Elevating HR’s Role from Policy to Performance in a Tier-II Manufacturing Unit
In most pharma manufacturing plants, HR is often seen as a support function—handling policies, compliance paperwork, and employee grievances. But what happens when HR steps directly into the operational arena and starts owning business KPIs?
That’s exactly what we enabled at an API (Active Pharmaceutical Ingredient) manufacturing unit located in a Tier-II city in India. And the results were transformational.
The Challenge: Low Morale, Absenteeism & Missed Production Targets
The plant was facing a combination of familiar but serious issues:
- High absenteeism among frontline workers
- Low morale on the shop floor
- Frequent missed batch production targets, risking customer commitments and operational efficiency
The root cause? A disconnect between HR, workers, and line leadership. The HR function was not integrated into the plant’s day-to-day rhythm, which left operational issues unaddressed from a people perspective.
Our Solution: Empowering HRBPs to Drive Plant KPIs
We worked closely with the plant’s leadership team to redefine the HRBP role, turning it into a strategic business enabler—not just an administrative partner.
Key Interventions:
- 🔄 Shift Huddles with a Purpose:
Introduced daily shift huddles co-led by the HRBP and production supervisors. These sessions became a consistent platform to align on shift goals, address concerns, and reinforce safety and compliance priorities. - 🗣️ “Voice from Plant” Feedback Loop:
Launched a real-time feedback mechanism to capture insights directly from workers, especially on shift planning, equipment downtime, and safety hazards. The HRBP compiled and escalated these inputs for action in daily reviews. - 📊 Co-Ownership of Key Metrics:
The HRBP was made accountable for shop floor KPIs like OEE (Overall Equipment Effectiveness) and a newly introduced morale index, signaling a clear shift from policy policing to performance partnership.
The Results: Culture Shift with Measurable Outcomes
The shift in HRBP role led to measurable business improvements:
- ✅ Absenteeism dropped by 47% within 6 months
- ✅ Batch output increased by 19%, contributing to better customer fill rates
- ✅ Employee engagement scores showed significant improvement, especially among shop-floor operators
“When HR started speaking the language of quality and efficiency, it transformed our plant culture.” — Plant Head, API Manufacturing Unit
Conclusion: HRBP as a Driver of Operational Excellence
This case proves that when HR is empowered to embed itself in daily plant operations, it can become a powerful force for productivity, engagement, and cultural change. Especially in pharma, where precision and quality are non-negotiable, HR must evolve into a function that not only supports but drives performance.
Do you have HRBPs ready to influence the shop floor, not just the staff room? We can help you build the mindset, skills, and systems to make it happen.
