Client Name

Hoechst Pakistan Ltd, Packages Group

Faculty Advisor

Dr. Ubedullah Khoso

SBS Thought Leadership Areas

Behavioural Studies

SBS Thought Leadership Area Justification

The ELP is situated within the Behavioral Studies thought leadership area at IBA-SBS. “Employer branding, workplace culture, and employee engagement are fundamentally about human behavior, how individuals perceive their organizations, make career decisions, and find meaning in their work.” This project used advanced behavioral research methodologies, including mixed-methods surveys, focus groups, and in-depth interviews, to generate insights into organizational psychology and employee motivation. It contributes not only practical recommendations for Packages Group but also improves academic discourse on behaviorally informed talent management within emerging markets.

Aligned SDGs

GOAL 8: Decent Work and Economic Growth

Aligned SDGs Justification

This project strongly supports “Sustainable Development Goal 8: Decent Work and Economic Growth, which calls for promoting sustained, inclusive, and sustainable economic growth, productive employment, and decent work for all”. By focusing on employer branding, employee well-being, and workplace culture, the project advances these principles, helping create equitable, fulfilling work environments that empower employees and contribute to economic progress. The insights and recommendations generated through this ELP offer ways to improve job quality, workplace fairness, and professional growth within a vital industry sector, reinforcing Pakistan’s broader commitment to the SDGs.

NDA

No

Abstract

This experiential learning project (ELP) undertakes a comprehensive SWOT analysis of Packages Group as an employer in the Karachi labor market, with a special focus on its pharmaceutical subsidiary, Hoechst Pakistan. The project addresses a critical challenge: despite Hoechst’s strong internal culture and institutional backing, it faces limited external visibility and recognition among the emerging talent pool in Karachi, a city characterized by fierce competition and evolving employee expectations. This gap risks undermining Hoechst’s ability to attract and retain top-tier professionals important for sustained growth in the pharmaceutical sector.

Adopting a mixed-methods research approach, this research combines quantitative data from a structured employee survey, qualitative insights from a focus group with final-year students from the Institute of Business Administration (IBA), and an in-depth competitor interview with a mid-level professional from GSK. Additionally, secondary benchmarking was conducted through a thematic review of Codes of Conduct from global pharmaceutical leaders including Pfizer, Abbott, and GSK, as well as the Packages Group. This triangulation of data sources allowed for a rich, nuanced understanding of both internal realities and external perceptions.

Key findings reveal trustworthy and value-driven leadership, a culture of respect and collaboration, and authentic alignment with company values as core strengths. However, critical weaknesses include low employer brand visibility among prospective employees, lack of structured recognition systems, limited employee voice in decision-making, and pressure on work-life balance. Opportunities lie in making use of campus engagement, authentic employee storytelling on digital platforms, piloting flexible work arrangements, and visible peer recognition programs. Major threats come from dominant multinational competitors with strong graduate programs, a diluted employer value proposition overshadowed by the parent brand, and rapidly evolving Gen Z workforce expectations.

Grounded in Sustainable Development Goal 8 (Decent Work and Economic Growth) and situated within IBA’s Behavioral Studies thought leadership domain, this project not only diagnoses the current employer branding challenges but also formulates practical, strategic recommendations. These include launching a “Life at Hoechst” social media campaign, instituting biannual pulse surveys and continuous feedback channels, piloting

flexibility initiatives for field staff, and creating structured recognition programs to enhance employee engagement.

The outcomes contribute to advancing knowledge on employer branding in emerging markets and offer actionable pathways for Hoechst to position itself as a competitive, authentic, and values-driven employer leading to attracting and retaining the best talent in a challenging market. The project shows how behavioural insights, combined with mixed-method research, can drive meaningful organizational change in a critical sector of Pakistan’s economy.

Document Type

Restricted Access

Document Name for Citation

Experiential Learning Project

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