This is an episode of The Passionate Workforce Podcast. Subscribe on Apple Podcasts here.
How can companies foster a motivated, future-ready workforce while maintaining employee engagement and retention? What strategies can leaders employ to balance skill development with organizational growth?
We sat down with Jill O'Mullane, a pharmaceutical QA leader with 23 years of experience in global organizations, to explore these critical questions. Based in the UK, Jill provides a firsthand look at the challenges and strategies of nurturing talent in highly regulated industries like pharmaceuticals.
From building competency models to implementing mentoring programs, Jill and The FDA Group’s Nicholas Capman discuss steps leaders can take to create an environment that prioritizes people development, succession planning, and continuous learning in 2025 and beyond.
As Jill highlighted throughout the conversation, fostering a passionate and engaged workforce starts with intentionality and a clear plan for people development. But for leaders looking to take this even further, Nick Capman’s book The Passionate Workforce: How to Create and Maintain Maximum Employee Engagement offers an in-depth guide to building a workplace culture where employees thrive.
Drawing from practical strategies, real-world examples, and proven methods, Nick provides actionable insights for leaders at every level. Whether you're refining your leadership style, implementing engagement initiatives, or preparing your team for the future, this Amazon #1 bestseller equips you with the tools to transform your organization from the inside out.
If you haven’t picked up a copy yet, it’s an invaluable resource for any leader serious about maximizing employee engagement and creating a workplace where passion and performance are inextricably linked. Grab your copy on Amazon.
Summary, Key Points, and Practical Takeaways
This interview has been edited for clarity and length.
Nick Capman: What does people development mean to you, and why is it critical for organizations today?
Jill O'Mullane: People development, to me, is about acquiring new skills and experiences—whether that’s technical skills, leadership skills, communication, or even time management. It’s about having a growth mindset and helping people develop both professionally and personally. A big part of development is the hands-on experience. It’s not just about attending courses or getting more education; it’s about being in the thick of things, learning through doing.
Why is it important? First, it’s the right thing to do. As leaders, we have a moral and ethical responsibility to develop our people. Beyond that, in my industry—pharmaceuticals—we hire very smart, highly educated individuals. They want to be challenged. They want to learn. That’s what keeps them engaged and motivated.
The world is changing so quickly—new technologies, hybrid work, AI, Gen AI. If we don’t help our people adapt and keep learning, we’re not going to succeed as a business. And there’s a future aspect to this, too. I’m not going to be around forever. My peers aren’t going to be around forever. We have to prepare the next generation to take over. Whether they stay in the company or move on to new opportunities, it’s our job to get them ready for what’s next.
What are the main challenges leaders face when investing in people development?
One of the biggest challenges is the misunderstanding about what development actually means. A lot of people equate development with promotion, and that’s not the case. Development is about growth—gaining new skills, new experiences—and that doesn’t always mean moving up the ladder. Sometimes it’s about moving sideways, trying something new, or expanding your current role.
Another challenge is this fear that if you develop your people, they’ll leave you. I’ve heard it before: “If I invest in them, they’ll take those skills and go somewhere else.” But honestly, if you’re not investing in them, they’ll leave anyway. Development isn’t just about helping the business; it’s also about keeping your employees engaged and motivated. When they feel valued and stimulated, they’re far less likely to leave.
What practical strategies have you used to tackle people development in your career?
Over the years, I’ve worked on a number of things, often in partnership with other leaders and HR. A big one is creating a competency model. For every role in the organization, you outline the skills and competencies needed—from the most junior to the most senior levels. That includes technical skills, leadership skills, communication, and so on. You define what’s required at each level—basic, proficient, advanced—and that forms a clear pathway for progression. It’s transparent for employees and helps them see what they need to do to move up or even move sideways.
Another strategy is regular talent management reviews. These shouldn’t be a one-off thing; they should happen at least annually. In these reviews, we look at how people are performing in their current roles and assess their potential for other roles. A big focus for me has been identifying leadership potential. Not every great individual contributor is going to be a great leader. That’s why we give people stretch projects—maybe leading a small team or managing a short-term assignment—to see how they handle it.
Mentoring is another key piece. It’s incredibly valuable to have someone neutral who can give you honest feedback and guidance. It’s a safe space where you can talk about what you’re struggling with and get advice without feeling judged. I’ve had mentors who’ve helped me immensely, and I’ve mentored others in return.
What’s the difference between development and advancement, and how can leaders address employees who are ready for promotion but no positions are available?
Development is about acquiring new skills and experiences. Advancement is about promotion—moving up to a higher level in the organization. Sometimes, when you start a development conversation with someone, they think it’s about when they’ll get promoted. That’s not always the case. You can be ready for the next step, but there has to be a position available for you to move into.
It’s the role, not the person, that determines the grade or level. If the scope and responsibilities of a role don’t change, then the position itself won’t move up to the next level. That can be a tough message for people to hear, but it’s the reality. When someone is ready for advancement but there’s no role available, that’s where talent management reviews are so important. Maybe there’s an opportunity in another department or a role they hadn’t considered. I always encourage people to be open to possibilities, even if it’s not exactly what they had planned.
How do you approach mentoring as part of people development?
Mentoring, for me, is a form of coaching. It’s about having someone neutral—outside of your direct line management—who can guide you, give you feedback, and help you navigate challenges. It’s particularly valuable for developing soft skills like communication, conflict resolution, and networking.
When I first moved into people management, I had a steep learning curve. One mentor helped me realize that I was showing too much emotion in difficult conversations. It wasn’t something I was aware of, but once they pointed it out, I started working on it—slowing down, being more neutral in how I communicated. That made a huge difference.
Mentoring doesn’t always have to be formal. I’ve had informal mentors—people I went to for advice or just to bounce ideas off. Those relationships have been just as impactful. It’s about creating a space where you feel comfortable asking questions and getting honest feedback.
What resources or tools can leaders use to improve their people development skills?
There’s so much out there—books, podcasts, TED Talks, and even internal resources within your organization. Personally, I’m more of a book person. One book that really helped me when I moved into a VP role was Executive Presence by Sylvia Ann Hewlett. It talks about how to convey gravitas through your actions and communication.
Beyond books and podcasts, I’d say find mentors—both inside and outside your organization. Use your network. I still go back to people I worked with years ago to ask for advice. It’s all about being open to learning and continuously improving yourself.
Jill’s key takeaways:
Redefine development beyond promotions. Shift the focus from promotions to growth by encouraging employees to acquire new skills and experiences, such as leadership abilities, technical expertise, and interpersonal competencies. Make it clear that development can include lateral moves and deeper expertise in current roles.
Implement clear competency models. Develop and communicate transparent frameworks that outline the skills and behaviors required for every role. Use these as a roadmap to guide employees in identifying their next steps, whether it’s a promotion, lateral move, or skill enhancement.
Create and promote mentoring opportunities. Establish mentoring programs where employees can receive personalized guidance in a safe, non-judgmental space. Match mentors with mentees based on development goals to help them build confidence, improve communication, and enhance leadership potential.
Conduct frequent and inclusive talent reviews. Schedule regular talent assessments to evaluate performance, identify high-potential employees, and address development needs. Use these reviews to explore cross-departmental opportunities and prepare employees for leadership transitions.
Be intentional and consistent in your development efforts. Proactively engage with employees to understand their career goals and tailor development plans accordingly. Regularly revisit these plans to ensure they remain aligned with evolving aspirations and organizational needs.
About Jill O'Mullane
With over two decades of experience in the pharmaceutical industry, Jill O'Mullane is a seasoned quality assurance leader known for her integrity, professionalism, and strategic approach to quality systems. Currently serving as Vice President, Head of Quality Systems at Astellas Pharma Europe, Jill oversees critical quality functions, ensuring compliance and operational excellence across the organization.
An eligible Qualified Person (QP) under Directive 2001/83/EC, Jill has held various senior leadership roles at Astellas Pharma, including Vice President of Affiliate & Supply Chain QA and Executive Director of Affiliate QA. Her career spans positions at renowned organizations like Lonza, Baxter Healthcare, and Genzyme, where she honed her expertise in GMP, CAPA, and quality operations on a global scale.
A graduate of University College Cork with a BSc in Biochemistry, Jill is passionate about fostering innovation in quality assurance and mentoring future leaders. Her collaborative mindset and dedication to continuous improvement have earned her recognition as a trusted leader in the pharmaceutical sector.
Beyond her professional pursuits, Jill actively participates in industry initiatives, such as the IMPALA Consortium, which focuses on advancing quality and compliance practices within biopharma.
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