Maryah Afzal


Master of Business Administration Executive

Faculty / School

Faculty of Business Administration (FBA)

Year of Award


Project Type

MBA Executive Research Project

Access Type

Restricted Access

Executive Summary

ICI Pakistan has undergone strategic changes over the past few years based on its acquisition and the changes in top management. This may have or may not have affected all employees of this organization, which contributed R.s 20.1 billion to the Gross Domestic Product of Pakistan in 2013, out of which 17% was attributed to its Life Sciences Business. We also observe that its operating result per employee has increased by 49% from 0.74 in 2012 to 1.1 in 2013.

To observe this increase, despite the strategic overhaul enticed us to assess the Human Resources department of the Life Sciences Business in particular, with a focus on talent management and acquisition.

To gain an understanding of the industry norms in this discipline. Literature Review was conducted. This helped assess that in order to increase employee retention ratio, talent development is essential. according to AON's Engagement Drivers Model.

An analysis of the Life Science Business' recruitment process as well as its training and development practices of 2012 was carried out via primary as well as secondary research. This showed that R.s 4.5 billion were spent on training of employees of all managerial levels in 2012 alone, which showed that the company gives importance to it immensely. These training included both planned vs. unplanned development programs conducted in house, as well as they were out sourced and also conducted both domestically and internationally.

The recommended strategy now for ICI Pakistan, and the Life Sciences business is to adopt the AON Engagement Model and apart from Training and Development, try to utilize the rest of the drivers to increase employee engagement, along with employing certain change management modules to ensure maximum employee buy in at tactical and operational levels as well.



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