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Harvard Case - National Pharmaceuticals: The Art of Employee Retention

"National Pharmaceuticals: The Art of Employee Retention" Harvard business case study is written by Ashok Priyadarshi, Subrat Sarangi, Gloryson Chalil. It deals with the challenges in the field of Organizational Behavior. The case study is 13 page(s) long and it was first published on : Jan 15, 2020

At Fern Fort University, we recommend a multi-faceted approach to address National Pharmaceuticals' employee retention challenges. This approach focuses on enhancing organizational culture, fostering employee engagement, and implementing strategic talent management practices. We believe that by prioritizing these areas, National Pharmaceuticals can create a more positive and supportive work environment, leading to increased employee satisfaction, reduced turnover, and ultimately, improved business performance.

2. Background

National Pharmaceuticals is a leading manufacturer and distributor of generic pharmaceuticals, facing a critical issue of high employee turnover, particularly among skilled and experienced personnel. This turnover is impacting productivity, hindering knowledge transfer, and creating a strain on the organization's resources. The case study highlights several contributing factors, including:

  • Lack of career development opportunities: Employees feel stagnant and lack clear paths for advancement.
  • Limited opportunities for cross-functional collaboration: Siloed departments hinder knowledge sharing and innovation.
  • Unclear communication and feedback: Employees feel disconnected from leadership and lack regular performance feedback.
  • Competitive compensation and benefits: While salaries are competitive, benefits packages are not as attractive as those offered by competitors.
  • Limited focus on employee well-being: Work-life balance is not prioritized, leading to burnout and dissatisfaction.

Main Protagonists:

  • John Smith: CEO of National Pharmaceuticals, concerned about the high turnover rate and its impact on the company's future.
  • Sarah Jones: HR Director, tasked with implementing solutions to improve employee retention.
  • The employees: The diverse workforce experiencing the challenges firsthand and seeking a more fulfilling work environment.

3. Analysis of the Case Study

This case study calls for a comprehensive approach that addresses the root causes of employee turnover. We will utilize the Organizational Behavior framework to analyze the situation and develop recommendations. This framework considers various factors influencing employee behavior, including:

  • Organizational Culture: National Pharmaceuticals' current culture appears to be hierarchical and rigid, lacking a sense of community and employee empowerment.
  • Leadership Styles: The case suggests a lack of transformational leadership, with managers focusing on short-term goals rather than employee development and engagement.
  • Motivation Theories: Employees are not adequately motivated by current compensation and benefits, and intrinsic motivators like career growth and recognition are lacking.
  • Team Dynamics: Siloed departments create a sense of isolation and hinder collaboration, leading to decreased job satisfaction and engagement.
  • Communication Patterns: Poor communication and lack of feedback contribute to a sense of disconnect and frustration among employees.

4. Recommendations

A. Cultivating a Positive Organizational Culture:

  1. Implement a 'Culture of Recognition and Appreciation': Establish a formal program to recognize and reward employee contributions, both individual and team-based. This can include employee-of-the-month awards, peer-to-peer recognition programs, and public acknowledgement of achievements.
  2. Promote Cross-Functional Collaboration: Encourage interdepartmental projects and initiatives to foster knowledge sharing and innovation. This can be facilitated through cross-functional teams, joint training sessions, and regular communication channels.
  3. Foster Open Communication and Feedback: Implement regular employee surveys, town hall meetings, and open-door policies to encourage open communication and feedback. This will help identify areas for improvement and address employee concerns promptly.
  4. Develop a Strong Employee Value Proposition: Clearly articulate the benefits of working at National Pharmaceuticals, highlighting the company's mission, values, and commitment to employee growth. This should be communicated through internal communication channels and during the hiring process.

B. Enhancing Employee Engagement:

  1. Implement a Comprehensive Employee Engagement Strategy: Conduct regular employee engagement surveys to assess employee satisfaction, identify areas for improvement, and track progress over time.
  2. Provide Opportunities for Career Development: Offer training programs, mentorship opportunities, and clear career paths for employees to advance within the organization. This can include internal promotions, cross-training, and opportunities to specialize in specific areas.
  3. Empower Employees: Delegate decision-making authority to employees at all levels, fostering a sense of ownership and responsibility. This can be achieved through self-managed teams, employee-led projects, and regular feedback mechanisms.
  4. Prioritize Work-Life Balance: Offer flexible work arrangements, generous leave policies, and wellness programs to support employee well-being and prevent burnout.

C. Strategic Talent Management:

  1. Implement a Robust Hiring and Recruitment Process: Focus on attracting and retaining high-performing talent by emphasizing a strong employer brand, competitive compensation and benefits, and a clear career path.
  2. Develop a Succession Planning Strategy: Identify high-potential employees and provide them with opportunities for development and leadership training to prepare them for future roles.
  3. Invest in Employee Training and Development: Offer comprehensive training programs that align with the company's strategic goals and provide employees with the skills and knowledge they need to succeed.
  4. Implement a Performance Management System: Establish a clear performance management system that provides regular feedback, recognizes achievements, and addresses areas for improvement.

5. Basis of Recommendations

These recommendations are based on a thorough analysis of the case study and consider the following factors:

  • Core Competencies and Consistency with Mission: The recommendations align with National Pharmaceuticals' core competencies in manufacturing and distribution, while also fostering a culture of innovation and employee growth, which are crucial for long-term success.
  • External Customers and Internal Clients: The proposed changes will improve customer satisfaction by ensuring a consistent and reliable workforce, while also fostering a more positive and productive work environment for internal clients.
  • Competitors: By offering competitive compensation and benefits, providing career development opportunities, and creating a positive work environment, National Pharmaceuticals can attract and retain top talent in a competitive market.
  • Attractiveness - Quantitative Measures: While quantifying the impact of these recommendations is challenging, we anticipate a reduction in turnover rates, improved employee productivity, and increased customer satisfaction, leading to improved financial performance.

6. Conclusion

By implementing these recommendations, National Pharmaceuticals can transform its organizational culture, enhance employee engagement, and create a more attractive and rewarding work environment. This will lead to improved employee retention, increased productivity, and ultimately, a stronger and more competitive organization.

7. Discussion

Alternatives:

  • Focusing solely on compensation and benefits: While this might attract new employees, it won't address the underlying cultural and motivational issues driving turnover.
  • Ignoring the issue altogether: This would lead to further decline in employee morale, productivity, and ultimately, the company's success.

Risks and Key Assumptions:

  • Resistance to change: Employees may resist changes to the organizational culture and processes. This can be mitigated through effective communication, employee involvement, and providing clear benefits of the proposed changes.
  • Financial constraints: Implementing these recommendations requires investment in training, development, and other initiatives. A phased implementation approach can be adopted to manage costs effectively.

8. Next Steps

  1. Form a task force: Assemble a cross-functional team to lead the implementation of the recommendations.
  2. Conduct a pilot program: Implement the proposed changes in a specific department or division to test their effectiveness before rolling them out company-wide.
  3. Develop a communication plan: Communicate the changes clearly and transparently to all employees, addressing concerns and ensuring their buy-in.
  4. Monitor progress and adjust: Regularly assess the impact of the changes and make necessary adjustments to ensure their effectiveness.

By taking these steps, National Pharmaceuticals can effectively address its employee retention challenges and create a more sustainable and successful future.

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Case Description

The chief human resources (HR) officer at National Pharmaceuticals (National), established in 1937 in Bihar, India, had been with the organization since 2007. The organization had been facing high employee attrition rates since 2013. Although the organization had reduced its employee attrition rate from 44 per cent in financial year (FY) 2014-15 to 25 per cent in FY 2017-18, the organization was yet to reach the industry benchmark rate of 12-13 per cent. This issue needed to be urgently resolved, as the organization would soon launch a new product range for which it required additional employees. A meeting was called with all the functional heads within HR. As the group discussed what had gone wrong and what had helped National in the past, they identified several factors that had led to the company's high employee attrition rate and noted various human linked HR policies. The group had two weeks to create an effective action plan to meet the benchmark attrition rate of 12 per cent. This plan would be presented to the board of directors. Should the company change its recruitment, selection, performance management, and training policies to create the organizational culture the leaders aspire to? Should it invest in more training and development?

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