Strategic Recruitment and Retention for Pharmaceutical Growth

This report, prepared by ABC HR solutions, analyzes recruitment and retention strategies for pharmaceutical companies, particularly in China, where the market is rapidly growing but faces talent shortages. It discusses the need to localize the workforce, mitigate reliance on expatriates, and develop effective talent management plans. Key strategies include networking events, internal and external recruitment, and robust retention programs. The report emphasizes workforce planning, using deterministic models, and addressing talent gaps through skill gap analysis. Recommendations include focusing on key locations like Shanghai and Beijing for senior positions, offering competitive incentives, and implementing comprehensive talent management policies to reduce turnover and enhance productivity. The report concludes that evolving talent management practices are crucial for organizational success and adapting to global trends in human capital management.

Recruitments and
Retention strategies

Table of Contents
Introduction......................................................................................................................................3
Labour market trends in UK and chain:......................................................................................3
Workforce planning:...................................................................................................................5
Recommendation:............................................................................................................................7
Conclusion: .....................................................................................................................................8

Introduction
As the appointed consultant of ABC HR solution there is presentation of the report that si
to be presented to the board of directors. There is formulation of detailing plan and further
determination of recruitment & retention strategies that is required to be adopted for sustaining
of competitive advantage in long run. There is formulation of effective recruitment and retention
strategies that is required for reinvention of exceptional employees further it can help in
sustaining of required competitive advantage in long run for the business (Chikere, Moradeyo
and Adisa, 2020). The process of localising of the employees and then mitigating the reliance on
expatriates requires a different HR approach that is traditionally employed in china. That needs
some of training and development programs which can foster the required loyalty to build up a
effective company culture for addressing such gaps.
Background of the case study: as per the provided case study it is analyse that the economies of
Europe and North America have flatten for life sciences companies. The growth rate is
phenomenal. The government spending on life sciences has tightened the availability of talent in
the MNC sector. The cost doing business in chemistry arena can be 25-30 percent lower in china
as compared to Unites states (Harney and et. al., 2021). The pharmaceuticals industry is facing a
sever shortage of executives. The MNCs are now willing to hire local talent that has lead to
higher demand for local knowledge and skills.
Labour market trends in UK and chain:
There is need to make analysis of the various resourcing and talent management plan which is
required to be formed for pharmaceuticals brand in china. It will assist in the process of
recruitment and selection of employees which can help the organisation in achievement of
required competitive advantage.
Employee resourcing:
Employee resourcing is regarded is the process of matching the human resource capabilities as
per the operational and strategic needs of the organisation. It involves various functions such as
human resource planning, recruitment, selection, team deployment, performance management
and the process of human resource administration.

In case of Chinese companies there are some of the methods which can be adopted for the
purpose of resourcing of employees:
Networking events: In Chinese companies the HR managers can recruit employees from open
houses, seminars, conferences, HR events, job fairs. It can help in the process of development of
sustained and relevant acquisition of the required candidates (McDonnell and Skuza, 2021)(Yao
and et. al., 2021). The perspective employees can also be provided with the experience of virtual
reality that will help them in getting the realistic picture of the brand and culture by creation of
engaging videos.
Recruitment and selection of candidates:
Recruitment is associated with generation of pool of candidates so that there can be selection of
most suitable match for the organisation. In this stage there is identification of job vacancies and
creation of job description, selection of relevant methods, person specification, advertising of
vacancies and then finally dealing with applicants (Alonso-Sainz and Thoilliez, 2021).
Selection: It is the process of assessment of individual and their job applications so that they are
able to identify the most suitable candidate. While selection of candidate it is necessary that
individual is able to match with the business culture as per the job role. There are different
recruitment approach that includes internal recruitment and external recruitment methods. In this
external recruitment is when organisations are using some external method of hiring employees.
Internal recruitment is associated with adoption of methods that can help in employees internally
in the organisation. In health care organisation internal recruitment is most suitable as it helps in
effective utilisation of existing resources. Employees are already aware of the existing policies,
operations and functioning which helps in the process of effective talent management.
Retention of employees:
Today in the present scenario of shortage of appropriate local talent in the manufacturing that
organisation are working to retain the employees so that there is management of overall
employee turnover (Jones, 2020). There is need to have a complete different HR approach as
compared to the traditional human resource approaches that was used in chain. Such as there are
two basic Human resource approaches as mentioned below:
Localising of workforce: Localising of workforce has emerged as the key challenge in the
process of internationalising of human resource management. It is assessed that affects the
professional and employees across different parts of the world (Vardarlier and Zafer, 2020).

There is growing tension & uneasiness as aspect between the expatriate community and the local
workforce. In china organisation are now looking for Asian countries so that they are able to
“expat” talent.
Mitigating the reliance on expatriates: the personal traits of the expatriates are posing a
influence on the work performance,. Organisation are willing to hire candidates who are suitable
as per the technological dimension but they may ignore the family and personal factors. Apart
from this they may also ignore the cultural aspects which can affect the overall process of hiring
employees. In china many times the human resource department may find it difficult to have the
proper cross cultural competence that is regarded as the ability of individual to deal with the
overall cultural differences.
Workforce planning:
Workforce planning is identification as the core business process that is to be aligned with the
needs of changing organisation with development of proper people strategy (Coates, Coppleson
and Travaglia, 2021). It can be very helpful in the process of adjusting it as per maturity and size
of organisation. It provides industry intelligence and market to help organisation on focussing on
issues and the range of challenges that is required to prepare for initiatives for supporting long
run business goals.
The deterministic model:
It is the model that is based on the way aspects are likely top happen in upcoming future time
period. Leaders and HR mangers are willing to use this model as per the requirements of present
workforce. In case of chain pharmaceuticals company the brand have to analyse it based on the
location (Brannon and Burbach, 2021). Such as people from northern part of china face much
difficulty in adjusting to south and there is vice versa situation as French people find it difficult
in north America. So, the issue of relocation is becoming important segment for Chinese
workforce that is required to be dealt to have proper analysis of the way future trends are going
to posses a impact on the functioning of organisation.
Talent management plan:
It becomes important to have a effective talent management plan that can help organisation in
china for recruitment and retention of talent. For this purpose it becomes necessary to have
effective application talent management aspects as mentioned below:

There are several aspects of talent management model that can be adopted in the present scenario
for the purpose of developing a competent workforce:
Planning: It is a aspects in which there is alignment with the talent management model with
overall organisation goals. In case of pharmaceuticals organisations in chain for the purpose of
having a suitable and appropriate workforce it becomes very crucial to ensure that there is right
talent present as per required level of knowledge, skills and experiences.
Attracting: It is important to attract employees as per the specific requirement of assigned job
roles and responsibility. In health sector industries there is requisite to use right strategy the hires
will be driven by the requirements of skilled workforce.
Developing: It is the part of development model that helps in growing of talent in the
organisation. It has to be aligned with the employee development plan.
Retaining: It is the purpose of talent management plan so that employees are able to make a
switch to any other organisation. In health sector organisation there is requirement to have proper
engagement (Schmidtke and et. al., 2021). After having a right individual employees in the
organisation it becomes important to keep them associated for long term.
Transitioning: After development and hiring of employees there is further need to plan for
employee transitions. The aim at this stage is to have proper knowledge management aspects in
the organisation. Atrsntion is associated with supporting employees in such a way so that they
are able to deal with the issues that are being faced in the course of regular organisation
functioning. Such as development of cultural fit is one of the tremendous aspects that needs to be
taken into consideration. There are differences present in the management style and overall
expectation that is required to be considered.
Analysing the talent gap:
In present scenario there is shortage of appropriate local talent that is part of manufacturing
brand. There is analysis of the way workforce is mitigated. For this purpose there are some of
the human resource approaches that can be adopted for Chinese organisations in order to manage
the negative impact of high talent gaps:
using of skill gap analysis tool: In Chinese organisations the human resource department and
focus on using of skill gap analysis tool for the purpose of assessing the difference between the
present and future state. It is a way that can be adopted for determination of the skills &
knowledge that is lacking among the present workforce in the organisation.

In the present changing scenario shanghai is viewed to be the place of chain with 65 regional
headquarters that is established MNCs across different industries (Yu and et. al., 2021). It is
leading to persuading of shanghai based candidates to take the project in other parts of the
country that may be problematic,
The Baxtrers lau has advised that expectations have to be properly managed so that there can be
a clear plan of the way executives can come back to shanghai.
Recommendation:
Based on the above made analysis there are several recommendation that are to be drawn with
context to talent management strategies in organisations:
 while resourcing of talent it is suggested that the human resource managers have to
consider the aspects of locations like in healthcare manufacturing for base senior
positions in key centres like shanghai and Beijing.
 There is need to offer higher motivation to employees that can be both in monetary and
non monetary incentives. It can assist in the process of enhancing their present level of
morale for the purpose of managing the overall satisfaction level of employees in long
run. In organisations employees may posses rare combination of skills it becomes
important to be aware of the skill sets of market value that can assist in the process of
managing the present workforce. For such employees it is important to manage the
demand by by offering them with expected bonus payments. It is related with the aspects
of compensating of top talent in china.
 It is suggested that the biggest issues that is faced by the health sector is associated with
having a suitable and competent workforce. So it becomes important to have proper talent
management policies which can help in retention of employees for long run. It may lead
to addition of cost but it has to be dealt managing it with context of generation of higher
productivity and profitability in long term. There is management of cost by reduction of
employee turnover and employee contribution is also maximalism because of higher level
of satisfaction.

Conclusion:
It is summarized from the above made analysis that talent management practises have
evolved with time and it become important to consider such element that is related with success
of organisation. There are global trends in human capital management and talent that have to be
considered in order to maximise the present contribution of employees towards the organisation
laid mission and vision statements. With the changing times it becomes important to
understanding the way local executives can be adapted and understanding the process and
politics that are part of the external environment.

References
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