By:- Indu Dhariwal, HR Manager, Iberia Pharmaceuticals
The pharma industry is at a turning point, despite being the world’s third-largest producer of medicines by volume. The sector was once defined by process stability and regulatory discipline, however, now it is being driven by innovation and technology. This paradigm shift has elevated one factor above all others, which is the capability and skillset of the workforce. In an innovative ecosystem, skill development has ceased to be a choice. It has now become an integral element to ensure compliance, optimization, and growth.
A Changing Industry Landscape
Pharma operations today look very different from a decade ago. The discovery of drugs is now driven by artificial intelligence. Processing is done with the help of data-driven automation. The sector needs professionals with expertise in using advanced technologies such as artificial intelligence (AI), machine learning (ML), Big Data analytics, as well as cognitive computing.
These developments call for abilities that go beyond procedure-based knowledge. The worker must be able to interpret information, use sophisticated technologies, and make rapid changes. A PwC report estimates that 43% of pharma companies have difficulties in digital transformation due to skill shortages. Traditional training focussed on compliance cannot support these dynamics.
The Limits of Compliance-Led Training
For several decades, training in the pharmaceutical sector was all about compliance. Learning programmes were based on Good Manufacturing Practices, standard operating procedures, and audit readiness. Such training not only safeguarded quality and patient safety but also helped create a generation of qualified employees who were experts in following directions, rather than using their judgment.
In an innovation-driven environment, this model shows its limits. New tools, platforms, and processes evolve faster than static training modules. The employee needs to be able to learn on a continuous basis so that they can implement in real-time. Capability matters as much as compliance.
From Training to Capability Building
Contemporary pharma organizations are reshaping the paradigm of learning. There is an emerging shift from training to building capabilities. Experience-based learning has assumed prime significance in this context. The 70:20:10 framework offers a practical structure. Most learning happens on the job through real assignments. Peer learning and mentoring reinforce understanding. Formal courses support foundational knowledge. For instance, a shop floor associate could participate in mandatory training. This skill has value when combined with practical experience using digital validation systems, utilizing the expertise of a mentor.
New Skill Profiles Are Emerging
The skill demands across pharma roles are converging. Scientific knowledge is still a must, while digital literacy is also equally important today. The understanding of regulations needs to extend across several regions. A professional today works with automated batch records and data dashboards. A process scientist engages with analytics tools. A regulatory specialist navigates evolving global frameworks. These hybrid roles require deliberate upskilling strategies. Data shows that talent gaps have emerged as a major obstacle to innovation and excellence, tampering with innovation.
Leadership as a Skilling Catalyst
Upskilling will never be effective in the absence of leadership engagement. Leadership is critical in determining learning culture. By coaching their teams and putting them in the right roles, leaders multiply talent. Progressive organizations have started to associate people development with leadership performance outcomes. Skill development will become an indicator of the strength of the organization rather than a supporting process. This shift ensures learning is embedded into daily operations.
A Global Priority
Pharma is a global industry. Supply chains span continents. Regulatory expectations differ across regions. Collaboration is constant. As a result, workforce development has become a shared global priority. Leading markets are investing in biomanufacturing academies, digital training platforms, and public-private skilling partnerships. The objective of these efforts is to develop globally fluent and technologically adept professionals.
India holds a critical position in global pharma manufacturing. National initiatives supporting skill development are laying strong foundations. The next phase has to be well-aligned with the advancements taking place and global benchmarks. It is not just about employability; it’s about preparing the workforce to be future leaders, to produce industry-ready professionals with the ability to innovate, adjust, and deliver solutions at a bigger scale to different markets. Unless this is done, the pharma sector in India could lag behind in innovations such as cell and gene therapy, digital supply chains, or personalized medicine.
The Way Forward
A well-trained workforce will boost India’s global reputation, attract investments, drive indigenous innovation, reduce import dependency, and strengthen its position in biosimilars and gene therapy. The Pharma industry of India holds the key to success in terms of innovations and quality production of medicines, but it has to build its human resources that can face any challenge.
It is important that there is a collective effort by companies, colleges, and the government to bridge the gap, update training courses, and align all employees on the current trends. India can take the global lead in producing safe and quality drugs. Investment in human resources is no longer a supportive function, rather it is a strategic imperative.