Open figure viewer
The HR President of Lupin and the Head of Learning and Development, were looking with satisfaction at the latest attrition figures. The annualized attrition rate for managers had been showing a steady decline, and was pegged at 1% for the first quarter of 2010–11, much lower than the industry average of 35%1. It had been a long, arduous journey and figures were looking decent for now. However, the HR President knew that this was just the beginning. With competition intensifying in the industry, the war for talent was going to heat up further. He wondered how they were going to manage talent in an industry which was fast-growing, insular and obsessed with domain knowledge.
Keywords:
Talent management,
Pharmaceutical,
India,
Human resource management,
pharmaceutical,
large
© 2011 by the Indian Institute of Management, Ahmedabad
2011
Indian Institute of Management, Ahmedabad
Licensed re-use rights only. Cases of Indian Institute of Management, Ahmedabad, are developed solely as a basis for class discussion. Cases are not designed to present illustrations of either correct or incorrect handling of management problems.
You do not currently have access to this content.
