HRM CIA 3

About the company

Intas is a leading global pharmaceutical company specializing in formulation development,

manufacturing, and marketing. With a strong presence in over 85 countries, it has expanded its
product portfolio through organic growth and acquisitions. Intas maintains rigorous quality
standards, with all products manufactured in facilities approved by major global regulatory
agencies, including the USFDA, EMA, and MHRA.

Company’s vision
To continually set new benchmarks in global healthcare with the power of human expertise,
innovative research and advanced technology.

Company’s mission
Contributing to better healthcare through innovation. Maximizing value for our stakeholders and
customers.

About the Person

Qualifications and Work Experience

Mr. Mangesh Ghatage holds a Bachelor of Science (B.Sc.) and a Postgraduate Diploma in
Business Management from Mumbai University, with over 23 years of experience in the
pharmaceutical industry. He began his career at Lupin Pharmaceuticals, where he worked in
sales for 10 years. He then joined Alembic Pharmaceuticals as an HR Manager, focusing on
recruitment and field-related issues for two years before being promoted to Senior Manager,
where he concentrated on recruitment and industrial relations. Mr. Ghatage is currently the
Senior General Manager at Intas Pharmaceuticals Ltd.

Present Role and Responsibilities

 Oversee overall operations and strategic direction while leading various departments.
 Manage recruitment and employee relations to ensure effective talent development
initiatives.
 Maintain compliance with quality standards across the organization.
 Collaborate with cross-functional teams and external partners to drive business growth.
 Analyze performance metrics to optimize efficiency and productivity.
Interview Process

1. Introduction

● The interview was conducted with Mr. Mangesh Ghatage, the Senior General
Manager at Intas Pharmaceuticals, a leader in the pharmaceutical industry.

2. Preparation

● The interview process started with thorough research on Mr. Ghatage’s background,
including his academic qualifications, career transitions, and current role at Intas
Pharmaceuticals. Understanding the organization’s business model and global presence
helped us frame relevant questions.
● A structured list of questions was then prepared to facilitate a smooth conversation
covering topics like career progression, industrial relations, organizational behaviour, and
HR practices in the pharma industry.

3. Scheduling and Initial Contact

● After securing the interview, a convenient time was scheduled with Mr. Ghatage,
ensuring clear communication about the interview’s purpose and topics, aligning with
his expertise.

4. Interview Structure

The interview followed a logical progression of questions, starting from Mr. Ghatage’s career
journey and gradually moving to more specific organizational and HR-related topics.

● Background and Journey

● Current Responsibilities
● People-Related Challenges
● Business-Related Challenges
● Leadership and Strategic Approach
● Industry Trends and Future Outlook
Analysis of Questions asked in the interview
Question: What are the most common people-related challenges your organization faces?
Generational Differences: Gen Z's Desire for Instant Gratification

Challenge:
Gen Z employees prioritize rapid career growth, quick financial rewards, and work-life balance
from the start. This impatience for promotions and flexibility can create friction in organizations
with traditional hierarchical structures and slower career advancement processes.

Related Theory:
Maslow’s Hierarchy of Needs indicates that employees, particularly Gen Z, prioritize higher-
level needs like esteem and self-actualization early in their careers, emphasizing personal
growth, recognition, and purpose.

Solutions Implemented by Intas:

 Frequent Feedback Loops: Regular check-ins, coaching, and development reviews to

ensure Gen Z employees feel heard and are progressing.

 Tailored Development Plans: Customized career paths for high performers, including
lateral moves and skill-building opportunities.

 Flexible Work Environments: Options for remote or hybrid work and flexible
schedules to attract and retain younger talent.

Real-Life Example: Swiggy:

Swiggy addresses the needs of its Gen Z workforce by offering performance-linked bonuses
for delivery executives and creating a career roadmap that provides rapid growth opportunities in
managerial roles based on performance and skill acquisition.

Question: What strategies do you employ when dealing with underperforming employees? Can
you share an example of how you’ve successfully turned around an underperforming team
member?
Managing underperforming employees

Challenge:
Underperforming employees can disrupt workflow, lower team morale, and hinder productivity,
often due to skill gaps, lack of motivation, or behavioral issues.

Related Theory:
Attribution Theory highlights the importance of identifying whether underperformance is due to
internal factors (e.g., low competency) or external factors (e.g., poor management).
Solution at Intas:

 Root Cause Analysis: Analyze whether underperformance stems from personal

attributes, skill gaps, or external barriers.

 Performance Improvement Plans (PIP): Develop tailored PIPs with specific goals and
timelines to guide underperforming employees.

 Training and Mentorship: Provide skills training and mentorship to bridge competency
gaps.

Real-Life Example: Hindustan Unilever (HUL):

HUL addresses underperformance through a robust Performance Management System, using
tailored PIPs for roles like sales and marketing. They conduct analyses to determine if issues are
skill-related or motivational, then design specific PIPs supported by training and regular
feedback.

Question: What has been your experience with remote or hybrid work arrangements,
particularly in managing team dynamics and performance?

Lack of Hybrid Work Culture in the Pharmaceutical Industry

Challenge:
In the pharmaceutical industry, hybrid work is often unfeasible for frontline roles like sales
representatives and lab technicians, which can impact employee satisfaction compared to
industries with flexible arrangements.
Related Theory:
Equity Theory suggests that employees are motivated by fairness. When essential workers
perceive inequities, such as lacking flexible work options compared to office roles, it can lead to
dissatisfaction and higher turnover.
Solution:
 Workplace Flexibility: Introduce flexible scheduling options to give employees more
control over their work hours.
 Compensation and Recognition: Offer higher pay or special recognition for those who
must be physically present.
 Employee Well-being Initiatives: Implement mental and physical health programs,
including wellness initiatives and additional paid time off.
Example: Reliance Retail:
Reliance Retail addressed on-site workforce dissatisfaction by introducing flexible shift
rotations, allowing employees to choose hours, alongside performance-linked bonuses and
wellness programs to support employee well-being.
Business Issues Related to People Management-

Question: Can you share an instance where a restructuring or downsizing created significant
people-related issues, and how you resolved them?

Restructuring and Downsizing

Challenge:
Restructuring and downsizing create significant anxiety and uncertainty among employees,
leading to fears of job loss, decreased morale, and resistance to change. After closing its poorly
performing cosmetic division, Intas faced workforce restructuring, resulting in employee
uncertainty about their roles, negatively impacting productivity.

Related Theory:
The Kubler-Ross Change Curve outlines the emotional stages employees experience during
significant changes—Denial, Anger, Bargaining, Depression, and Acceptance—highlighting the
need for organizational support during transitions.

Strategies Followed by Intas:

Following the shutdown of its cosmetic division, Intas implemented targeted training for
transitioning employees, established transparent communication to address concerns, and
provided mentorship and coaching to support morale during the restructuring process.

Solution:

 Identify suitable internal roles for affected employees to minimize job losses.
 Establish transparent communication channels to keep employees informed and address
concerns.
 Offer mentorship and coaching to help employees adapt to new roles and maintain
morale.

Example: The Wall Street Journal (WSJ):

In 2017, WSJ restructured to enhance its digital strategy, asking employees to apply for new
positions instead of resorting to layoffs, ensuring talent retention and a smoother transition.

Question: How have you managed talent shortages in industries or regions where it is difficult to
recruit the right skill sets?

Talent shortage

Challenge:
Organizations face a limited pool of qualified candidates, increasing competition and recruitment
costs. Rapid technological advancements create skill gaps, leading to unfilled roles that hinder
growth and innovation. Existing employees often experience higher workloads, resulting in
burnout and low morale.

Strategies Intas Pharmaceuticals implemented

 Retain Top Performers: Focused on identifying and keeping high performers to ensure
stability.
 Upskill Leaders: Enhanced leadership skills of current managers to meet high-
performance expectations.
 Benchmarking for Growth: Reviewed compensation and aligned HR strategies with
future company goals for rapid adaptation.
 Data-Driven Decisions: Used predictive analytics and AI to optimize the talent pipeline
and inform decision-making.
 Innovative Hiring Practices: Revamped recruitment to engage candidates through
gamification and creative strategies.
 Foster Team Harmony: Promoted diversity and collaboration across different
backgrounds and generations.
 Agility and Sustainability: Emphasized agility in leadership to navigate the changing
talent landscape effectively

Solution:

 Innovative Hiring with AI

 Talent Diversity
 Talent Efficiency
 Talent Circulation

Example: Amazon:
Amazon addresses the global talent shortage by offering remote work options to access talent
beyond geographic limits and diversifying its talent pool by hiring from underrepresented
communities while investing in employee development through training and mentorship
programs.

Question: Can you share examples of how you’ve addressed resistance to change in
organizations that were undergoing significant transformation?

Resistance to Change

Challenge:
Employees often resist change during large-scale transformations, such as digital transitions or
mergers, due to fear of the unknown, job security concerns, or feelings of unpreparedness.
Strategies followed by Intas to tackle resistance:
Intas implemented several strategies to introduce a new attendance system for remote employees.
They developed an online platform for efficient attendance logging and communicated its
purpose clearly to alleviate concerns about surveillance and privacy. By educating employees on
the long-term benefits and providing persistent engagement, Intas addressed resistance,
particularly in regions like Gujarat and Punjab, where adoption was slower. Ultimately, these
efforts fostered acceptance of the new system and streamlined attendance management.
Solution:
 Effective Communication
 Involvement
 Training and Support
Example: Tata Steel:
Tata Steel faced initial resistance to its digital transformation due to job security concerns. By
applying Lewin’s model, they "unfroze" existing processes through extensive training, involved
employees in designing new methods, and offered reskilling initiatives to alleviate fears.

Question: Do people-related or business-related issues lead to employees leaving the

organization? If yes, what strategies do you take to retain the employee?
Employee Engagement and Retention
Challenge:
In today's competitive job market, employee engagement is crucial, as disengaged employees are
more likely to leave, increasing turnover and disrupting operations. Disengagement often arises
from a lack of career development, feeling undervalued, or misalignment with organizational
goals.
Intas employs several strategies to retain high performers:
 Recognition Programs: Acknowledges contributions through awards and public
recognition, highlighting the importance of recognition beyond financial rewards.
 Developmental Plans: Offers new positions and greater responsibilities tailored to
individual strengths.
 Motivation Through Challenges: Keeps employees engaged by rotating them through
different departments and presenting new challenges.
 Training Opportunities: Provides access to online training and executive MBA
programs for skill enhancement.
 Monetary Benefits: Ensures a balanced compensation package to retain high performers
while recognizing their contributions.
Example: Infosys:
Infosys addresses engagement by creating Lex, an in-house learning platform for continuous
upskilling, and implementing mentorship programs to guide employees in their careers.
Implication of business issues from multiple perspectives
1. Redeployment Challenges: Redeployed employees face adjustment difficulties, leading
to anxiety and decreased job satisfaction. Management must balance financial needs with
maintaining morale, while shareholders may worry about the financial impacts of
restructuring.
2. Talent Shortages: Local candidates may feel discouraged by external hiring practices,
while recruitment teams face pressure to find skilled candidates in a competitive market.
Existing employees may experience increased stress and burnout due to covering
additional responsibilities, complicating HR’s efforts to implement long-term talent
development strategies.
3. Resistance to Change: Unionized employees may resist changes that threaten their
rights, leading to negotiations that strain resources. Training teams must ramp up efforts
to help employees adapt, while management faces challenges in communicating
effectively and maintaining morale.
4. Employee Turnover: High turnover driven by people-related issues increases hiring
demands on recruitment teams and negatively impacts organizational productivity,
innovation, and economic contributions. Investor confidence may wane, and the
company’s reputation can suffer due to perceived instability, leading to potential loss of
skilled employees and knowledge.
5. Impact on Economic Growth and Goodwill: High employee turnover hinders
economic growth by reducing job creation, innovation, productivity, and tax revenue. It
erodes investor confidence, resulting in lower funding and stock prices. Frequent
turnover also signals instability and poor employee treatment, damaging the company's
reputation and undermining long-term sustainability and service quality.

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