Human Resource Management as a Key to Success

Excerpt from the GMP Compliance Adviser, Chapter 2.A, Human resource management

4 min. reading time | by Michael Hiob, PhD
Published in LOGFILE 03/2026 

Qualified personnel contribute significantly to the long-term success of a company and thus to its long-term security. Against the backdrop of demographic change and the increasing shortage of skilled workers, effective human resource management is becoming increasingly important for ensuring the competitiveness of a company. Learn more about goals, tasks and methods in chapter 2.A Human resource management in your GMP Compliance Adviser.

Employees are more than just production and cost factors!

The pharmaceutical industry in Germany and other countries, too, faces considerable challenges in the area of human resource management. These problems have far-reaching implications for the competitiveness and innovative power of the industry. The shortage of skilled workers has become significantly more acute in the pharmaceutical industry in recent years. Demographic change is forcing all industries to compete for available skilled workers. There is a shortage of university placements and training opportunities for pharmacists. These bottlenecks not only hinder the further development of the industry but also jeopardize the supply of important medicines. To overcome these challenges, pharmaceutical companies must develop innovative strategies for recruiting and retaining personnel, invest in training and continuing education, and possibly also explore new approaches to how work is organized. In addition, close cooperation between industry, educational institutions, and policymakers is necessary to improve the framework conditions for skilled worker development in the pharmaceutical industry.

Against this backdrop, effective human resource management that takes into account both the economic goals of the company and the personal interests of its employees is of crucial importance. Companies that successfully avoid conflicts of interest in this area will be successful in the long term. Conversely, poor human resource management jeopardizes the success of the company and the motivation of its employees. It is their motivation that determines whether new improvement ideas are proposed, working time is used as efficiently as possible, and resources are used economically. The source of this motivation to work is not solely a question of performance-related pay. In many cases, the general conditions at the workplace (e.g. corporate culture, work atmosphere, flexible working hours, quality of the canteen) determine whether someone identifies with their company. Personnel in pharmaceutical companies must be regarded as part of the company's intangible assets. They contribute significantly to the long-term success of the company and thus to its long-term security. 

Tasks of senior management 

Senior management plays a key role in shaping human resource management. In order to achieve the goals of the quality policy, senior management must define a personnel policy and a personnel strategy derived from it. In addition, senior management are obliged to provide adequate human resources to achieve quality objectives. Through their role model function, strategic orientation, and active shaping, they also exert a decisive influence on the corporate culture. Senior management also plays a decisive role in the successful implementation of organizational development. Last but not least, senior management are obliged to conduct regular reviews of human resource management. 

What are the core tasks of human resource management? 

The core tasks of human resource management are diverse and include all activities and strategies that deal with a company's employees. These include personnel planning and marketing, staffing and recruiting, human resource development and management, as well as human resource administration and compensation management. Human resource management thus covers the entire life cycle from hiring to leaving the company. 

What are the basic requirements for organizational structures? 

A clear organizational structure that corresponds to the tasks and goals of the company is an essential basis for effective human resource management. Good structure, efficient communication, and the avoidance of overlap promote the effectiveness and efficiency of departments and thus make a significant contribution to the success of the company. In a dynamic environment, specialization, flexibility, and adaptability are becoming increasingly important. 

Which different forms can be chosen for the organizational structure? 

When designing the organizational structure, a fundamental distinction must be made between stability-oriented and change-oriented organizational structures. When selecting a company-specific structure, it is important to find the right balance between stability and flexibility. It is crucial that the chosen structure optimally supports the company's goals. 

How do you design departments, positions, and workplaces? 

Departments are an essential element of the hierarchical corporate structure. They are typically represented in organisational charts to illustrate the organisational structure graphically. Each department represents a distinct area to which specific tasks, responsibilities, and employees are assigned. 

The smallest organisational unit in a company is called a job or position, depending on the level of responsibility. In line organisations, a distinction is made between management positions, executive positions, and support positions. The specific tasks of employees in positions of responsibility must be set out in job descriptions.

Do you have any questions or suggestions? Please contact us at: redaktion@gmp-verlag.de