Attracting, Retaining Talent: Key Challenges for Pharma

Q: What are the biggest human capital challenges the pharmaceutical sector faces?

A: One of the most significant challenges is attracting and retaining specialized talent in a highly competitive and tightly regulated environment. Unlike other sectors, pharmaceutical companies require professionals with deep technical expertise, which naturally narrows the talent pool. To address this, we created working groups among our members to share vacancies, exchange previously evaluated candidates, and discuss strategies collaboratively. There is also a pressing need to close the digital and technological skills gap. As in many industries, we are entering the era of AI and digital transformation, and we must do so efficiently and ethically. We rely on the exchange of best practices to make that possible.

We are also navigating generational shifts in the workforce. Younger generations enter the workplace with different expectations and perspectives. While some might see this as a challenge, we see it as an opportunity. The responsibility lies with us to guide, coach, and help them understand the value of discipline, persistence, and continuous learning within the corporate world. At the same time, we must be flexible and empathetic in how we support their integration.

Q: How is the industry attracting younger generations, and how are you addressing the challenge of retention in such a dynamic labor market?

A: Younger generations have been taught to value their rights and expect respect. They are resilient in their own way, and it is our responsibility as leaders to ensure they find purpose in what they do and understand the path to professional growth.

Retaining younger talent requires clear communication, honesty, and the willingness to meet them halfway. One must not promise work-life balance or growth opportunities unless they are prepared to deliver on those commitments. When employees feel misled, they will leave, and rightly so. Organizations must embrace flexibility, provide transparent expectations, and create environments where young professionals are empowered to thrive, while understanding the demands and responsibilities that come with their roles.

Q: How are universities supporting the development of the specialized talent the industry needs?

A: Partnerships between academia and the private sector are essential. APRHIFAC facilitates collaboration between universities and companies, especially through internship and trainee programs. These experiences allow students to build practical knowledge and gain insight into real organizational dynamics before graduating.

That said, the world is facing an education crisis. Only a few countries can claim to have truly strong educational systems. In Mexico, the erosion of academic rigor, especially in the early years, is particularly concerning. Without a strong foundation, students struggle to develop the competencies they need. We must shift toward models that focus on personalized learning and real-world application. And we must also ensure that our educators are equipped and accountable. Education reform is essential if we are serious about closing the talent gap.

Q: How does APRHIFAC support companies in keeping pace with market and societal expectations?

A: Digital transformation has accelerated HR efficiency and improved employee experience across the board. APRHIFAC promotes the adoption of analytics tools and process automation, including payroll and talent management, while fostering continuous digital skills development. These capabilities are now essential for both HR professionals and employees across all functions.

We also host forums and workshops that allow our members to share best practices and strategies for digital transformation. These initiatives are guided by a strong emphasis on ethics and data governance. In the pharmaceutical industry, where compliance is paramount, this is especially critical. As we embrace AI and other emerging technologies, we must never lose sight of the ethical frameworks that should guide our decisions.

Q: How will the role of HR evolve and help shape business strategy, particularly in healthcare and pharma?

A: The future of HR is about becoming a true strategic partner. This means supporting the organization's mission while ensuring the emotional well-being of employees, creating meaningful workplace experiences, and anticipating labor market trends. Recent legislative changes, such as the “Ley Silla,” may seem small, but they matter. They reflect a broader shift toward prioritizing quality of life at work.

We must offer more than financial compensation. Employees expect comprehensive well-being, opportunities for growth, and a clear sense of purpose. These expectations are valid and must be addressed to attract and retain the best talent. Above all, we must remember that people, not systems or technologies, are the true drivers of any organization’s success.

Q: What skills will be most critical for HR leaders in the pharmaceutical industry moving forward?

A: HR leaders must develop digital and analytical intelligence. They need to know how to use tools like ChatGPT, understand what to ask, how to interpret the responses, and how to turn insights into action. They also need discernment. AI is not perfect, and leaders must be able to distinguish between accurate, ethical use and misguided applications.

Inclusive and multidisciplinary leadership is also essential. Inclusion must go beyond policy. It must be lived and reflected in facilities, hiring practices, and daily operations. Adaptability and a commitment to lifelong learning are also key, given the pace of change. The ability to manage change, remain agile, and lead with a clear sense of ethical responsibility is non-negotiable.

Finally, HR leaders must remain focused on achieving results while aligning with a broader purpose. Work must have meaning. And while hybrid work models offer significant benefits, we must not lose sight of the importance of human connection. Remote work in isolation is not sustainable for most. We must create environments that are flexible yet socially rich, guided by integrity, governance, and a deep understanding of human needs.

Q: As the end of the year approaches, what would define success for APRHIFAC in 2025?

A: For us, success means continuing to positively impact lives within our member organizations. It means raising awareness about the strategic importance of human capital, delivering top-tier services, and nurturing healthier, more resilient workplaces. We aspire to be agents of positive transformation. We believe in the principles of positive psychology and in building an ecosystem that blends technology, humanity, and ethics.

Ultimately, we want Mexico to be a regional benchmark in healthcare human capital, home to professionals recognized for their excellence, adaptability, and commitment to society. If by year-end we can say we advanced toward that vision, it will have been a successful year.

The Association of HR Professionals in the Pharmaceutical and Healthcare Industry (APRHIFAC) brings together leading companies in the sector to promote ideas, initiatives, and, above all, agreements that benefit both the workforce and the industry.