19.07.2016 |

LOGFILE No. 28/2016 – Roadmap to Manage Personnel in Pharmaceutical Manufacturing

Roadmap to Manage Personnel in Pharmaceutical Manufacturing

GMP Series PDF Download

An excerpt from the GMP MANUAL

by Michael Hiob

Principles of human resource management

Employees are more than just production and cost factors. Their qualifications and commitment contribute substantially to the achievement or non-achievement of corporate objectives. This is why the human resources of a pharmaceutical company must be seen as part of the intangible assets of the business. They are a key element in the long-term strategy for sustained corporate stability and success.

Pharmaceutical companies need employees with proper qualifications who are in the right place at the right time if their highly differentiated manufacturing and test processes are to function properly. For this reason, the deployment of human resources (human capital) must be carefully planned and organised. This is a task for human resource management.

Good human resource management

  • is aware of the abilities, skills, qualifications, experience, motivation and flexibility of its employees and ensures that they are optimally deployed and receive training on an ongoing basis
  • concerns itself with the physical and mental health of the employees and is aware of positive and negative factors that can affect health
  • is involved in the recruitment of employees and when making decisions on the optimum deployment of human resources
  • advises senior management when establishing an organisational structure that clearly defines tasks and responsibilities.

Figure 1 contains an overview of the tasks of human resource management.


Figure 1 Tasks of human resource management

Human resource management decides on the conditions under which personnel are deployed in a specialised pharmaceutical company. The HR department has to meet the needs of the company and represent the interests of the employees at the same time. Conflicts of interest cannot always be avoided because the objectives of the company (especially economic, environmental and strategic objectives) and the individual objectives of the employee have to be taken into account. The company can only be sure of its success if conflicts of interest are successfully resolved. Poor human resource management compromises employee commitment. Suggestions for improvement, the efficient use of working time and economic use of materials depend on staff motivation. Motivation is not just a question of a decent salary. The general conditions at the workplace alone (e.g. working atmosphere, flexible and family-friendly working times, quality of the canteen) are often why an employee decides to relate to the company.

Here’s an overview of what else you’ll discover in this GMP Series PDF Download:

Human Resource Management

  • Principles of human resource management
  • Duties of senior management
  • Organisational structures
  • Single-line systems
  • Multiple-line systems
  • Qualification requirements and requirement profiles
  • Workplace and job descriptions


  • Purpose of training
  • Legal basis
  • Responsibility for training
  • Persons who have to be trained
  • Setting learning objectives
  • Organisation of training
  • Trainer qualification
  • Training methods
  • Electronic training systems
  • E-learning/Computer-based training
  • Web-based training
  • Blended Learning
  • Learning management systems
  • Success and effectiveness monitoring
  • Training system review
  • Documentation of training

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Roadmap to Manage Personnel in Pharmaceutical Manufacturing.