Project Proposal presentation

1. Development of a Comprehensive Retention System for Specialists in a Pharmaceutical Company

Graduate School of Business
Business Administration
Development of a Comprehensive
Retention System for Specialists in a
Pharmaceutical Company
Student: Diana Ramazanova, BMB2202
Research Advisor: Filatova Olga Yuryevna
Moscow 2026

2. Agenda

Graduate School of Business
Business Administration
1 What is the retention problem, and what does the project set out to achieve?
2 What practical value can a structured retention system offer?
Agenda
3 What theoretical frameworks inform the analysis?
4 What research methods are applied?
5 What outcomes can the system deliver in practice?
2

3. Problem statement

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Business Administration
Problem statement
Turnover among specialists in a pharmaceutical company
Knowledge loss process disruption increased workload on remaining staff
No structured methodology to identify turnover factors — management lacks
basis for targeted measures
Objectives
1. Identify turnover patterns and risk factors
2. Understand employee perceptions of working conditions
Main goal
3. Establish a theoretical basis for the framework
4. Substantiate specific retention mechanisms
Develop a retention system grounded in identification and analysis 5. Develop a system with HR tools and monitoring indicators
of principal factors influencing employee turnover

4. What can a structured retention system offer to a pharmaceutical company?

Graduate School of Business
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Business Administration
Professional significance
Role transparency & procedural fairness
What can a structured retention system offer
to a pharmaceutical company?
Systematic management approach
Early-warning indicators
Operational continuity

5.

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Business Administration
Literature Review
Job Demands-Resources
Organizational Justice
Sustained demands without resources
Demerouti et al., 2001 · Bakker & Demerouti, 2007
Fairness in roles and decisions
Adams, 1965 · Colquitt et al., 2001
→ High job demands combined with insufficient support
increase strain and withdrawal. Grounds workload-focused
retention interventions
→ Opaque decision-making and perceived imbalance
between contributions and recognition significantly raise
turnover intention
Job Characteristics Model
Job Embeddedness
Role overload and ambiguity
Hackman & Oldham, 1976 · Podsakoff et al., 2007
Why employees stay
Mitchell et al., 2001
→ Expanding responsibilities without structural support
leads to role overload, emotional exhaustion and increased
intention to leave
→ Fit, links, and sacrifice together explain retention.
Weakening any one dimension - e.g. role mismatch reduces embeddedness and raises departure risk
Research gap · Hausknecht et al. (2009) & Cappelli (2008): theories analyzed in isolation - no integrated retention framework for the pharmaceutical context

6. Research Methods

Graduate School of Business
Business Administration
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Internal HR data analysis (2024–2025)
Detect turnover patterns, identify roles and departments most at risk
Research
Methods
Semi-structured interviews with specialists
Capture employee perceptions of working conditions and organizational practices
Comparative analysis of industry retention practices
Identify gaps vs. organizations with more developed retention systems
EFFECTIVENESS ASSESSMENT – EX-ANTE
Baseline KPIs (2024–2025)→Target KPI values → Expected impact: as-is vs. to-be

7. Expected Results — KPI Dashboard

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Business Administration
EXPECTED RESULTS — KPI DASHBOARD
Conclusion
Indicator
As-is
To-be
Horizon
1. Identified problem → structured, actionable management
solution
Voluntary resignations,
people
2025: ≈38
(272)
≤ 30–33
12 mon.
2. Role clarity and process transparency as core retention levers
Voluntary turnover rate,
%
2025: 14%
≤ 11–12%
12 mon.
3. Shift from ad hoc responses to systematic, evidence-based
approach
Key specialist leavers,
people
2025: 10
(83)
≤ 6–7
12 mon.
4. Realistic improvements - gradual, without overestimating
feasibility
Key specialist turnover
rate, %
2025: 12%
≤ 7–8%
12 mon.
5. Practical foundation for long-term operational stability
Exit / stay interview
coverage, %
0%
≥ 70%
6 mon.