Exploring challenges of transformation from traditional HR to talent management in Pharmaceutical sector of Karachi
Abstract/Description
Purpose: This study explores the barriers hindering the transformation from traditional HR practices to modern talent management in Pakistan’s Karachi-based pharmaceutical sector. It identifies key challenges and proposes mitigation strategies to facilitate this transition.
Design/methodology/approach: This research study possesses an interpretive framework. The qualitative data was collected through interviews with 35 corporate employees and HR experts from multinational and local pharmaceutical firms. The content analysis technique was utilized to synthesize themes, followed by focus group discussions to validate findings.
Findings: The study identifies four primary barriers: structural rigidity, resource scarcity, cultural resistance, and operational inefficiency. These challenges stem from outdated administrative focus, poor communication, and lack of strategic alignment. Mitigation strategies include agile restructuring, resource optimization, cultural alignment, and process streamlining, supported by transformational leadership.
Practical implications: The findings provide actionable insights for organizations seeking to modernize HR practices, emphasizing the need for leadership commitment, employee engagement, and technology adoption. The study also highlights alignment with Sustainable Development Goals (SDGs) 8, 9, and 13.
Originality/value: This research contributes to HR literature by contextualizing transformation challenges in a developing economy, offering a framework tailored to cultural and structural nuances. It bridges the gap between global HR models and local realities, providing empirical evidence for policymakers and practitioners.
Paper Type: Original Exploratory & Qualitative Research
Keywords
Traditional HR, Talent Management, HR Transformation, Pharmaceutical Sector, Pakistan, SDGs Paper Type: Original Exploratory & Qualitative Research
Track
Management
Session Number/Theme
Management - Session II
Start Date/Time
13-6-2025 2:15 PM
End Date/Time
13-6-2025 3:55 PM
Location
MCS – 4 AMAN CED Building
Recommended Citation
Hanif, H., & Ramay, M. A. (2025). Exploring challenges of transformation from traditional HR to talent management in Pharmaceutical sector of Karachi. IBA SBS 4th International Conference 2025. Retrieved from https://ir.iba.edu.pk/sbsic/2025/program/33
COinS
Exploring challenges of transformation from traditional HR to talent management in Pharmaceutical sector of Karachi
MCS – 4 AMAN CED Building
Purpose: This study explores the barriers hindering the transformation from traditional HR practices to modern talent management in Pakistan’s Karachi-based pharmaceutical sector. It identifies key challenges and proposes mitigation strategies to facilitate this transition.
Design/methodology/approach: This research study possesses an interpretive framework. The qualitative data was collected through interviews with 35 corporate employees and HR experts from multinational and local pharmaceutical firms. The content analysis technique was utilized to synthesize themes, followed by focus group discussions to validate findings.
Findings: The study identifies four primary barriers: structural rigidity, resource scarcity, cultural resistance, and operational inefficiency. These challenges stem from outdated administrative focus, poor communication, and lack of strategic alignment. Mitigation strategies include agile restructuring, resource optimization, cultural alignment, and process streamlining, supported by transformational leadership.
Practical implications: The findings provide actionable insights for organizations seeking to modernize HR practices, emphasizing the need for leadership commitment, employee engagement, and technology adoption. The study also highlights alignment with Sustainable Development Goals (SDGs) 8, 9, and 13.
Originality/value: This research contributes to HR literature by contextualizing transformation challenges in a developing economy, offering a framework tailored to cultural and structural nuances. It bridges the gap between global HR models and local realities, providing empirical evidence for policymakers and practitioners.
Paper Type: Original Exploratory & Qualitative Research