PFIZER
An industry leader, an HR leader, too?

November 2011 EXECUTIVE SUMMARY
Pfizer, one of the global leaders in pharmaceutical industry, has also been recognized as one of the most admired companies in terms of both business and HR level. In organization’s official site, Pfizer advocates that a great amount of its achievements resides on the importance placed on fulfilling its mission and values, as well as on its dedication to hire, retain and inspire its employees by offering the best growth and development opportunities available in the pharma industry within a positive environment.

Pfizer’s moto “Every Colleague, Every Country, Every Day” coupled with “Many Paths, One Passion” expresses organizational culture regarding organizational HR strategy aiming to bind its leading business position to each and everyone’s employee’s excellence. However, the changing hiring requirements, knowledge sharing, leadership style in terms of employee motivation, promotion are some of the key challenges need to be addressed by the HR strategy implementation.

i. INTRODUCTION
An organization’s human capital management culture should value the workforce as the key asset which will define the organization’s business profile, effectiveness and performance capacity (Champion & Hughes, 2001). Good HR strategy and practices aligned with the organizational strategy and objectives may deliver best HR practices as a route to superior organizational performance (Pilgream & Corbridge, 2009). Abramson et al. (2002) argues that human assets constitute the critical factor that will lead either to organizational success or to failure. Current, globalized, unstable economic environment exerts even more intensive pressures on the role the working capital plays in knowledge innovation and sharing and, consequently, to the generated competitive advantage for the