A Dynamic Heartbeat: Meet Chandre Andrews-Lintnaar

A Dynamic Heartbeat: Meet Chandre Andrews-Lintnaar

Culture is a living thing, and like all living things it must change.

Heading up the HR department for SA’s leading provider of cardiovascular medicine and one of the country's fastest growing generic pharmaceuticals, Chandre Andrews-Lintnaar has been with the organisation through its most significant transitions. From its infancy as an entrepreneurial start-up, to its integration with multinational powerhouse, Lupin Laboratories, and through its most recent metamorphosis into an entirely hybrid business model following the COVID-19 pandemic.

We probe some of the biggest challenges of maintaining a robust and resilient workforce in a volatile, uncertain, complex and ambiguous (VUCA) landscape.

Q: How do you keep your HR strategy relevant with so much changing demand as the workforce evolves?

A: The HR landscape has evolved exponentially in terms of digitalisation and alternative approaches to HR, such as outsourcing the function. It is my experience that while many functions can be automated or digitised, the ‘human element’ is the key to effective human resource management. An active HR strategic partner is invaluable to business. Whilst there are various HR solutions and digital options on the market, if these are not honed in on specific needs within your organisation or considered fit for purpose in terms of the organisation’s unique culture and personality. For me the HR credibility is lost. We are then keeping management and staff engaged in HR activities that will not support the notion of creating value nor further the business’ strategic imperatives.

For any HR Strategy to be effective it is important to understand that people are at the heart of making the strategy come to life. My HR team and I pride ourselves on being diligent in our response to the business needs while remaining an ally to all employees.

Finally, for an HR strategy to be effective a synergistic view about the HR architecture should be taken. This entails understanding that the sum of all the HR activities i.e. recruitment, performance and compensation management, employee wellness and HR innovation, contributes to the overall success of the HR strategy - and no one HR initiative supersedes the other.

Q: Pharma Dynamics transitioned from an entrepreneurial start-up to a subsidiary of a multinational corporate pharma company. Can you elaborate on managing the transition while still maintaining the organisation’s culture

A: When Pharma Dynamics transitioned to a multinational there was apprehension that our entrepreneurial approach to work would be impacted. It became imperative for leadership to demonstrate that our operations would only be impacted as much as we allowed them to be. We were, after all, a well performing business with a commensurate competent workforce – a position we are proud to maintain to this day.

A beacon that guided us through the transition, without losing our focus on the cultural aspect of change was our values.