SUN PHARMACEUTICALS LIMITED

HR practices
Your Company considers its employees as most valuable resource and
ensures strategic alignment of Human Resource practices to business
priorities and objectives. The Company has a dedicated team of over
13000 employees at various locations across our corporate office,
various R&D Centers & 23 plant locations (including associate
companies) spread across three continents. The Company strives to
inculcate the culture where its employees are motivated and their
performance is aligned with values. Your Company has achieved this
present level of excellence through the commitment and dedication
exhibited by its employees. The focus on improving productivity and
adoption of best practices in every area are being pursued
relentlessly. Efforts for active participation, nurturing creativity
and innovation and ensuring a climate of synergy and enthusiasm has
been at the core of Human Resource initiatives and interventions.
Management Development Programmes (MDPs) are organised at regular
intervals in the form of workshops to nurture, enhance and retain the
top talent.

Selection procedure

Recruitment Objective
The objective of the recruitment depends on a lot of factors such as industry trends, company
growth forecasts, mergers and acquisition strategies, etc. Usually the objective is to develop a
database of 5-6 candidates for each position.
Employee Value Proposition
Sun Pharmaceuticals portrays learning and development as the Employee Value Proposition.
The company encourages its employees to undergo continuous learning programmes. It has
tie-ups with colleges such as Maharaja Sayajirao University, Vadodara and SP Jain Institute
of Management and Research, Mumbai. The selected employees are given financial
assistance to pursue courses at these universities after which they have to be with the
company for a minimum of 3 years. There are regular in house training and development
programmes as well as seminars conducted by various industry innovators to educate the
employees on the latest trends in the industry.
The company believes in freedom of expression and conducts open house sessions every
quarter to resolve employee problems and recognizes employee associations at 2 locations
which cover about 2% of their employees. This shows that the company believes in having an
open and transparent culture.
Since the company strategy is based on cost leadership and innovation, knowledge of best
practices and constant upgrading of employee skills go a long way to ensure operational
efficiency.
Sources of Recruitment
Recruitment sources change with the position being recruited for. At the entry level,
recruitment is done through campus placements in pharmacy colleges across India. The
general process is a written test followed by 2 rounds of interviews a technical interview to

gauge subject knowledge and an HR interview to check cultural fit. About 5% employees are
hired at each location every year at the entry level through campus placements.
At the middle level, the company leverages several tools for recruitment. Walk-in interviews
are held by giving advertisements in newspapers. Job postings on their website are also an
important source of recruitment. Employee referrals are also used to recruit talent. The most
important, however, is the use of head-hunters and consultants for lateral recruitment. The
head-hunters try to attract talent from bigger companies to be developed for senior leadership
roles as the company is currently in a major expansion mode through a series of mergers and
acquisitions. Usually, these head-hunters target therapy heads who bring in their entire team
along with them.
The use of social media for recruitment, however, is limited to the use of LinkedIn profiles as
a tool for short listing.
Induction Experience
All new hires at the entry level undergo a 1 week rigorous training programme where they are
exposed to all the departments of the company through meetings with line managers and
senior executives. Post the training programme; the new hires are trained every month
depending upon the training calendar of the department where the hires work. This monthly
training varies from technical skill enhancement to personality development. As a result,
employees get to interact with their peers from other departments which foster relationships
across verticals.
Effectiveness of Recruitment
The company uses a basic recruitment yield pyramid to assess the effectiveness of
recruitment at all levels.

Business Scenario
Sun Pharma is pursuing a growth strategy driven by advanced Research & Development
capabilities, strong product pipeline and acquisition of distressed assets. It has been using the
services of head-hunters to recruit therapy heads as they generally come with their teams and
after acquiring distressed companies, whole teams are replaced with new set of people.
Newspaper advertisements followed by Walk-in interviews are also used extensively to
attract the best talent at entry level.

Compensation / Benefits
The Sun Pharma benefits programs are an important piece of the total compensation package. The health of
others is at the core of what we accomplish everyday. This commitment is no less important when it comes to our
employees. Our benefits programs offer the necessary elements to provide peace of mind for our team
members.

PERFORMANCE EVALUATION
At SUN, performance is assessed by comparing anticipated achievements
with the actual ones, taking into account external and personal factors,
which may have determined or influenced the actual achievements. An
overall appraisal of the employee is made on the basis of this comparison,
taking into consideration the results of previous appraisals and other
assessable factors. The PA of SUN concludes with suggestions for suitable
steps to be taken for the utilization and encouragement of the strengths of
the employee and the elimination of weaknesses all of which relate to
his present assignment and possible future assignments. SUN observes
some principles for the implementation of a PA, which are as follows:

The employee is neither good nor poor but is considered to be more

or less suited for the job or duties he is expected to fulfill.

His suitability can, therefore, only be measured by objectively asses

sing his performance

Personal circumstances and characteristics, which are not relevant
to
his performance and performance, related behavior must not be allo

wed to influence the appraisal result.

Each employee is motivated from within to a certain activity and has
the urge to develop himself. The appraisal should, therefore, aim at
fostering his urge for development.

If the PA is correctly understood, it is a common concern of the superior

and his subordinate. Therefore, the establishment of the appraisal basis as
well as the appraisal itself should be built upon their interpersonal
relationship.

PA at SUN is done twice a year and the following individuals provide

information regarding performance appraisal of an employee: The
employee himself & Supervisor or Immediate superior.

PA form is signed both by the Supervisor and the employee concerned.

This indicates that the employee gets to know how he or she has
been evaluated and can also fi gure out the extent to which PA is
true and fair.
This is another important aspect of PA which is done on a number of set
criteria or grounds rated on 5 grades: A+, A, B, C, D, and E; these grades
are

assigned

the

following points:

10,

9,

respectively. There are also comments or remarks

8,
on

6,
the

4,

and 2

grades:

A+

stands for Outstanding, A for Very Good, B for Good, C for

Average, D for Below Average and E for Does not satisfy.