In a conversation with Higher Education Review magazine, Amarpreet Kaur Ahuja highlights the initiatives being taken to build the next generation workforce in the pharmaceutical sector. She has been heading HR for AstraZeneca India for the last seven years. Her experience has been diverse, starting with the technology center in Chennai to today, where she is heading operations for the entire country. Amarpreet has extensive working experience across variousbusiness sectors in the last two decades.
Finding qualified candidates in the pharmaceutical industry can be challenging due to the specialized skills and knowledge required. How can partnerships with educational institutions or specialized training providers help address the challenge?
India is leading in drug discovery, research and healthcare innovations, and is taking on bold steps to ensure equitable access to healthcare. Effective partnerships are being fostered between the pharmaceutical and education sectors which are significantly contributing towards the creation of a strong talent base.
These partnerships are aimed at building a stronger, knowledge-based ecosystem along with a deep understanding of the healthcare system. If combined, we can create valuable and impactful models that can pave the way for improvements in strategies, innovation in early diagnosis methods, and delivery of science-based therapies. Strategic partnerships also play a crucial role in addressing the industry challenge of finding the right talent for the pharmaceutical sector. Early exposures and engagement of the student community with the corporate sector is also beneficial. Developing tailored educational and skill development programs that can align with the specific industry requirements is vital for the creation of these strategic partnerships.
How do you believe a diverse workforce contributes to better decision-making and innovation within pharmaceutical companies, particularly in the context of driving improved healthcare outcomes for diverse patient populations globally?
It is an important agenda for the pharmaceutical sector today and most organizations in the industry are embracing the element of diversity and inclusion. Having a diverse workforce brings forth a wide range of perspectives and experiences to the new ideas being brought to the table. It also fosters a culture of innovation which is vital for a dynamic industry like ours. Diversity needs to be an important consideration, especially for building a strong pipelinefor leadership positions. We also need to regularly analyse the impact on the system though these initiatives and implementations.
Currently, in India, the pharmaceutical industry is facing challenges in terms of women's employment. At AstraZeneca, we have been able to touch a 20% mark in gender diversity in India with our various investments and interventions, against a 15% mark within the industry’s commercial setups. We are very passionate about the STEM segment and want to inspire the next generation of women to be a part of this workforce. We are moving ahead with the goal of making women feel more empowered, represented, and valued all across the ecosystem.
Given the increasingly pivotal role of digital tools and data analytics in pharmaceutical operations, how do you envision addressing the growing demand for professionals with strong analytical and digital skills through targeted training initiatives?
In the larger response to the transformative roles of digital tools and data analytics within the pharmaceutical sector, we are committed to addressing the escalating demand for professionals who are proficient in analytical and digital skills through targeted training initiatives. This vision encompasses three different strategies. First is curating specialized programs that meet the demands of the digital transformation space under our culture of lifelong learning. These programs can range from data science to GenAI, machine learning, data center visualization, and various other data modelling methods being used in the new-age workforce. All these are examples of specialized training programs being curated for the acceleration of workforce operations and processes. The second aspect is offering programs through different formats such asclassroom learning and interventions or collaborative learning programs.Thirdly, we can also offer programs (certification or upskilling initiatives) through new-age technology elements to enhance skills and capabilities.
Continuous learning is the key to staying relevant in the dynamic pharmaceutical landscape. How should one approach professional development and learning in this field to stay relevant? What strategies are used to integrate new skills and knowledge into the work effectively?
There are multiple dimensions to this. While it is important to stay relevant to the dynamic changes of the pharmaceutical landscape, we also must adopt a very strategic approach towards professional development and learning. When we talk about the pharmaceutical industry, the most important aspect to be developed is continuously learning about the new innovations that are emerging.Incorporation of a culture of continuous learning throughout the organization is a strategic priority for us. It is also important to future proof our talent in this age of digital transformation by integrating digital fluency and AI capabilities into our learning programs. We must nurture the abilities of innovation and agility in the sector that we work in to prepare for the industry’s demands. Closing important skill gaps and working in close collaboration will prepare the student community to be an active part of the industry.One must not only have an open mindset, but also the right kind of learning mindset to explore opportunities and help create a meaningful impact.
