupin.

23. Informal Networking and
Developmental Opportunities
• Sharing of practices by senior leaders
• Platform for employees to show their competence
• Other areas apart from work assigned to them
• Participation in international conferences

24. Talent Management
Challenges at Lupin

25. 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

26. 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.

27. Performance Appraisal and
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.

28. Mapping/Developing Competencies
• At lower level
Scientific communication skills
Presentation skills
• At senior level
Development/infusion of managerial skills
• Lack of innovation

29. Conclusion
• 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