HR Practices in Biotech Industry

HRM & BIOTECHNOLOG

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ASHWIN - 10

MALVIKA - 11

RASHMI - 12

SHILPA - 14TASVIRUL -

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HRM PROCESS IMPORTANCE HRM in BIOTECH INDUSTRY SEEMA BIOTECH A-ONE BIOTECH COMPARATIVE ANALYSIS SUGGESTIONS CONCLUSION


Human resource management (HRM, or simply HR) is the management of an organization's workforce, or human resources.

It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws.

The function was initially dominated by transactional work such as payroll and benefits administration. But due to:

Globalization, Company consolidation. Technological advancement. Further research,

HR now focuses on strategic initiatives like:

Mergers and acquisitions. Succession planning. Industrial and labor relations. Diversity and inclusion.

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BEST HR POLICIES ACROSS INDIA

ORGANIZATION HR POLICIES

MICROSOFT CORPORATION

Strong organizational culture which supports work/life

balance and help boost employee morale

Health insurance

Planned and retention strategy

ESOP’s

Flexible working hours

Promotes corporate diversity.

NATIONAL THERMAL POWER

CORPORATION

4 pillars competency

Commitment

Culture and system

Team work

Empowerment

Responsibility

Creativity and flexibility

Training and development

Mentoring

VOLVO AB

INFOSYS

WIPRO

Job enrichment program like job rotation.

Management employee councils.

Small work groups.

Change implementation & employee oriented facilities.

Cross-Cultural training.

Customer training.

Milestone Programs.

Continuing executive education.

Rewards and Recognition.

Customer orientation.

Strategic thinking.

Communication skills enhancement.

Leadership training.

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Firstly, strategic HR partners with senior executives and managers, helping to move planning from the boardroom to the organisation.

It guides serious discussion of how the company should be organised to carry out its strategy.

Secondly, strategic HR being an employee champion, ensures that employees feel committed to the company and are able to fully contribute, and take responsibility for training line management about the importance of high employee morale and how to achieve it.

Strategic HR is the employees' voice in management discussions, offers employees, opportunities for personal and professional growth and provides resources that help employees meet the demands put on them.

Thirdly, HR must be an expert in the way work is organised and executed, delivering administrative efficiency to ensure that costs are reduced while quality is maintained.

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India's biotechnology industry currently comprises 110 units in the healthcare products sector, 140 units in agriculture and about 300 units in industrial and other biotech products sector.

It has been said that 21st century belongs to biotechnology as it made profound impact in the field of health, food, agriculture and environmental protection. But there is lot more to the biotech industry than money, there is the HR factor.

In biotechnology companies around the world, scientists are often given the responsibility for people and projects without a second thought or additional training. Failures in the transition from scientists to management occur because scientists believe that adding supervision skills is simply a learn-as-you-go experience.

The manager of a biotechnology start-up faces the challenge of fostering a transition within the founding team from science-oriented to commerce-oriented thinking and action.

An academic scientist's focus is on: -- scientific publications, -- intellectual brilliance, -- research involving tightly circumscribed projects, and -- science for science's sake.

A biotechnology company, however, must translate research results into revenue.

Biotech managers should be strong and sensitive at the same time.

Only managers with excellent interpersonal skills will be able to handle delicate tasks like helping the company founders think commercially, training them in what to say where and when.

Yet, they should be strong enough in aiding decisions, like cancelling a pet project, bringing in and integrating new employees better paid than founding staff, and introducing formal management tools such as reporting and budgeting without damaging employee relations.

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INDUSTRY SEEMA BIOTECH

Address:

Hatkanangale,

At Post Talasande,

Kolhapur,

Maharashtra 410008

Phone:098 81 814466

Seema Biotech is a reliable company at Talsande for Banana producers which was started in 1973 for grape production.

The laboratory of Seema Biotech is well equipped with latest machinery.

They have storage dealers at Karad, Satara, Kagwad (Karnataka), Bopegaon (Satara), Jaysingpur (Udgaon), Kurundwad, Kolhapur, Kavte Ekand (Tasgaon).

It is planning to start a buy back scheme for Bananas, with which production of Banana wine, Banana powder & Banana pulp is being planned.

Consultancy is provided to select proper agricultural land, drip irrigation & fertilizers.

Its few important services out of many include:

1) Tissue culture care of plants.

2) Water management fertilizers.

3) Banana products.

Total No. of Workers – 285

•Managers/Executives – 10 : MBA

• R & D Staff – 47 : M.Sc./PhD

• Employees – 56 : B.Sc./B.A./B.Com

• Labour – 102 : 10th/12th

• Others – 70 : illiterate

Various HR Policies implemented by the company include :

Provides payroll advances for employees that require funds immediately.

Does not dock its employees of their sick days.

“Going the extra mile” for their employees is their forte.

Makes managers directly responsible for the performance of the people under their supervision.

HR managers review each and every performance appraisal – returning and repeating them where discrepancies arise.

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A-ONE BIOTECHAddress:

Aswamed, Sr.No.17/1, Plot No.115, Near Khiwansara Patil School, Ganesh Nagar, Dange Chowk, Pune-

411 033, Pune, Maharashtra 411033

Phone:094 22 523210

Set up in 2008 and based at Pune, Maharashtra, India, “A One Biotech and Tissue Culture Private Limited,” is one stop solution provider in the area of Horti-micropropagation.

One is sure to find a wide variety of cultured plants, tissue cultured plants, hardened plants and herb plants.

They offer economically feasible and quality wise assured products related to indoor-ornamentals, cash crops and medicinal plants. To offer quality plants, they have a plant tissue culture laboratory which is equipped with advanced facilities.

Handled by experienced quality personnel, they ensure that their plants are not grown with harmful fertilizers and pesticides that can have an adverse effect on the environment. They have experienced gardeners and experts who take into consideration the type of soil, optimum sunlight, water, and climate of the area.

They have a complete understanding of different types of plants, their growth and maintenance.

Besides, they also have the required machinery to help their gardeners in offering plants in bulk to the clients.

HR policies @ A-ONE

A stock purchase plan open to all employeesbelow the management level.

A stock option plan tied directly to employee performance and departmental milestones.

A new compensation policy was also introduced that linked options directly to managers and above based on their individual performance as well.

“Merit pay” for critical individuals in its compensationplan.

The company began regular but informal gatherings (i.e. lunch on the company) with the entire staff, both scientific and admin/management.

While not structured as a meeting, these gatherings allowed all company staff to discuss their work, their goals and their projects – giving all staff an excellent perspectiveon the company as a whole.

Sustainable retention.

Employing home-makers for routine work.

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COMPARATIVE STUDY

SEEMA BIOTECH

• Employee-driven culture.• Going extra miles.• Payroll advances.• Sick leaves.• Compensation policy.• Performance review.• Responsibility.• Sense of belongingness.• Trust on employees.

A-ONE BIOTECH

• Stock purchase plan.• Merit – pay.• Personal & departmental milestones.• Informal gatherings.• Sustainable retention.• New Challenges.• Job enrichment.• Employing home-makers.

STRENGTHS

COMPARATIVE STUDY

SEEMA BIOTECH

• Unrealistic recruitment procedure.• Routine work.• Lack of training.• Negligible recognition.• Inappropriate appraisal.• No attractive remuneration.

A-ONE

• Improper planning.• Lack of communication between seniors and staff.• Lack of environment scanning.

WEAKNESSES

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An ideal biotech company should be constructed from several small, independent teams, or research ventures, that form spontaneously around promising concepts.

Teams should be allowed almost complete freedom to choose their goals, supporting technology, personnel, working hours, resources, and almost all other aspects of their projects, exactly the same conditions in which entrepreneurs thrive.

Teams must be held accountable for either completing specific pieces of research or developing products that are profitable.

This decentralised, dispersed system, however, must be carefully integrated into a collaborative whole if it is to be effective.

Without a strong network of productive working relations, there would be little justification for keeping these individual

ventures together in a single organisation.

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Human resources constitute an increasingly critical function in any biotechnology company, particularly in an industry that's in an increasing state of flux.

The efforts to achieve excellence through a focus on learning, quality, teamwork, and re-engineering are driven by the way organisations treat people.

It is the job of HR to achieve organisational excellence.

Today's biopharmaceutical projects have a high degree of complexity. In order to properly utilise staff and other resources like suppliers and internal groups, a manager must be able to clearly visualise the desired goal.

Within the HR function there are dozens of processes that can be done better, faster and cheaper. Finding and fixing those processes is part of the work, and measuring the impact of HR programs and initiatives to the bottom line is crucial.

To sum up, the roles of the Chief Executive Officer and top management team are particularly crucial for a biotechnology company.

Biotechnology companies require managers with unique qualities. The lack of solid managerial training and the associated risk of failure often have long-term consequences for the careers of research professionals.

http://www.aonebiotech.com/

http://www.seemabiotech.com/

www.whatishumanresource.com

http://pharma.financialexpress.com/20060215/bioasia2006special04.shtml

REFERENCES

Business

HR Practices in Biotech Industry