We are thrilled to announce the release of the Skillscape 2024: Navigating India’s Talent Horizon. Brought to you by UNext Learning & People Matters, this report offers valuable insights into navigating the future of work. Download your copy now!
With a rich history spanning 175 years, Pfizer has not only weathered economic fluctuations but also emerged as a beacon of excellence within the pharmaceutical industry. This enduring success can be attributed to the organisation’s commitment to remaining attuned to industry trends and broader macroeconomic dynamics. From a perspective of ongoing learning and development, the pivotal factor lies in the individual’s eagerness to embrace continuous learning. This ethos translates into a culture of continuous learning, where the emphasis is on acquiring knowledge and skills that are not only relevant but also learned in the most effective manner possible. In conversation with Anirudh Gupta, Learning Academy India Lead, Pfizer, we dive deeper into their skilling models and learning philosophy.
State of Organisational L&D
Pfizer’s L&D strategy revolves around the objective of ensuring that Pfizer’s purpose of “Breakthroughs that change patients lives” and the core elements of business are addressed through learning and development. The L&D initiatives are tailored for a specific internal audience, with the aim of paving the way for the future rather than solely focusing on present issues and execution. Several pivotal questions were considered in shaping this strategy:
How can the company maintain the capability of the ‘pyramid of power’?
Are the influential positions within the organisation in alignment?
What implications does AI have in healthcare and pharmaceuticals, and how does it impact business?
What capabilities must be developed to remain competitive in the future?
How are job roles evolving to ensure continued viability?
The Pfizer Model of Skilling
The L&D ethos in the commercial business is largely internal-led. Self-led learning is encouraged by having one of the best global platforms and content publishing houses, including onboarding & induction, for learning. L&D and other digital platforms allow people to interact with internal SMEs across the Pfizer world. For example, a person from India can interface with someone from Brazil and learn something different. For specific subject matter expertise, L&D seeks external specialist support
Pfizer believes in the ‘learning pull’ methodology i.e. each person takes charge of their own learning. As a result, traditional learning metrics like training days or feedback are not performance indicators but at best activity indicators. The learning Key Result Areas (KRAs) are centred around the business units, focusing on questions around leaders’ ability to observe team members’ learning, competence in managing challenges, employee proficiency in problem-solving without escalation, confidence in tackling new tasks in different areas along with balancing between in-house talent growth over external hiring.
Some of the success factors which answer these questions are:
Led by experience and skills: People joining Pfizer typically come with 3-6 years of work experience, and very few are hired as freshers. Even for campus hiring, Pfizer associates with campuses that mandate work experience as a part of their selection process. Another channel is to grow people through internship exposure i.e. Pfizer’s global internship programs. Digital skills are built centrally, and these are harnessed and applied in the business context, to enable people to get ‘better at work’.
Emphasis on digital learning: Today, Pfizer engages some of the best AI learning platforms. An endeavour to transform the learning experience started a few years back by feeding multiple data points and making learning available in multiple languages. Now, various digital platforms and libraries like Skillsoft, Linkedin Learning, Harvard, TedTalks, University MOOCs, and Pfizer’s own proprietary technical training flow on the platform. Virtually led programs are also big. In today’s age of AI, tech offers a plethora of enabling devices to achieve more in less time. These seem disruptive but in reality, they are presenting the user with more choice in a shorter time.
Localised learning: Pfizer has a global flagship program, in which each country gets a few seats to nominate their leaders. In addition, Anirudh shares how each country or function may run learning interventions based on their local needs. For example, HR i.e. ‘People Experience’ professionals go through their own learning journeys and have their unique blend of behavioural, technical and functional competencies.
Focus on leadership development: Much focus is on leadership development, design thinking, using Gen-AI and new age technologies, succession planning, and DEI. A number of region-wise, country-wise, and function-wise programs happen on ‘women leadership’ and on ‘leadership through inclusivity’.
Measure right metrics: Only business-essential training is monitored, not individual-led learning. For example if someone wants to develop a skill of communication, it is left to the learner, manager and their IDP. ‘Happy to Learn’ is the intrinsic way of life, not a “school”. Hence individual-led learning is left to the learner’s choice.
The Pfizer Learning Philosophy
Pfizer has moved away from an archaic way of looking at learning. Anirudh emphasises how it is important to understand that what I learn today, may not be immediately applicable. Hence the decision to look at more business viability – the role of learning in living the Pfizer purpose, maintaining market leadership, the ability of healthcare executives to adapt and present themselves based on core science when interacting with doctors and strategies to support individuals in applying their competencies for improvement. This makes the entire L&D experience and proposition unique and value-driven.
Anirudh believes that in adult learning, learning made mandatory does not work. If you are able to encourage the individual human being , learning engagement will occur. That’s what Pfizer is doing. Being a very purpose-driven and values-driven organisation, there is no other way of life than to learn. This makes people get into the ‘learning flow’. And business must keep questioning the intention behind learning.
A Continuous Learning Culture
The success of their L&D journey is attributed to Pfizer’s reputation as an open and transparent organisation. Anirudh Gupta emphasises that innovation is ingrained in the company’s DNA, fostering a culture of continuous exploration and development.
Joy is one of the core values at Pfizer – and it is a way of life. This cultivates a mindset to create-experiment-engage; to do things differently and celebrate these experiences. Striving holistically is a way of life, and hence wellbeing and skill development are core to the Pfizer culture. Ethical orientation is another important value – this sets a powerful combination for colleagues to belong at work. As a result, people of Pfizer are more often than not seen staying with the organisation long-term.
Final Thoughts: The Future Outlook
The social fabric is changing fast. In today’s 360-lives and power of choice, there is a steady decline in patience levels. This leads to low engagement levels. There is a loss of the humanistic elements, redefining how camaraderie, connection, and collaboration happen at work.
Sociographic concerns, such as those mentioned, present both a learning and broader organisational challenge. The excessive focus and sensationalism surrounding technology are instilling fear of job loss among individuals. Anirudh emphasises the importance of understanding the full value of technology and its potential opportunities, as the lack of comprehension contributes to increased pessimism and reluctance towards embracing change and learning. This sentiment reverberates across organisations, impacting their overall effectiveness.
Anirudh highlights the emergence of a consumer generation that continuously seeks more, even in the face of abundant organisational services. Consequently, their organisation is proactively preparing to address these evolving expectations.