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 These challenges stem from outdated administrative focus, poor communication, and lack of strategic alignment.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

This document is currently not available here.

Share

COinS
 
Jun 13th, 2:15 PM Jun 13th, 3:55 PM

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