It had been quite a task getting in touch with Microlabs HR
Head, Mr. Shivaji Kapade because of his extremely busy schedule. When I met him
for the first time, I could see the queue of people lined up to meet him. I
wondered if I could get a chance to speak to him. We were not able to go ahead
with the discussion, however he was kind enough to promise me to get back with
the details. I met him the second time and was glad to see that there was no
waiting line. We started off with the discussion to understand what makes
Microlabs as one among the top (currently ranked 18th in Pharma
industry and 8th in prescription market) in the Pharmaceutical
manufacturing sector with more than 35 years of its presence since its
inception. A “Make in India” company which can boast of exporting to other
countries around the world. A manufacturing company with “state-of-art”
facilities who have doctors as customers.
Communication with
field workforce
He says “Microlabs is widely spread from Kanyakumari to
Kashmir and having around 5000 (plus) of its sales and marketing workforce in
the field. The widely distributed workforce is connected via the various
developed software which serve as communication channels. They remain in touch
on a daily basis with each one of them. The field executives log in their daily
working schedule which is termed as daily reporting. There is an hierarchy structure with
supervisors, managers, divisional heads, location heads who manage each
sub-function of the business. The heads of all units report to the managing
director. In the field, a person can start as a territory executives > area
manager > regional manager > divisional or zonal manager > general
manager > vp – sales and
marketing.
Training
A new joinee undergoes induction training program. After six
months, they undergo developmental training which then leads to product
training, functional, quality control, quality assurance training on a
continuous basis. On need basis, various trainings are also emphasized.
Culture
The culture is very employee friendly. Even with all the
layers of reporting hierarchy, communication is very open and transparent. One
can reach out to the CMD or to any senior level who are willing to listen and
give them the time to hear out in personal and professional issues. Lot of
priority is given to internal promotions as and when they are openings.
Values
Microlabs is known to take care of its employees. The sense
of belongingness, security and being valued is very high in a congenial
atmosphere. The women employees are quite large in number and performance is at
par and hold responsible positions too in both field and research and
development.
R & D Centre
Microlabs has two dedicated research centres in Mumbai and
Bangalore with around 350 and 125 scientists working in both the centres. Lot
of new ideas and suggestions are welcomed. They are even experimented upon to
check out the results. Though lot of money is being spent on research
activities, it is worth the effort in the long run and yields results. A
research centre dedicated for Active Pharmaceuticals Ingredients separately.
Long-term Association
Work-force
Most of the employees have been associated for more than 30
years and they are the pride of Microlabs and have been the root cause of
growth. The top layer is more than 15 years old. They respect the bonding. The
senior work-force is intact and are performing extremely well, productive with
desired results to the organization. There is no question of retirement for
this stream as long as they are active and wish to work.
Would like to thank Mr. Shivaji for his time and sharing his
experiential insights in building a winning organization.
Watch this space for more
pathbreakers. If you would like to be featured in “joyful-workplaces” blog, do
feel free to write to us. Our editorial team would be happy to get in touch.
Write to us joyworkshop@hasovan.com. Catch the work-place philosophy of Microlabs in the book
“Erupt with Joy” by Savitha Hosamane.
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