As a first in the pharma industry, Cadila Pharmaceuticals recently declared a summer break for its entire staff from May 22 to May 25. The four-day holiday, called HappyShift, is revolutionising in an industry where stringent manufacturing timelines leave little scope for such incentives. Tarannum Rana , in conversation with Dr Sunil Singh, CHRO, Cadila Pharmaceuticals, finds out how the company planned and executed the holiday, and highlights the take-aways for the industry at large.
What inspired the management to come up with the idea of a ‘HappyShift’?
We have heard about various companies trying to radically transform their organisations and during this process, there is confusion and chaos in the form of opinions, buzzwords and rumours. At times, a gap forms between the intentions of the management and the outcomes,which is something we absolutely wanted to avoid. We are facing a time in our industry where transformation is very important to us. We have seen a huge turnaround in our business in the last 12 months. To sustain this phenomenal momentum, we decided to get creative. For any idea to be implemented successfully and contribute to Cadila’s growth story, it was imperative that all employees come together and be on the same page. The idea of HappyShift was simple- take small measurable steps to change the prevailing systems, as opposed to making radical moves which unsettle the employees or the company’s growth – hence the name HappyShift. Furthermore, one of the main pillars of HappyShift is to drive the idea of ownership among employees. Whether it is their personal or professional life, ownership is that one thing which helps people grow. We want to ensure that this culture is prevalent across all Cadilians. We facilitate employees to be resilient enough to bounce back and show inner fire with new ideas and energies.