Human Resource Management

Project Report

Identification of High-Potential Employees and their

Individual Development Plans in the Pharmaceutical
Sector

Submitted by:
Sarthak Agarwal
C003
Sonali Amin
Submitted to: Dr. Hema
C005
Bajaj
Akshay Chandak
C012
Nikhita Gaikwad
C020
Tanuj Gulati

1
 Executive Summary
This report examines the current practices followed in the pharmaceutical sector with respect

to identification and development of high-potential employees. A high-potential employee is

an individual with the ability, engagement, and aspiration to rise and succeed to more senior,

critical positions. The characteristics of a high-potential employee include a drive to excel, an

enterprising spirit, catalytic learning and dynamic sensors. A high-potential employee needs

assessment, feedback, and support to develop and grow within the organisation.

India currently occupies an important position in the pharmaceutical sector globally, with a

large pool of engineers and scientists who have the potential to steer the pharmaceutical

industry to great heights. Torrent Pharmaceuticals and Lupin have been studied in this report

to examine the practices followed in order to identify the high-potential employees in these

organisations. It was observed that Torrent Pharmaceuticals has various criteria like length of

service, alignment with core values, culture fit, performance quality and innovation to

identify a high-potential employee; however no potential appraisals are conducted to evaluate

the potential of employees. The development of high-potential employees at Torrent

Pharmaceuticals is an ongoing process, with the line manager being responsible for grooming

the high-potential employee; high-potential employees are also given value adding projects

and assignments, frequently managed by senior management, during which they receive vital

mentorship. Lupin, on the other hand, has an annual talent review system in place to evaluate

the performance and potential of employees, of which the top 100 employees consistently

performing well in the review are identified as high-potential employees. To ensure

development and growth of the employees, Lupin has a dedicated Learning Centre in

Lonavala, informal networking and developmental opportunities, tie-ups with universities

and various learning and development initiatives.

2
 Table of Contents

Objectives...................................................................................................................................4
Introduction to High-Potential Employees.................................................................................4

Characteristics of High-Potential Employees.............................................................4

Assessment Approach to Identify High-Potential Employees....................................5
Development of High-Potential Employees...............................................................6
Development Methods................................................................................................6

Pharmaceutical Sector Overview...............................................................................................8

About Torrent Pharmaceuticals..................................................................................................9
About Lupin.............................................................................................................................10
Literature Review.....................................................................................................................11
Methodology............................................................................................................................13
Analysis and Results................................................................................................................14
Conclusion................................................................................................................................20
Recommendations....................................................................................................................20
Annexure..................................................................................................................................21
References................................................................................................................................22

3
Objectives

To examine the current practices followed in the pharmaceutical sector with respect to

identification and development of high-potential employees

Introduction to High-Potential Employees

A high-potential employee is an individual with the ability, engagement, and aspiration to rise

and succeed to more senior, critical positions.

Characteristics of High-Potential Employees

1. Drive to excel: They maintain a high level of competence in technical or functional

discipline and consistently produce tangible and measurable results way above

expectations. They continually search for new ideas and different approaches of

seeing things.
2. Catalytic Learning: They learn quickly and effectively, and more rapidly compared to

their peers. They constantly search for more information, develop a conceptual ability

to rise above details, see a broader context, and apply these learnings to business

situations.

4
 3. Enterprising spirit: They take on challenges, including leaving their career comfort

zones, in order to advance in uncertain avenues. They find that the advantages,

excitement and opportunities of unchartered territories far outweigh the risks.

4. Dynamic Sensors: They have judgement and dynamic sensors, which help them skirt

the higher-than-normal risks that they frequently take. These sensors can be attributed

to their self-awareness and emotional maturity that enables them to identify their

strengths and weaknesses accurately.

Assessment Approach to Identify High-Potential Employees

1. Buddy approach: It is an informal approach where the decision making authority

identify their buddies as high-potential.

2. Tenure approach: In this approach, the employees who have been in the company for

a long time are identified and promoted to key positions.

3. Manager appraisal approach: This approach relies on the judgement of the manager to

predict or assess subordinates as high-potentials and recommend them for appropriate

development programme.
4. Decision makers consensus approach: This approach relies on the combined

judgement of senior management team to discuss employee sustainability for

promotion or special development.

5. Criteria-based approach: It is a scientific approach, where the organization or the

decision makers are required to articulate how a high-potential employee would

behave, define criteria for identifying those behaviours, and assess tools used to

measure the criteria.

Development of High-Potential Employees

1. Assessment: Tools such as multi-rater review and 360 degree review are used to

measure their progress against defined benchmarks.

5
 2. Challenge: In order to learn new skills, it is very important to challenge high-

potentials out of their comfort zones through novelty, stretch goals, and exposure to

conflict.
3. Support: Acknowledgement by the organization of the stress to which the high-

potentials are exposed to and creating a psychologically safe environment are

important. This support system can be created by the support systems built in the

organization and the culture which celebrates successes and rewards those who

achieve developmental goals.

Development Methods

1. Feedback: Formal and structured feedback methods using multi-rater feedback or

360-degree review can be useful to determine the employees performance along

multiple dimensions. A trained counsellor should be involved in the collection and

interpretation of this feedback.

2. Training Programme: Formal training programmes can be used to build knowledge as

well as skills.
Action learning: Here, groups of high-potentials are put into cross-functional

teams to work on organisational issues.

Structured leadership development programmes: These include structured

leadership development training programmes, wherein high-potential employees

get the opportunity to work in various departments of the organisation.

University based programme: Here, organisations send their high-potential

employees to reputed institutions like IIMs, Harvard, Stanford, INSEAD etc. on a

6-12 month executive development programme as a part of their grooming for

senior positions in the future.

3. Job assignment: Under this approach, individuals are put into a situation which they

are not fully equipped to handle. This gives high-potentials the opportunity to think

differently, try new strategies, learn new competencies, and interact with diverse

6
 people. The following assignments are given to high-potentials in order to develop

specific skills which they may require in the future:

Supervisory Assignment: Here, high-potentials are required to oversee the

performance of subordinates. Success of the high-potentials is not dependent on

their own functional expertise, rather it depends on their ability to lead and

motivate their subordinates to perform to their best of their abilities.

Cross-divisional assignment: This requires high-potentials to work close sly with

employees from other departments, with a major focus on inter-departmental

conflict resolution.
Organizational change assignment: In this case, high-potentials are given major

transformational challenges to tackle, which include managing a start-up or

improving the performance of a declining unit.

International assignment: This approach provides employees a global strategic

perspective and exposes them to cross-cultural issues.

4. Development relationships: Here, various types of relationships are formed, using one

of the following methods:

Formal Mentoring: In this approach, a formal mentor is assigned to the high-

potential employee, with whom he/she develops a close, although formal,

relationship. Formal mentoring can include the following approaches:

Peer coaching
Executive Coaching
Shadowing
One-to-one mentoring
Informal relationships: Here, organisations do not actively build developmental

relationships, but provide the employee opportunities to seek out mentors for

themselves. Networking groups and informal gatherings are organised during

which high-potential employees can develop informal relationships with senior

managers.

7
Pharmaceutical Sector Overview

The Indian pharmaceutical sector accounts for 2.4% of the global pharmaceutical industry by

value and 10% by volume. It currently ranks 14th in the world in terms of value and third in

terms of volume. The current market is valued at $36.7 billion and is expected to reach $55

billion by 2020, giving it a CAGR of 12.89% over the period 2015-2020. Anti-infective drugs

command the largest share of the Indian pharma sector, followed by cardiovascular and

gastrointestinal segments.

India has an important position in the pharmaceuticals sector globally, with a large pool of

engineers and scientists who have the potential to steer the pharmaceutical industry ahead to

even greater heights. India is the largest provider of generic drugs globally, with Indian

generics accounting for 20% of global exports in terms of volume. In 2015-16, India exported

pharmaceutical products worth $16.89 billion, with the number expected to reach $40 billion

by 2020. The major importers of Indian generics include United States of America, Russia,

Africa, Canada, Europe etc.

An increased patient pool due to increased urbanization and changes in lifestyle, increased

accessibility to drugs, and greater acceptance of new medicines has also facilitated the

domestic growth of the pharmaceutical sector. Growth in domestic sales now depends on the

ability of companies to align their product portfolio towards chronic therapies for diseases

such as diabetes, cardiovascular disorders, cancers and mental disorders that are on the rise.

The Indian government has taken several steps to reduce production costs and healthcare

expenses. Speedy and timely introduction of generic drugs into the market has remained a

focus and has benefited the Indian pharmaceutical companies as well as patients.

Additionally, the focus on rural health programmes, preventive vaccines, and lifesaving drugs

also bodes well for the pharmaceutical companies.

8
About Torrent Pharmaceuticals

Headquartered in Ahmedabad, Torrent Pharmaceuticals Limited, a publicly listed company

and a flagship company of Torrent Group, offers high-quality trusted medicines in multiple

therapeutic categories such as cardiovascular, central nervous system, gastrointestinal,

diabetology, anti-infective and pain management.

They have expertise across product development, manufacturing, sales and customer service

and are dedicated to providing high quality, reliable products with the expert clinical support

our customers need.

Torrent Pharmas competitive advantage stems from its world-class manufacturing facilities,

advanced R&D capabilities, extensive domestic network and a widespread global presence. It

has three world-class manufacturing facilities at Indrad (Gujarat), Baddi (Himachal Pradesh)

and Sikkim. The facilities are approved by USFDA, WHO, MHRA, TGA and other global

regulatory bodies.

The Indian operations of the company are controlled through well-segregated marketing

divisions, strategically structured on specific therapeutic areas. Together, these divisions

spearhead the companys dominant position in the various therapeutic segments that it

operates in.

The employees of Torrent Pharmaceuticals are committed to achieving excellence in quality

standards and always supply products as per global requirements. They strive to create an

environment where each employee contributes to all aspects of business processes and shall

strive for continuous improvement to meet with customer satisfaction.

9
About Lupin

Headquartered in Mumbai, India, Lupin Limited was founded by Dr. Desh Bandhu Gupta in

1968. Started with seed money of just Rs. 5,000, Lupin Limited has emerged as the second

fastest growing pharmaceutical company in India with sales worth $477 million in 2010. It is

the 7th largest company by market capitalization and the 10th largest generic pharmaceutical

company by revenue globally. Lupin is the 5th largest generic pharmaceutical company in the

US by prescription-led market share and 3rd largest Indian pharmaceutical company by

revenue.

Lupin Limited is a transnational pharmaceutical company that has grown faster than most of

its peers in a number of growth markets. The company ranked among the top three in market

share in 18 of the total 22 products it sold in the US generic market in 2009. The companys

presence in the Japanese (ranked 7th and growing at 23%), European, South African (ranked

6th and growing at over 30% annually), Philippines, Australian and other emerging markets is

expected to drive growth in the years ahead.

Lupin produces a wide range of generic, affordable, quality and branded formulations and

Active Pharmaceutical Ingredients (APIs) for developing and developed markets of the

world. Lupin gained recognition when it became one of the worlds largest manufacturers of

tuberculosis drugs. It is moving up the value chain and has not only mastered the business of

intermediates and APIs, but has also leveraged its strengths to build a formidable global

formulations business. Lupins product portfolio covers a wide range of therapeutic segments,

including cardiovascular, diabetics, respiratory, paediatrics, gastrointestinal, CNS, anti-

infective, and NSAID therapy segments, and has held leadership positions in the

cephalosporin and anti-TBs segments globally. The companys R&D endeavours have

resulted in progress in its new chemical entity (NCE) programme and its advanced drug

10
delivery systems led to the development of platform technologies that are used to develop

value-added generic pharmaceuticals.

Lupins world class manufacturing facilities, spread across India and Japan, plays a critical

role in enabling the company to realize its global aspirations.

Literature Review

Study 1
Jan Posthumus, author of the book Use of Market Data in the Recruitment of High-

potentials: Segmentation and Targeting in Human Resources in Pharmaceutical Industry,

opines that the recruiting process of high-potentials is similar to a marketing process, and

using marketing concepts of segmentation and targeting should allow for better identification

of a target population. The author found that 100% (N = 11) of recruiters and their

organisations in the pharmaceutical sector in Europe and USA acknowledged the benefits of

targeting and segmentation, but believed that the segmentation criteria used were limited in

scope and number. Three (27%) companies explicitly mentioned preferring in-house

recruitment of high-potential employees since they considered it to be more cost-efficient.

They also believed that this allowed enhancement of quality and better control of the

recruitment experience of the potential candidate. Two companies (18%) explicitly

mentioned outsource targeting in the recruitment process. The remaining 6 companies used

varying levels of hybrid models, with a combination of internal and external recruiters. The

professional recruiters used various proprietary databases as well as publicly available

databases and social media (eg., LinkedIn). Although having a pool of high-potential

candidates was considered state-of-the-art in the recruitment field, market research was rarely

used to identify regions where these viable candidates were available. All 11 corporate

recruiters used recruitment channels such as employee referral programs (55%), college

recruitment (82%), and professional recruitment agencies (91%), although the combination

11
differed for each company. The author found that there were 2 main reasons why

segmentation and targeting were used in the recruitment of high-potentials in the

pharmaceutical industry:
a) High need for members of a scarce group of professionals of high value (engineers

and clinical researchers

b) Ability to identify certain groups with a simple metric or algorithm using

segmentation variables like education and specialty.

Study 2
In a study conducted by IIM Ahmedabad, a combination of exploratory and descriptive

research designs was used to collect data from Indian pharmaceutical organisations on their

talent management strategies. In-depth semi-structured interviews were conducted to collect

relevant primary data. The analysis revealed that different organisations had a different

understanding of the focus of talent management, the practices they use, the supporting

mechanisms, and the degree of link with business strategy and firm performance. Four types

of talent management strategies were identified and pharmaceutical companies were grouped

according to a combination in the levels of integrated approach and organisational goal

alignment:
a) Contingency-based talent management: Alignment between organizational goals and

talent management is low. Organizations in this category usually have their talent

management practices suited to short-term organizational goals. Such organizations are

weighed by immediate and short-term business concerns which also leave very little

managerial bandwidth to focus on talent management.

b) Results-oriented talent management: Organisations in this category have basic HRM

policies in place. However, talent pools are not clearly identified, and talent identification

is done on an informal basis. In some cases, performance appraisal data is used to identify

high-potential talent and to groom them for higher responsibilities.

c) Activity-based talent management: Organisations in this category are focused on high-

growth and implement talent management practices in line with high-growth ambitions.

Talent pools in this category are identified till middle management levels and high-

12
 potentials are groomed for higher responsibilities accordingly. However, talent

identification at top management level is done in an informal manner.

d) Vision-driven talent management: These organisations have high integration of talent

practices linked with strategic organisational goals. There is active investment in building

a leadership pipeline and proactive succession planning. Talent pools are clearly

identified and talent practices are customized to talent pools. Developmental tools such as

360-degree feedback are used and assessment centres are organized where talent is

assessed and feedback is given to critical, median and high-potential candidates.

Methodology

To conduct a study on the identification and development of high-potential employees using

both qualitative and quantitative research methods. Both primary and secondary data were

elicited, collated and analysed to come up with different findings with respect to the talent

management scenario. The secondary data collection took place through desk research and

going through existing publications and documents. Primary data was collected by contacting

employees at Torrent Pharmaceuticals and Lupin Limited.

Analysis and Results

The Indian pharmaceutical sector is broadly divided into 2 categories: multinational

companies (MNCs) and companies of Indian origin. It has been observed that MNC

pharmaceutical companies have formal and structured HR policies in place, including those

for identification and development of high-potential employees. In contrast, Indian

companies use a more informal method while charting out the development plans for their

employees.

Results from Torrent Pharmaceuticals

The following criteria are used by the company to identify high-potential employees within

the organisation:

13
 1. Length of service: Although specific number of years are not mentioned, a tenure-

based identification of high-potentials is followed at Torrent. The company believes

that an individual who has stayed with the company for a sufficient number of years

has gained valuable experience about the market and the products. Further, a tenure-

based approach will also ensure that the individual is well aware about the culture of

the company.
2. Alignment to core values: Following are the core values of Torrent Pharmaceutical:
Integrity
Excellence
Customer and family
Teamwork
Constant learning
Responsibility
3. Culture fit: The company has an open culture where employees are encouraged to

proactively take initiatives. The company also has a uniform for all its employees,

right from the clerks to the CEO. The company focuses highly on ethical marketing

and does not include sales targets in their KRAs in order to prevent pushing of

medicines.
4. Performance and quality: This attribute is judged based on the performance appraisal

and inputs from line managers.

5. Innovation: Employees who contribute out-of-the-box and innovative ideas which can

improve processes of the company are also considered as high-potentials.

Unfortunately, no potential appraisals are conducted to evaluate the potential of employees. A

combination of tenure-based and manager appraisal methods is used to identify high-potential

employees. An employee is judged to be high-potential by the functional head, which is then

followed up by the HR personnel.

After identification, the following activities are undertaken to develop individual high-

potential employees:

14
 1. Training is an ongoing process at Torrent and various training programmes are

organised for all employees, although the level of training would differ.
2. The line manager is also responsible for grooming the high-potential employee, so

that he/she may be ready to take on tasks of a greater responsibility.

3. High-potential employees are also given value adding projects and assignments,

which may be unrelated to their current job profile. These projects give high-

potentials the opportunity to think differently, try new strategies, learn new

competencies, and interact with diverse people from different departments.

4. The company also has an in-house library for employees, as well as subscriptions to

online journals which enable them to access material for their personal development.
5. Employees also get to work on projects managed by senior management during which

they receive vital mentorship from the senior managers.

6. Special assignments are also considered during the appraisal of the high-potential

employees, which may result in fast-track promotions along with transfers to different

geographical locations or therapeutic area divisions.

Torrent Pharmaceuticals also organises a special award function called Khoj where high-

performing individuals are awarded, either for showing a high level of commitment to the

company core values or for providing innovative ideas to the management, which can be

implemented to improve processes.

The company does not have a specific programme in place to ensure retention of high-

potential employees. It believes in equal treatment of all employees, due to which no special

incentives or undue salary hikes or bonuses are provided to high-potential employees who

may be looking for opportunities outside the organisation. Since the company has extremely

employee-friendly policies in place, like travel allowances, accommodation facilities for

employees in new locations, open culture, freedom to chart out own career path, it believes

that a formal retention strategy is not required. By ensuring employee engagement, the

company has successfully maintained attrition rates lower than the industry average.

15
Results from Lupin

Lupin has an online performance and potential appraisal system in place that helps them

differentiate between various levels of talent. The organisation strives to ensure that process

is transparent. The managers set and quantify targets and have the flexibility to change the

weightages of the parameters. Following a formal appraisal, a review meeting is conducted to

discuss the appraisal. The process is very fair and uses the bell curve for performance rating.

The individuals consistently obtaining a high rating in this process are identified as high-

potentials and are offered various learning and growth opportunities for career advancement.

Lupins talent management programme rests on a participatory approach, with the company

and the employee sharing responsibility for the employees development. Development plans

aim at encouraging employees to take charge of their careers, with the company supporting

the employee fully in this process. According to Lupins Annual Review Document, Lupin is

putting time and thought behind the development of talent. Employees have the primary

responsibility for making their career happen, and it will happen initially by proving

themselves in the job they are currently in. Lupin will make sure that employees progress is

examined systematically at least once a year. If employees succeed early in their career, they

will be noticed by senior leadership, and as their success continues, they will come to the

attention of the top leadership team. It is not a leadership driven plan. It is the employees

prerogative to work hard, deliver results and get recognized. Once committed, employees can

benefit not only from several formal development programmes, but also from a host of

informal networking and development opportunities. Lupin offers a bouquet of Top Talent

initiatives such as Lupins Manufacturing Business Leaders Programme, AMEX for Frontline

Sales Leaders, leadership effectiveness programmes for potential leaders in Research. The

Lupin Learning Centre and the Buddy Programme are aimed at inducting employees into the

Lupin way. Lupin identifies the top 100 managers and supports their career growth and

16
development through education, training, and job exposure are the key components of this

strategy.

The Annual Talent Review (ATR)

It is the primary tool being used by Lupin to integrate the companys plans with employee

goals and organizational decisions. This process enables Lupin to assess the capability of the

organization and its people; it also enables the company to examine gaps and plans for the

future, and to prepare the organization to achieve its ambitious plans. ATR has multipronged

goals: one aim is to connect every activity with the larger business agenda across the

organization. Another aim is to help employees grasp the current changing realities of the

competitive market scenario. An important function served by ATR is to send out a message

to employees that career advancement at Lupin depends on current delivery and demonstrates

potential for growth and not past achievements, and that Lupin rewards results and the people

who put in maximum efforts to achieve stretch targets. ATR is a discipline imposed on each

SBU to make sure every employee and his/her development is given consideration each year.

Lupin Manufacturing Business Leadership Programme

Most of Lupins site leaders and their direct reports have either a pharmacy or an engineering

qualification, with no formal exposure to the concepts of management or leadership training.

Hence, there was a need to enable senior management leaders (who were leading a site or

managing large operations on-site) to develop into well-rounded leaders. Some key

competencies needed in these leaders include an understanding of the industry as a business,

leadership competence, practical insights, and in-company application of knowledge. Lupins

senior management, in collaboration with the Indian Institute of Management, Ahmedabad

(IIMA), designed the Manufacturing Business Leadership Programme as a vehicle for

delivering on these objectives.

17
Lupin Learning Centre, Lonavala

The organization set up a Lupin Learning Centre at Lonavala (near Mumbai) in order to offer

a learning environment, opportunities, and inputs of global standards to the employees at

Lupin. The aim was to get Lupin ready for the future and to inculcate and strengthen

management capabilities of Lupin managers. It was seen as a key step forward towards

institutionalizing the people development process.

Informal Networking and Developmental Opportunities

In addition to formal development programmes, the company offers a host of opportunities to

employees to develop relationships through informal channels, such as sharing of practices

by senior leaders in cross level or cross-functional team meetings or by using video

conferencing. The cross level and cross-functional teams help employees sit together,

brainstorm, and be heard by peers and seniors. This provides the employees a platform to

display their competence even in areas beyond their assigned functions and job roles.

Learning and Development Initiatives

1. LEAP: This is a four-day training programme for high performing executives and

high-potential employees scheduled at a months gap. This has been designed to

enhance the skill and competence level of executives, so that they may be ready to

take on higher responsibilities.

2. EXCELL: Aimed at executives, this initiative focuses on personality development

through self-management, self-understanding and communication skills, organization

alignment and implementation of productivity, effectiveness and efficiency.

3. THE ICEBERG: This is a specially designed programme for managers. It involves

knowing and managing oneself in a demanding work environment, managing

relationships with processes, productivity and customers in a complex workplace,

18
 managing the art of dealing with others and emotions for productive results and

ultimately, achieving the desired output.

4. I LEAD: This is a learning intervention for managers, which focuses on increasing

self-productivity, enhancing strategic leadership input and building relationships, as

well as leading diverse teams.

Conclusion

Properly identifying high-potential employees using a formal, systematic approach can

improve high-potential selection, increase the perception of fairness and impartiality within

an organization, and reduce high-potential drop-out rates and turnover. It can also increase an

organizations bench strength, giving employers an edge over their competition.

Recommendations

Torrent Pharmaceuticals must develop a systematic and formal system to identify their high

potential employees. It is also important for them to organise focused learning opportunities

for their employees. They also need a rendition policy in place to ensure less turnover of their

high potentials.

Lupin has a robust high-potential programme in place. One recommendation is that it can add

decision-makers consensus approach to its identification methods to ensure that it includes

employees as well in their career development plans.

19
Annexure

The following questions were asked to HR managers at the two companies in order to gain

insights into the programmes conducted for high-potential employees at their organisations:

1. What according to your company will be the criteria for being a high-potential employee?
2. What practices do you follow for the training and development of high-potential

individuals?
3. Can you share the names of the programmes in place?
4. Do you hire or internally develop high-potential employees
5. What practices do you follow for the identification of high-potentials? How do you assess

potential (eg., potential appraisal)?

6. Do you have defined benchmarks against which progress of high-potentials is assessed?
7. What are the processes followed to promote high-potential individuals to key positions?
8. Are there any HR initiatives in place to support high-potentials?
9. How is the high-potential program linked to the overall talent development strategy?
10. What is the life of a high-potential, what development plans are they put through i.e what

are the elements of a hi-pot development plan and how does each element help an

organisation assess competencies?

11. How does the organisation ensure retention of high-potential employees?
12. Is there an impact of high-potentials on other employees? If yes, what is the impact?
13. Who would judge whether the employee is a high-potential or not (line manager, HR

executive, senior management)?

14. How much importance does the performance appraisal have on the identification of a

high-potential employee?

20
References

1. https://www.peoplematters.in/article/leadership/identifying-and-developing-high-
potential-employees 14819?
utm_source=peoplematters&utm_medium=interstitial&utm_campaign=learnings-of-
the-day
2. http://www.ibef.org/industry/pharmaceutical-india.aspx
3. Jan Posthumus. Use of Market Data in the Recruitment of High Potentials (2015)
4. Kirti Sharda. Talent Management Systems in Indian Pharmaceutical Firms: Exploring
an Emerging Typology, Indian Institute of Management Ahmedabad (2016)
5. http://www.torrentpharma.com/
6. Lupin Annual Report: http://www.lupin.com/pdf/2014/new/Lupin-Annual-Report-
2014.pdf
7. Lupin Pharmaceuticals: http://www.lupinpharmaceuticals.com/pdf/12/LUPIN%20-
%20codecoduct-%20072212.pdf

21