1. HRM &
BIOTECHNOLOGY
ASHWIN - 10
MALVIKA 11
RASHMI - 12
SHILPA - 14
TASVIRUL -

2. ROUTE
HRM
 PROCESS
 IMPORTANCE
 HRM in BIOTECH
INDUSTRY
 SEEMA BIOTECH
 A-ONE BIOTECH
 COMPARATIVE ANALYSIS
 SUGGESTIONS


3. HRM
 PROCESS
 IMPORTANCE
 HRM in BIOTECH
INDUSTRY
 SEEMA BIOTECH
 A-ONE BIOTECH
 COMPARATIVE ANALYSIS
 SUGGESTIONS
 CONCLUSION


4. Human resource management (HRM, or
simply HR) is the management of
an organization's workforce, or human
resources.
It is responsible for the
attraction, selection, training, assessment
, and rewarding of employees, while also
overseeing organizational
leadership and culture, and ensuring
compliance with employment and labor
laws.

5. The function was initially dominated by
transactional work such
as payroll and benefits administration.
But due to:




Globalization,
Company consolidation.
Technological advancement.
Further research,
HR now focuses on strategic initiatives like:




Mergers and acquisitions.
Succession planning.
Industrial and labor relations.
Diversity and inclusion.

7. ROUTE
HRM
 PROCESS
 IMPORTANCE
 HRM in BIOTECH
INDUSTRY
 SEEMA BIOTECH
 A-ONE BIOTECH
 COMPARATIVE ANALYSIS
 SUGGESTIONS


12. BEST HR POLICIES ACROSS
INDIA
ORGANIZATION
HR POLICIES
•Strong organizational culture which supports work/life balance and
help boost employee morale
•Health insurance
MICROSOFT CORPORATION
•Planned and retention strategy
•ESOP’s
•Flexible working hours
•Promotes corporate diversity.
•4 pillars competency
•Commitment
NATIONAL THERMAL POWER
CORPORATION
•Culture and system
•Team work
•Empowerment
•Responsibility
•Creativity and flexibility
•Training and development

13. •Job enrichment program like job rotation.
•Management employee councils.
VOLVO AB
•Small work groups.
•Change implementation & employee oriented facilities.
• Cross-Cultural training.
• Customer training.
INFOSYS
• Milestone Programs.
• Continuing executive education.
• Rewards and Recognition.
• Customer orientation.
WIPRO
• Strategic thinking.
• Communication skills enhancement.
• Leadership training.

14. ROUTE
HRM
 PROCESS
 IMPORTANCE
 HRM in BIOTECH
INDUSTRY
 SEEMA BIOTECH
 A-ONE BIOTECH
 COMPARATIVE ANALYSIS
 SUGGESTIONS


16.  Firstly, strategic HR partners with senior executives and
managers, helping to move planning from the boardroom to the
organisation.
It guides serious discussion of how the company should be
organised to carry out its strategy.
 Secondly, strategic HR being an employee champion,
ensures that employees feel committed to the company and
are able to fully contribute, and take responsibility for training
line management about the importance of high employee
morale and how to achieve it.

17. Strategic HR is the employees' voice in management
discussions, offers employees, opportunities for personal and
professional growth and provides resources that help
employees meet the demands put on them.
 Thirdly, HR must be an expert in the way work is organised
and executed, delivering administrative efficiency to ensure
that costs are reduced while quality is maintained.

19. ROUTE
HRM
 PROCESS
 IMPORTANCE
 HRM in BIOTECH
INDUSTRY
 SEEMA BIOTECH
 A-ONE BIOTECH
 COMPARATIVE ANALYSIS
 SUGGESTIONS


20.  India's biotechnology industry currently comprises 110
units in the healthcare products sector, 140 units in
agriculture and about 300 units in industrial and other
biotech products sector.
 It has been said that 21st century belongs to
biotechnology as it made profound impact in the field of
health, food, agriculture and environmental protection. But
there is lot more to the biotech industry than money, there is
the HR factor.

21.  In biotechnology companies around the world, scientists
are often given the responsibility for people and projects
without a second thought or additional training. Failures in
the transition from scientists to management occur because
scientists believe that adding supervision skills is simply a
learn-as-you-go experience.

22.  The manager of a biotechnology start-up faces
the challenge of fostering a transition within
the founding team from science-oriented to
commerce-oriented thinking and action.
 An academic scientist's focus is on:
-- scientific publications,
-- intellectual brilliance,
-- research involving tightly circumscribed
projects, and
-- science for science's sake.
 A biotechnology company, however, must
translate research results into revenue.

23. Biotech managers should be strong and sensitive at the
same time.
Only managers with excellent interpersonal skills will be
able to handle delicate tasks like helping the company
founders think commercially, training them in what to
say where and when.
Yet, they should be strong enough in aiding decisions, like
cancelling a pet project, bringing in and integrating new
employees better paid than founding staff, and
introducing formal management tools such as reporting
and budgeting without damaging employee relations.

24. ROUTE
INDUSTRY
SEEMA BIOTECH
Address:
Hatkanangale,
At Post Talasande,
Kolhapur,
Maharashtra 410008
Phone:098 81 814466

25.  Seema Biotech is a reliable company
at Talsande for Banana producers
which was started in 1973 for grape
production.
 The laboratory of Seema Biotech is
well equipped with latest machinery.
 They have storage dealers at Karad,
Satara, Kagwad (Karnataka), Bopegaon
(Satara), Jaysingpur (Udgaon),
Kurundwad, Kolhapur, Kavte Ekand
(Tasgaon).

26. It is planning to start a buy back
scheme for Bananas, with which
production of Banana wine, Banana
powder & Banana pulp is being planned.
Consultancy is provided to select proper
agricultural land, drip irrigation &
fertilizers.

27. Its few important services out of
many include:
1) Tissue culture care of plants.
2) Water management fertilizers.
3) Banana products.

28. Total No. of Workers – 285
•Managers/Executives – 10 : MBA
•
R & D Staff – 47 : M.Sc./PhD
•
Employees – 56 :
B.Sc./B.A./B.Com
•
Labour – 102 : 10 /12
th
th

29. Various HR Policies implemented by the company include :
 Provides payroll advances for employees that require
funds immediately.
 Does not dock its employees of their sick days.
 Makes managers directly responsible for the performance of
the people under their supervision.
 HR managers review each and every performance appraisal
– returning and repeating them where discrepancies arise.
 “Going the extra mile” for their employees is their forte.

31. ROUTE
A-ONE BIOTECH
Address:
Aswamed, Sr.No.17/1, Plot No.115, Near
Khiwansara Patil School, Ganesh Nagar,
Dange Chowk, Pune- 411 033, Pune,
Maharashtra 411033
Phone:094 22 523210

32.  Set up in 2008 and based at Pune, Maharashtra,
India, “A One Biotech and Tissue Culture Private
Limited,” is one stop solution provider in the area
of Horti-micropropagation.
 One is sure to find a wide variety of cultured
plants, tissue cultured plants, hardened plants and
herb plants.
 They offer economically feasible and quality wise
assured products related to indoor-ornamentals,
cash crops and medicinal plants.
 To offer quality plants, they have a plant tissue
culture laboratory which is equipped with advanced
facilities.

33.  Handled by experienced quality personnel, they
ensure that their plants are not grown with
harmful fertilizers and pesticides that can have an
adverse effect on the environment.
 They have experienced gardeners and experts
who take into consideration the type of soil,
optimum sunlight, water, and climate of the area.
 They have a complete understanding of different
types of plants, their growth and maintenance.
 Besides, they also have the required machinery
to help their gardeners in offering plants in bulk
to the clients.

36. HR policies @ A-ONE
 A stock purchase plan open to all employees
below the management level.
 A stock option plan tied directly to employee performance
and departmental milestones.
 A new compensation policy was also introduced that linked
options directly to managers and above based on their
individual performance as well.
 “Merit pay” for critical individuals in its compensation
plan.

37.  The company began regular but informal gatherings (i.e.
lunch on the company) with the entire staff, both scientific and
admin/management.
While not structured as a meeting, these gatherings allowed all
company staff to discuss their work, their goals and their
projects – giving all staff an excellent perspective
on the company as a whole.
 Sustainable retention.
 Employing home-makers for routine work.

38. ROUTE
HRM
 PROCESS
 IMPORTANCE
 HRM in BIOTECH
INDUSTRY
 SEEMA BIOTECH
 A-ONE BIOTECH
 COMPARATIVE ANALYSIS
 SUGGESTIONS


39. COMPARATIVE STUDY
STRENGTHS
SEEMA BIOTECH
Employee-driven culture.
• Going extra miles.
• Payroll advances.
• Sick leaves.
• Compensation policy.
• Performance review.
• Responsibility.
• Sense of belongingness.
• Trust on employees.
•
A-ONE BIOTECH
Stock purchase plan.
• Merit – pay.
• Personal & departmental
milestones.
• Informal gatherings.
• Sustainable retention.
• New Challenges.
• Job enrichment.
• Employing home-makers.
•

40. COMPARATIVE
STUDY
WEAKNESSES
SEEMA BIOTECH
Unrealistic recruitment
procedure.
• Routine work.
• Lack of training.
• Negligible recognition.
• Inappropriate appraisal.
• No attractive remuneration.
•
A-ONE
Improper planning.
• Lack of communication
between seniors and staff.
• Lack of environment
scanning.
•

41. ROUTE
HRM
 PROCESS
 IMPORTANCE
 HRM in BIOTECH
INDUSTRY
 SEEMA BIOTECH
 A-ONE BIOTECH
 COMPARATIVE ANALYSIS
 SUGGESTIONS


42.  An ideal biotech company should be constructed from
several small, independent teams, or research ventures,
that form spontaneously around promising concepts.
 Teams should be allowed almost complete freedom to
choose their goals, supporting technology, personnel,
working hours, resources, and almost all other aspects of
their projects, exactly the same conditions in which
entrepreneurs thrive.
 Teams must be held accountable for either completing
specific pieces of research or developing products that are
profitable.

43.  This decentralised, dispersed system, however,
must be carefully integrated into a collaborative
whole if it is to be effective.
Without a strong network of productive working
relations, there would be little justification for
keeping these individual ventures together in a
single organisation.

44. ROUTE
HRM
 PROCESS
 IMPORTANCE
 HRM in BIOTECH
INDUSTRY
 SEEMA BIOTECH
 A-ONE BIOTECH
 COMPARATIVE ANALYSIS
 SUGGESTIONS


45. Human resources constitute an increasingly critical
function in any biotechnology company, particularly in an
industry that's in an increasing state of flux.
The efforts to achieve excellence through a focus on
learning, quality, teamwork, and re-engineering are driven
by the way organisations treat people.
It is the job of HR to achieve organisational excellence.
Today's biopharmaceutical projects have a high degree of
complexity. In order to properly utilise staff and other
resources like suppliers and internal groups, a manager
must be able to clearly visualise the desired goal.

46.  Within the HR function there are dozens of processes that
can be done better, faster and cheaper. Finding and fixing
those processes is part of the work, and measuring the
impact of HR programs and initiatives to the bottom line is
crucial.
 To sum up, the roles of the Chief Executive Officer and
top management team are particularly crucial for a
biotechnology company.
 Biotechnology companies require managers with unique
qualities. The lack of solid managerial training and the
associated risk of failure often have long-term consequences
for the careers of research professionals.

47. REFERENCES
HTTp://www.AONEBIOTECH.COM/
HTTp://www.SEEMABIOTECH.COM/
www.wHATISHuMANrESOurCE.COM
HTTp://pHArMA.fINANCIAlExprESS.COM/2006
0215/BIOASIA2006SpECIAl04.SHTMl