Manufacturing: Staffing

What are some leadership and human resource strategies critical to success in the pharma CDMO sector, including best practices, emerging trends and challenges in managing talent within a highly competitive and evolving industry?

Carl Baker at CARBOGEN AMCIS

Pharma is at the forefront of technological and scientific advancements. Yet, behind every breakthrough is a team of highly skilled professionals driving innovation. As competition for top talent intensifies, companies must evolve strategies to attract, develop and retain the brightest minds.

Developing a culture of continuous learning is critical to long-term success. A one-size-fits-all approach is no longer viable. Leaders should implement tailored learning initiatives that allow team members to build on their existing skills while exploring new areas for growth. This knowledge-sharing culture empowers them to tackle complex challenges collaboratively.

Fostering a holistic business understanding Leadership in the pharmaceutical contract development and manufacturing organisation (CDMO) sector must start with a deep understanding of the broader business context. Leaders must ensure all functions understand how their roles intersect and contribute to the organisation’s overall success – measured socially, technically and economically. This holistic approach is essential for managing processes efficiently and driving sustainable business growth.

A core element of leadership is building a team equipped to navigate complex challenges. Developing a leadership team that promotes innovation as a critical value enables organisations to remain agile and responsive to changing industry demands. Time should be invested in equipping the team with a comprehensive understanding of the business from a technical and strategic perspective. This includes fostering hard and soft skills to ensure collaboration across a diverse, multicultural workforce.

Building a culture of continuous learning Appreciating and leveraging cultural diversity is essential to navigating today’s global business environment. Different cultural and professional backgrounds bring unique strengths and perspectives that can significantly enhance team dynamics. Leaders must create an environment where open communication is encouraged. Regularly assessing team members’ strengths and identifying areas for development is key to helping employees succeed in their roles and preparing for future succession planning.

Mentorship is another critical component that fosters knowledge exchange and supports growth. Pairing team members with complementary skills to collaborate on specific projects can unlock new levels of creativity. While many organisations have a wealth of internal expertise, the challenge often lies in ensuring individuals are aware of and able to access this resource. Leaders must actively facilitate connections within the organisation, breaking down barriers to collaboration and ensuring no one works in isolation.

This interconnectedness enables organisations to operate more strategically. Encouraging a mindset of shared responsibility ensures problems are approached collectively, resulting in more innovative and effective solutions.

Leadership should be considered integral to setting the foundations for sustainable growth by managing current operations while building the capability to adapt to future challenges. Companies must establish a framework that champions adaptability and forward-thinking strategies to remain competitive. Achieving this balance requires an agile, supportive leadership team that fosters continuous improvement and innovation.

Creating inclusive communication strategies Effectively managing diversity, equity and inclusion (DEI) requires a structured approach to guarantee consistent communication, collaboration and employee engagement across geographically dispersed teams. Regular forums to evaluate business performance help confirm alignment.

During these check-ins, focusing on challenges and recognising and celebrating successes is essential.

Recognising achievements is vital for sustaining an innovative mindset, driving continuous improvement, reinforcing positive behaviours and maintaining team motivation.

Offering varied communication channels is essential for inclusivity. A combination of written communications, town halls and informal face-to-face interactions ensures all employees feel informed and heard. For example, ‘coffee breaks’ or casual drop-ins allow leaders to connect with employees in a relaxed setting, building an open and collaborative culture where employees feel comfortable sharing thoughts and ideas.

Navigating generational and cultural differences Creating these opportunities for dialogue is critical, particularly in large organisations where formal settings can feel intimidating. Smaller groups, such as huddle points, allow employees to ask questions they might not feel comfortable raising in large meetings. Ensuring leaders and managers are visible and approachable in these settings helps foster openness and trust, encouraging employees to express themselves more freely. This flexibility in communication supports inclusivity and creates an environment conducive to idea generation.

Generational diversity within the workforce is another consideration. Different age groups often have distinct communication preferences. While some may appreciate formal presentations, younger employees may prefer concise, instant updates through digital channels like instant messaging apps. Understanding these nuances and adapting communication strategies ensures organisations remain inclusive and responsive to evolving workforce expectations. An inclusive environment is more than providing information, it’s about building a culture where everyone feels heard and valued regardless of background or communication style. This approach feeds into broader talent management strategies, enhancing the organisation’s ability to foster innovation by integrating diverse perspectives into decision-making.

Identifying and positioning future leaders Effective succession planning requires understanding both the current and future organisational needs. Leaders must ask, ‘What should my team look like to meet emerging challenges?’ Like a sports team adapting its formation based on the game, business leaders must be agile in assessing team composition and capabilities to align with shifting business objectives.

A common pitfall in succession planning is placing individuals into roles that don’t align with their strengths. Leadership should continuously evaluate team members’ skills and career aspirations to ensure a good fit; adjusting or repositioning individuals proactively positions talent where it can drive the most value for the organisation.

Strong communication is essential, like passing the ball in a team sport. Leadership must facilitate dialogue across functions, ensuring information flows freely and everyone understands their role within the larger organisational framework, building a cohesive team that can work seamlessly together, addressing challenges and seizing opportunities as they arise.

Tailored development for leadership readiness Identifying future leaders involves looking for individuals who are curious and willing to engage beyond their immediate responsibilities. These are the people who ask questions, seek to understand the broader business context and express interest in how different parts of the organisation work together. Recognising and nurturing such individuals early helps build a pipeline of future leaders.

Tailored development programmes should focus on technical proficiency and soft skills, like influencing and communicating effectively. Equally important is the ability to lead across peer groups, developing lateral and upward leadership skills. Leadership spans multiple dimensions – up, down and across – and successful leaders transition smoothly between them. Excelling in peer leadership enhances their influence at higher levels and builds trust within teams.

Early leadership opportunities, such as leading cross-functional projects, help individuals develop confidence and experience. Once identified and given room to grow, these ‘star players’ often inspire others, fostering a culture of leadership and collaboration throughout the organisation.

Embedding sustainability into the organisational culture In the pharmaceutical CDMO sector, sustainability and corporate responsibility are pivotal factors in attracting and retaining top talent. As awareness around environmental and social issues grows, prospective employees and customers increasingly evaluate companies based on their commitment to sustainability and ethics. For organisations looking to stay competitive, integrating these principles into the corporate culture is essential – enhancing a company’s reputation and aligning itself with the values of a purpose-driven workforce. To effectively embed sustainability, leadership must adopt a comprehensive approach that resonates with employees at all levels. Appointing a dedicated sustainability lead is a solid first step, but continuous education and boundary-pushing are equally important. Industry-recognised frameworks, like EcoVadis, provide benchmarks, but true sustainability requires making environmental responsibility part of daily decision-making so that it becomes a natural part of how the business operates.

Aligning sustainability with talent management Small changes can drive broader transformation. Encouraging employees to rethink their daily habits – like replacing single-use items or reimagining waste management – can shift perspectives and build momentum for more significant initiatives. It’s about cultivating a mindset where people ask, ‘Can we do this differently?’ This questioning attitude fosters innovation, such as finding partners to recycle previously discarded materials. Encouraging this mindset empowers employees at every level to contribute to the company’s sustainability goals, creating a shared purpose: ‘Use less to produce more’.

Establishing these practices internally creates a foundation for storytelling that showcases the organisation’s commitment. Public recognition, such as awards for resource efficiency, can validate these efforts and inspire further engagement. When employees start suggesting new initiatives on their own, it signals that sustainability has moved from being a mandate to becoming a shared value.

Sustainability extends beyond environmental initiatives, including how an organisation manages its supply chain, treats its employees and supports local communities. Prospective employees often prioritise working for companies that take a holistic approach to responsibility, asking questions about an organisation’s environmental impact, ethical sourcing and commitment to employee well-being. Companies that demonstrate a genuine commitment in these areas have a significant advantage in attracting purpose-driven individuals looking to make a positive impact through their work.

Creating a lasting impact means engaging employees and external stakeholders. Open-house events and community outreach initiatives provide opportunities for transparent communication, and can strengthen relationships and industry awareness with the public.

Ultimately, sustainability should be a core part of the organisational identity. When embedded into the company’s DNA, it strengthens internal culture and makes the organisation more attractive to those seeking a forward-thinking and responsible employer.

“Leaders must ensure all functions understand how their roles intersect and contribute to the organisation’s overall success – measured socially, technically and economically”

By creating a culture where all embrace environmental and social responsibility, companies can build a reputation that appeals to top talent and contributes to long-term business success.

Bridging the gap between data and strategy As pharma increasingly relies on digital tools, new skills are required to harness the power of these technologies effectively. For companies in the CDMO sector, investing in digital transformation is only the beginning. The real challenge is ensuring the workforce can leverage these tools effectively, interpret data meaningfully and ensure the workforce has the capabilities to turn these tools into strategic assets.

Digital platforms – such as enterprise resource planning (ERP) and lab information management systems (LIMS) – form the foundational layer of a robust digital strategy. Still, success depends on employees’ ability to interact with these technologies and extract valuable insights from the data. Proficiency in data analytics, digital literacy and connecting data insights to business objectives is crucial.

Organisations should focus on developing these skills through tailored training and development programmes. Implementing new systems without adequate training can result in a disconnect, where employees may have access to a wealth of data but lack the expertise to translate it into actionable business strategies. Therefore, it is essential to integrate digital skills training into broader talent development initiatives.

Fostering digital proficiency across the workforce An essential element is helping employees understand the bigger picture. It is not enough to be technically proficient; employees must also see how their roles fit into the larger organisational strategy. This means building strategic thinking, project management and business case development capabilities. Encouraging employees to ask, ‘What does this data mean for my role, and how can I use it to drive the business forward?’ helps bridge the gap between information and strategic decision-making. It is critical to ensuring data-driven insights translate into real-world impact.

Fostering a culture of continuous learning ensures employees remain adaptable as tools and technologies evolve. Building internal networks for sharing best practices maximises the potential of digital tools and strengthens the organisation’s collective ability to innovate.

Digital transformation should also be seen as an opportunity to enhance collaboration. Breaking down silos and encouraging knowledge-sharing assures organisations that digital adoption supports the business’s broader objectives. This interconnected approach maximises the potential of digital tools and strengthens the organisation’s collective ability to innovate.

Ultimately, the goal is to create a workforce skilled in using digital tools and understanding their strategic importance. When supported by a considered talent development approach, digital transformation positions the organisation to stay ahead of industry trends.

Focusing on skills development, sustainability and continuous improvement can help companies align employee recruitment, retention and progression of top talent with long-term business growth. Effective communication and the strategic integration of digital tools help employees connect their roles to the broader organisation, fostering innovation and driving success.