Pf Magazine October 2020

SPECIAL EDITION

Recruitment & Careers “ Good people are really resilient; give them the opportunity and they will step up” Page 14 OCTOBER 2020

Project management matters Surviving redundancy Lifelong learning PHARMAFIELD.CO.UK

Looking for your next career move?

PharmaJobs has the best roles for the brightest talent W W W. PHARMA J O B S .CO.U K

WH E RE PHARMA TALE NT G O E S

HEAD OF MARKETING OPERATIONS

W

Hello.

elcome to October’s Pf Special Edition, focusing on Recruitment & Careers and a welcome from me, as a new face to the Pf team.

As the pandemic continues, we are all getting used to a new way of doing things and how we work is no exception. In this issue, Emma Clayton examines current working practices in the UK and asks if Covid-19 has changed the way we work forever (page 12). With more people working from home and having to find new ways of communicating, our feature on page 32 looks at why it is crucial that candidates are omnichannel ready.

As the furlough scheme comes to an end and the future is still looking uncertain, Clare Hill examines the psychological effects of redundancy and offers some practical steps to move forward and embrace a contingency plan. If a new role is just around the corner, can you harness the skills you have already acquired and pivot in another direction entirely? Our cover story brings you advice and tips from seven pharma professionals and could well help you on your pharma career path.

There is no doubt that now is a difficult time for people, both personally and professionally.

Yet, I feel honoured that my introduction to the pharmaceutical industry comes at a time when it is evolving, adapting and showcasing its strengths. One of the main takeaways from this issue is the meaning that those working in pharma find in their jobs. The purpose that they feel and the ability they have to make an incredible impact on people’s lives.

I look forward to seeing what pharma will achieve in the face of adversity and bringing that to a wider audience for all to see. I am keen to make new connections and bring some fresh ideas to the magazine. And if you have already contacted me with an offer of lunch once the restrictions have finally lifted, I have made a note and will hold you to that.

Don’t forget that you could find your next career move at Pharmajobs.co.uk and if you would like to contribute to the next special edition on the NHS, then please do get in touch at hello@pharmafield.co.uk.

Emma Morriss emma.morriss@pharmafield.co.uk SENIOR EDITOR

Amy Schofield amy@pharmafield.co.uk EDITOR

Emma Cooper emma.cooper@pharmafield.co.uk CREATIVE DIRECTOR

Emma Warfield emma@pharmafield.co.uk GRAPHIC DESIGNER

Olivia Cummins olivia@pharmafield.co.uk COMMERCIAL DIRECTOR

Hazel Lodge hazel@pharmafield.co.uk NEWS DESK

Hannah Alderton newsdesk@pharmafield.co.uk FINANCIAL CONTROLLER

Fiona Beard finance@e4h.co.uk Pf AWARDS

Melanie Hamer melanie@e4h.co.uk PUBLISHER

Karl Hamer karl@e4h.co.uk HEAD OFFICE

3 Waterloo Farm Courtyard, Stotfold Road Arlesey, Bedfordshire SG15 6XP United Kingdom www.pharmafield.co.uk www.e4h.co.uk

The content of and information contained in this magazine are the opinions of the contributors and/or the authors of such content and/or information.

Events4Healthcare accepts no responsibility or liability for any loss, cost, claim or expense arising from any reliance on such content or information. Users should independently verify such content or information before relying on it. The Publisher (Events4Healthcare) and its Directors shall not be responsible for any errors, omissions or inaccuracies within the publication, or within other sources that are referred to within the magazine.

The Publisher provides the features and advertisements on an ‘as is’ basis, without warranties of any kind, either express or implied, including but not limited to implied warranties of merchantability or fi tness for a particular purpose, other than those warranties that are implied by and capable of exclusion, restriction, or modification under the laws applicable to this agreement.

No copying, distribution, adaptation, extraction, reutilisation or other exploitation (whether in electronic or other format and whether for commercial or non-commercial purposes) may take place except with the express permission of the Publisher and the copyright owner (if other than the Publisher).

The information contained in this magazine and/or any accompanying brochure is intended for sales and marketing professionals within the healthcare industry, and not the medical profession or the general public.

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M AG A ZI N E S PECI A L ED IT I O N | O C TO B ER 2020 | 1

October HAVE YOUR SAY: If you’d like to share an idea for a feature or collaborate with us on a captivating advertorial, please get in touch.

GET IN TOUCH: hello@pharmafield.co.uk

Contributors

@pharmafield

@pharmajobsuk

Pf Magazine

CLARE HILL

Clare is the founder of culture consulting business Smart Culture Psychology, a company which uses its know-how in this area to help as many companies as possible discover the strength in their own culture.

Surviving redundancy, page 14.

RICHARD GRAY 

EMMA CLAYTON 

Richard is Director, Technology Solutions UK & Ireland, IQVIA, with a focus on delivering customer value across technology solutions and using insights to fuel improved HCP engagement.

Is the field force as we know it obsolete?, page 18.

Emma is a Marketing and Market Access Consultant for Pharma and the NHS, whilst holding roles as an Ambassador to the APPG for Diabetes and the Founder of ‘NHS Women Leaders’ Programme.

Has Covid-19 changed working practices in the UK for good?, page 12.

STEPHEN DEMPSTER

Stephen is Head of Integrated Multi-Channel Engagement, UK at IQVIA. He is focused on the development and delivery of innovative approaches to customer engagement.

Is the field force as we know it obsolete?, page 18.

In this issue RICHARD CLEGG

With over 20 years of recruitment experience, Richard, Director of Expion Search and Selection specialises in the pharmaceutical and manufacturing sectors, working with SMEs right through to some of the larger UK blue-chip organisations including FTSE 100 companies.

Challenges in recruiting during the pandemic, page 10.

LINDSEY BROOKES

Lindsey is an E-Detailing Consultant for Cheemia and has worked in pharmaceutical sales for 24 years in many therapy areas. In the last six years, Lindsey has focused her career in remote selling and e-detailing in primary care, secondary care and key account management roles and has delivered e-detailing workshops and tools to share her best practice with others.

Guide to e-detailing, page 27.

MEHRNAZ CAMPBELL

Mehrnaz is Founding Director of Cheemia. She has over three years’ experience of working remotely from USA, managing projects in the UK on behalf of clients and interacting with NHS Leaders in clinical commissioning groups and health boards in England and Scotland.

Guide to e-detailing, page 27.

REBECCA FOX

Rebecca is Head of Membership, APM, where she is responsible for APM’s revenue-generating activities, including membership, corporate partnerships, qualification sales, international growth, and marketing. She puts APM’s members – both individual and corporate – at the heart of her decision-making, stating that customer focus and a strategic approach are important factors in achieving objectives.

Project management matters, page 8.

RECRUITMENT

INSIGHT

How to get ahead: Career advice from seven pharma professionals

Project management matters: Why project-related skills will be important post pandemic

10

REBECCA FOX

04

Challenges in recruiting: How have pharma recruiters adapted in the current climate?

RICHARD CLEGG

08 12

Working practices in the UK: Has Covid-19 changed how we work for good?

EMMA CLAYTON

ADVERTORIALS

31

14

Changing faces: How commercial recruitment is changing

Surviving redundancy: Examining the psychological effects and taking practical steps

ANDY ANDERSON

CLARE HILL

32

Omnichannel ready: Why it is crucial for candidates in 2020 JUDY PHILLIPS

31

Digital success: Is your sales force effective post pandemic?

KEVIN LENNON

“Invest in your development by signing up to anything that will increase your digital learning” Chris McCourt, Page 4

18

Field force: How will engagement between sales professionals and customers change?

RICHARD GRAY AND STEPHEN DEMPSTER

27

E-detailing: New way of working becomes the norm MEHRNAZ CAMPBELL AND LINDSEY BROOKES

36 Directory

Career advice from pharma professionals In an industry which has excelled in the face of adversity this year, some expert advice can help you do the same in your own career. We asked Pf ’s industry experts to share their wisdom.

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RECRUITMENT

CLARA CARTER

Director of Commercial at Accord UK What’s the best career advice you were given, and by whom?

My first manager once said to me to remember to recruit team members that complement your skill set and who enjoy doing the things that you don’t. It’s all too easy to recruit people who are similar to you as that can be the natural place to go. But by recruiting team members who enjoy and thrive on things that you don’t, that means that you are a stronger unit as a result.

What career advice would you give to others? I am a great believer in actioning what you promise and commit to with customers.

Too many account managers commit to a task and don’t do it and then wonder why the relationship doesn’t progress. Whether it is an internal or external customer, you should provide regular updates on the progress – even if it is slow or non-existent! This, in itself, can secure and build a relationship as people appreciate being kept informed. The simplest forms of regular communication can build a strong and long-lasting relationship.

ANDREW BARRACLOUGH

VP Design, GSK We generally underestimate people and don’t give them enough opportunity to stretch and grow. Good people are really resilient; give them the opportunity to flex new muscles and build and they will step up. We often avoid the risk of giving people something that we assume will be super stretching or something that you think is way beyond their ability, but that is a self-limiting belief. It is rewarding being able to help someone onto the next stage of their career.

What career advice would you give to others? In terms of general career advice, it is always important to put your work into perspective as part of your life. Is it making you happy? Does it align with what you believe in? If you really think about your true values and make decisions based on those, it stops you focusing on the wrong things and brings more clarity.

DR PAUL RILEY MBA PHD CMGR

Director, Health Insights & Guidance Ltd The best career advice I got was to get a mentor, to help me decide where I wanted to take my career and how to get there. Having a mentor helped me reflect on what I wanted for my future and helped me understand the changes I would need to make to get there. Having a mentor might seem like you are exposing yourself to scrutiny and assessment, but my experience was more a case of having a supporter in your corner, willing you to do well, and giving you the benefit of their knowledge, experience and contacts.

It helped me gain a promotion to my first senior role, but it would have been of great value regardless of the type of change I wanted to make. I’m still grateful to them, and message them from time to time, to recognise the help they provided.

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HASEEB AHMAD

Country President Novartis UK What’s the best career advice you were given, and by whom?

Both my parents were healthcare professionals; my mother was a GP and my father was a nephrologist. I remember the great passion my father had for healthcare and the power it has to change people’s lives. He put this drive to great use, which was particularly evident in his co-invention of an early portable kidney dialysis machine.

Over the years, I saw so many postcards from grateful families who, for example, were able to go on holiday for the first time in years following treatment from my dad.

Growing up in this environment – continually seeing the benefits and importance of healthcare – was one of the reasons I pursued a career in this sector. We have a real feeling of purpose in our work and the ability to make a fundamental impact on people’s lives, which still drives me to this day. My father himself told me that, by working in the pharmaceutical industry, I have the power to support far more patients than he ever could. At Novartis, we serve 800 million patients worldwide – which is 10% of humanity – and it’s incredible to think of the difference we can make to so many people’s lives.

What career advice would you give to others? My advice to others would be find what drives you and gives you purpose. Happy people work harder, bring more energy and passion, and get much more job satisfaction.

We have tried to embody this within Novartis UK by creating an ‘unbossed’ culture that enables associates at any level to contribute to decision making. For example, during lockdown, associates told us they wanted to make a difference for patients and the public beyond their day-to-day work. As such, we offered them 10 days paid leave to volunteer in their community or back in clinical practice. We want to inspire associates to see the impact they can have. And it’s working.

Our most recent employee survey showed that 74% of our associates believe the work they do brings meaning, something which has resulted in an overall engagement score of 81%. Our teams know that however big or small, we can all make a difference.

We have a real feeling of purpose in our work and the ability to make a fundamental impact on people’s lives, which still drives me to this day

Haseeb Ahmad, Country President Novartis UK

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CHRIS MCCOURT

Global Payer Capability Director at AstraZeneca What’s the best career advice you were given and by whom?

The best advice I was ever given was by Carol Cape. At the time she was my coach in my day job, but she always was keen on developing others. Even if the advice may have felt challenging, she never shied away from the real conversation. I trusted her when she said that I probably needed to move to a new company, take the learnings but also focus on what I wanted, not what was expected. To this day, this was the most courageous coaching session I have ever had; I trusted her judgement and within a month I found myself in my perfect job and starting an amazing career. It was tough at the time but, on reflection, I have no regrets.

What career advice would you give to others? I do think that you need to own your own development. If you wait for a tap on the shoulder, it most likely won’t happen. Think about how you can develop your career goals in your current role and run them in parallel with your day job – we refer to this as lifelong learning – not just for your next role but to support you to be the best version of you in your current role. Gone are the days of ticking a box by attending a training course.

Whether we like it or not, our world is changing and we need to keep ahead by mastering technology and new ways of working.

Invest in your development by signing up to anything that will increase your digital learning. No matter your age or background, showing curiosity will be beneficial.

Be yourself! Teams and business are built on so much diversity, it is an exciting future to share experiences. Don’t fake it.

RECRUITMENT

The best career advice I got was to get a mentor, to help me decide where I wanted to take my career and how to get there

Dr Paul Riley MBA PhD CMgr, Director, Health Insights & Guidance Ltd

ADVICE FOR GRADUATES Dr Rina Newton, Managing Director at CompliMed I quite often give career advice to pharmacy students (through University roadshows and mentoring) and the best tip I could give them is not to rely on their universities or the Royal Pharmaceutical Society to talk to them (or even know) about roles for pharmacists in the pharma industry that are not related to R&D. Other key tips:

MARK PRINGLE

Senior Vice President Capability Development, NeoHealthHub What’s the best career advice you were given, and by whom?

“When you leave a room, always shut the door quietly!” That was from my first ever HR Director. His point was that ranting and raving about how unfair life is, is pointless. Act with dignity and when a decision goes against you, go out and prove them wrong.

What career advice you would give to others? Be curious, try lots of things, find your passion, play to your strengths and do what you enjoy!

Do your research! Students are better placed (and more tech savvy) to investigate roles using LinkedIn and recruitment agencies, identify pharmacists in these roles and then directly approach them for advice or even better, work experience.

Follow your own path! Ultimately, we’re in control of our own choices - taking risks and learning along the way is what keeps it fun – whether it’s good or bad, it’s all rich experience. I’m pretty certain pharmacists in pharma have had varied and interesting paths...

M AG A ZI N E S P EC I A L ED I T I O N | O CTO B ER 2020 | 7

PROJECT MANAGEMENT MATTERS Projects and project-related skills have taken on a new importance in the post-pandemic landscape. Why do organisations in these sectors need to invest in project-related skills?

WORDS BY

Rebecca Fox

T

he importance of projects in the UK’s healthcare sector cannot be overstated.

This is as much about the essential public functions they enable as it is about the economic contribution they make.

A recent APM study, The Golden Thread: Project Management in Three Key Sectors, produced in partnership with PwC, reveals that projects in the healthcare, pharmaceutical and life science sectors generate £17.5 billion of annual Gross Value Added (GVA) and employ 223,800 full-time equivalent (FTE) workers.

The findings of the study indicate that the importance of knowledgeable, experienced and professional project managers will only grow. The Golden Thread notes the professionalisation of project management is expanding in the pharmaceutical, healthcare and life science sectors. The report identifies that, while the pharmaceutical sector has employed dedicated project professionals for some time, project managers are increasingly specified in private and academic life science funding bids, and the NHS is actively developing the project profession internally.

Projects, it seems, are the future. Nowhere is this more clearly demonstrated than in the sectors that have been at the front line in the battle against coronavirus. Project managers in the health sectors have faced a succession of challenges to repurpose project activity whilst pivoting to deal with the immediate challenge of the pandemic.

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INSIGHT

Project managers are increasingly specified in private and academic life science funding bids, and the NHS is actively developing the project profession internally

MEETING THE CHALLENGES

The construction of Nightingale Hospitals, the race to find a vaccine and the work to contain the spread of the virus in the UK – to give just three examples – all serve to highlight the importance of successful projects within the healthcare sphere.

There is still work to be done, however, to increase awareness of the benefits that project management skills can provide, including stronger execution of projects, and saving time and money.

The research revealed that almost 30% of organisations surveyed expect to see project budgets decrease over the next three years, despite the number of projects undertaken expected to remain stable.

Continuously developing project managers’ skills will be essential as organisations – both public and private – grapple with emerging challenges with potentially reduced budgets.

There is also a need for ‘accidental’ project managers (i.e. people who find themselves tasked with delivering projects despite it not being an official part of their job) to be developed in a way that supports the shift to greater professionalism. The report identifies that project managers in the health, pharma and life sciences sectors are often subject matter experts first and project managers second.

Ultimately, this comes down to ensuring that people tasked with delivering projects have the skills they need to be able to succeed.

SKILLS GAPS

• Knowledge and experience of change management has been identified as a skill gap. Incorporating strategies to prepare for, manage and embed change will allow the NHS to deliver more effective and sustainable organisational transformation.

• Digital transformation projects accounted for nearly half of all projects undertaken across the healthcare, pharmaceutical and life science sectors in the past year. In a period of digital change, advanced skills in this area are becoming a necessity.

• Soft skills such as a flexible mindset and strong communication and interpersonal skills are key characteristics needed for a successful project professional in the health sector.

LOOKING TO THE FUTURE

Projects and project management are no longer confined to the traditional domains of construction, heavy engineering and large capital investments. Awareness of project management in the public health sector has been increasing and there remains opportunity for further growth. For pharmaceuticals and life sciences, an ageing (and hence more vulnerable) population will drive growth in demand for the delivery of new drugs, equipment and facilities. Robust project management approaches will be crucial for all of these.

As organisations within the healthcare sphere continue to play a vital role on the journey to recovery in the post-pandemic world, the case for investing in project-related skills and professional development is clear. Rebecca Fox is Head of Membership at the Association for Project Management (APM). Go to www.apm.org.uk The Golden Thread: Project Management in Three Key Sectors report is available at www.apm.org.uk/goldenthread/sector M AG A ZI N E S P EC I A L ED I T I O N | O CTO B ER 2020 | 9

Challenges in recruiting during the pandemic COVID-19 HAS PRESENTED MANY CHALLENGES TO INDUSTRY, NOT LEAST IN RECRUITMENT AND RETENTION STRATEGIES. HOW HAVE PHARMA RECRUITERS ADAPTED?

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s a result of customer demand at the outbreak of the pandemic, pharmaceutical firms have, in many areas, been required to increase production levels at an unprecedented rate. There has also been the pressure for many to expand product lines, undergo major research and development innovation and even change whole processes as they navigate adapting to operating safely.

This is to meet health and safety requirements, while also bringing products to market which address the fight against COVID-19.

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While all sectors are feeling the pressure of having to evolve as a result of COVID-19, the Department for Business, Energy and Industrial Strategy has found that small businesses in the UK achieved three years of innovation in just three months1 as a result of the lockdown. What this means for all sectors is that organisations are having to consider their recruitment and retention strategy, and of course workplace wellbeing to ensure staff morale, optimum productivity and long-term retention.

While some pharmaceutical clients have paused recruitment, many others are taking advantage of the challenges COVID-19 has posed and using this as an opportunity to reassess operational structures, lead times and to take advantage of any availability in the talent pool.

RECRUITMENT

SOCIAL DISTANCING: ADOPTION OF VIRTUAL INTERVIEWS

It is often forgotten that recruitment can be extremely time-consuming, time being a luxury that not many businesses have at the moment as they adapt to changing ways of working

WORDS BY

Richard Clegg

HOW TO MANAGE AND HANDLE AN INFLUX OF APPLICATIONS

With employees still on furlough and many sectors beginning to make job cuts, the number of individuals in the market for a new role has grown exponentially.

While this can be good news for those organisations recruiting, it can make recruitment all the more challenging.

As a result of more people being out of work, it is highly likely that recruiting businesses are going to receive an influx of CVs, most of which will be from candidates who are not qualified for the roles being advertised.

It is therefore imperative that pharma recruiters strategically plan out the roles they’re hiring for to filter out candidates who don’t fulfil the criteria.

One way to do this is to provide basic screening questions before the candidate applies – this prevents them not only wasting the recruiters’ time, but theirs too. For example: • Do you have three or more years’ experience in research and development?

• Do you have experience working in a pharmaceutical environment?

• Do you have five years of experience in drug safety and pharmacovigilance?

It is often forgotten that recruitment can be extremely time-consuming, time being a luxury that not many businesses have at the moment as they adapt to changing ways of working.

Therefore, having a structured approach with key stakeholders involved to streamline the process, or working with a recruitment partner, can help to mitigate these challenges, allowing the organisation to focus on operational efficiencies until the role is fulfilled.

With time being of a premium to all parties involved and many organisations looking to minimise risking the possibility of bringing someone with symptoms in for an interview, the first steps of recruitment are now being undertaken virtually. While this could be a good old-fashioned telephone call, the adoption of video interviews is becoming the norm, enabling both potential employees and the recruiting business to establish suitability and that initial rapport.

While standard video conferencing tools such as Zoom, Skype, Google Hangouts and Microsoft Teams are a great way to interview potential employees, new video interview technologies are emerging which make it easier to manage the hiring process and screen candidates. Whichever application is chosen, it is crucial to make sure it is something simple for the interviewee to access and that they understand how the software works. Using free tools might also have time limitations, such as Zoom which only allows a 40-minute call if three or more people are dialling in.

While face-to-face interviews have proved to be a benefit in the past, they are often unnecessary for the first steps of the recruitment process and add the extra burden of trying to find appropriate times to meet, often encroaching on both individuals’ personal time. Saving these for the final selection process will undoubtedly ensure you quickly get to a shortlist of candidates who have the right fit.

TURBULENT TIME: A CAUSE FOR CONCERN

With everything that is going on in the world, along with changes to internal processes, colleagues on furlough or even rapid recruitment plans, it is easy for those already within the business to feel concerned about the long term objectives of their role. During this time, it is crucial to keep engaging with your existing workforce, so they understand what is happening within the business and the business goals to ensure that everyone works together to meet these challenges.

Having a happy workforce that feels informed and valued plays a significant role in reducing employee turnover, which in turn can help with attracting good quality talent. Richard Clegg is Director of Expion Search and Selection.

Go to www.expion.co.uk Sources: 1 https://tinyurl.com/y2pc26na

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Has Covid-19 changed working practices in the UK for good?

The pandemic has forced us to change the way we work – what are the benefits and challenges of this increase in remote working?

WORDS BY

Emma Clayton

For some, remote working has meant longer working hours and the blurring of boundaries between their professional and personal lives

I

t’s clear that the once-gradual transition towards flexible working has been accelerated considerably by the pandemic, driven by the changing working model where we all had to work from home and in our remote teams, something frowned upon by many organisations up until the point where we had little choice. When FTSE 100 company, Schroders, told its workers recently that they are no longer required to come into the office, even after the Covid-19 pandemic is over, it made headline news. This move might have been unthinkable when lockdown was announced back in March. Yet organisations of all sizes were forced to transform their working practices overnight and since then, remote working has become commonplace.

Many UK organisations are expected to follow Schroders’ lead, or to continue a degree of remote working – or flexible working in general – in the long term. What does this mean for companies and their people?

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INSIGHT

THE FUTURE OFFICE

Widespread remote working represents a major shift in traditional working practices.

Offices will become places where people meet for physical group interaction and client meetings, while most routine work will be done remotely.

Consequently, many organisations are realising that they need less office space overall, which has significant cost saving implications. Some have already adapted to using reduced office space on a rota basis, with different teams allocated to different times of the day or days of the week. Where employees previously had a long daily commute to the office, they can now save time and enjoy a better work-life balance. Some smaller companies, including Grey Bear Consultancy, have been using this model for several years to great effect. We find that not only does it provide all the above benefits, but it importantly allows us to attract the brilliant female talent who left the corporate bubble to raise a family and who the long commutes and 9-5 hours no longer suit.

Changes in working patterns have not been easy for all, however. For some people, lockdown necessitated their first experience of home working and it was a struggle to adapt. It is vital that managers take account of this and support their teams through major changes.

EMBRACING DIGITAL COMMUNICATIONS

Digital and cloud-based technology has paved the way for successful remote working, allowing people to join meetings and complete projects from anywhere, at any time. Organisations that were already set up to make use of this technology were at a distinct advantage during the early weeks of the pandemic.

It has, without doubt, enabled a more cost-effective and efficient way of working. Zoom, Skype and Teams calls have become the default meeting space and we no longer need to wait weeks to schedule in a face-to-face meeting with a client or colleague. In some cases communications have improved as many regularly use video calls where behavioural and body language clues were frequently missed through phone calls.

STAYING CONNECTED

A key facet of successful remote working is maintaining connection between colleagues. By scheduling regular team meetings, including informal online ‘hang-outs’, managers can give home workers the opportunity to connect and build relationships. Focusing on effective communication will ensure that key messages are received, whether people are working from the office or at home.

Likewise, planning regular check-in meetings with individuals will reduce any feelings of isolation.

It is also essential for companies to provide their managers with guidance, training and support to help them to manage remotely.

THE LOST DEMOGRAPHIC

Remote working allows for increased flexibility and autonomy for employees. More specifically, it increases the capacity for women to keep their positions in the workplace, lessening the stress associated with commuting and juggling childcare. Some felt there was a lack of trust in their ability to work remotely and adopt flexible working patterns before the pandemic, yet most people have proved to be more productive under these circumstances.

Progressive organisations are now reviewing the potential of adopting flexible working practices in the long-term as they see multiple potential benefits. According to the CIPD, wide ranging research shows that flexibility can support inclusion, help to reduce the gender pay gap, assist sustainability initiatives, attract and retain talent, increase productivity and support wellbeing.

AVOIDING PITFALLS

There are, of course, some potential downsides to remote working. For instance, mental health implications, such as feelings of loneliness, isolation or stress should be considered.

While the use of videoconferencing and similar technologies has allowed employees to maintain engagement levels and productivity, for some remote working has meant longer working hours and the blurring of boundaries between their professional and personal lives.

Managers also need to think about how different personality types might react. For example, introverts may need encouragement to stay connected with their colleagues, while extroverts could struggle with a lack of faceto-face contact. Creating regular ‘virtual coffee break’ opportunities is a good way to help people stay connected outside of business meetings.

OFFICE OF THE FUTURE

For the long-term success of innovative and flexible working practices, including remote working, organisations must take a fresh approach. Now more than ever companies need to embrace this new way of working – not least because new generations to come will be expecting it.

Covid-19 is an undoubtable blow to the world, but it has no doubt brought about many opportunities. The office is no longer a building, but a network of diverse people brought together by digital technologies. For some time, enabling better mobility and remote work has been consistently discussed as vital.

The recent pandemic has provided a fresh stimulus, meaning the need for change is now more important than ever.

Emma Clayton is Managing Director, Grey Bear Consultancy.

Go to www.greybearconsultancy.co.uk M AG A ZI N E S P EC I A L ED I T I O N | O CTO B ER 2020 | 13

Surviving redundancy As furlough comes to an end and companies review their workforces, redundancies are inevitable. What’s the psychological effect of redundancy, and what practical steps can be taken to move forward?

WORDS BY

Clare Hill

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T

here is no doubt that redundancy feels personal, even when a redundancy is handled as fairly and compassionately as possible by the former employer. For those who experience their employment being unexpectedly terminated, the emotions are visceral, with painful feelings of rejection being triggered, as well as practical concerns and money worries.

The relationship between us and the organisation we have been part of, and perhaps committed to for a long time, can also run deep. The modern employer often goes to considerable effort to ensure we are engaged at work. We seek out workplaces where we fit in well, where we can fulfill our potential. Many of our psychological, social, and identity needs are met to some extent at work, so it is only natural that this is disorientating, should we suddenly lose that sense of belonging.

Some may jump immediately into their job search to regain a feeling of control, whilst others may feel overwhelmed and paralysed by the sense of loss. We rarely make the best decisions when in a state of heightened emotion, or feeling numb, so how can we move forward?

INSIGHT

Some may jump immediately into their job search to regain a feeling of control, whilst others may feel overwhelmed and paralysed by the sense of loss

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SOCIAL SUPPORT AND SELF CARE

Take at least a couple of days after the news to draw on social support. Spending time with family, close friends, or pets help us to remember that we are more than our job role, and the social support will lower our stress levels. Take some initial downtime to do the things you enjoy and which are good for you, such as long walks, watching movies, or cooking comforting meals.

ADDRESS PRACTICAL ISSUES

Once you feel calmer, it is a good idea to pay attention to the practical aspects, such as your finances. It may be necessary to review your household budget, financial commitments and spending. Addressing finances early will give you a clearer picture of your needs during your job search, and a sense of control, which is essential when recovering from traumatic change.

AVOID ‘THINKING TRAPS’

If you find yourself frequently imagining the worst case scenario, i.e. “I’ll never find a new job”, reframing your thoughts in more realistic, hopeful terms, i.e. “It may take more time than usual to find a new job but I will find a way through this period”, can protect against depression, and make you more emotionally resilient.

Excessively ruminating on the circumstances of the redundancy for weeks and months after the event can keep you in a negative cycle of grief and chronic stress. If you find yourself in this state, you may not have given yourself enough space to process initially. Revisit your self-care activities for a day or two, and try to deliberately distract yourself when your thoughts turn to the redundancy. You can also try out some mindfulness techniques to relieve anxiety.

PERSONALISE YOUR JOB SEARCH

Have ever done a psychometric or strengths assessment? Now is a great time to dig out the report and refamiliarise yourself with it, or make a list of your personal strengths and abilities. Job searches can be exhausting, and it makes sense to approach it in a way that is as enjoyable and as painless as possible. Use your list of strengths as inspiration for how to plan your job search strategy, for example an extrovert who is energised by socialising may make networking a large component of their strategy. A good job search strategy utilises a variety of methods, including scanning job boards, researching companies to approach directly, or asking ex-colleagues, friends and families for referrals. Mixing up different activities will ensure your day doesn’t get too boring.

CULTURE STILL MATTERS

5

HAVE FLEXIBILITY IN YOUR PLAN

Having a contingency plan in place for if the going gets tough is smart. List your essentials and ‘nice to haves’ for your next role. Ask yourself; how long can you afford to be in the job market before sacrificing wish-list items, what jobs outside of your industry would you consider, do you have skills that you can use to ‘pivot’ in another direction, even if temporarily? Is retraining or learning new skills an option?

Even in a tough job market, consider the culture of organisations you interview with. In difficult times, job-hunters maytake a role, despite a gut feeling that it may not be a good fit, only to leave shortly after. This leads to disappointment, but also a lack of confidence in their own judgement. Meet as many people as possible during the interview process, and ask questions about areas of culture that matter to you, for example, what are the trainingand development opportunities? How do flexible working practices operate in practice? Organisations that are open and honest are more likely to have a culture you can have trust in, even if it isn’t quite your dream job.

Clare Hill is the Owner of Smart Culture Psychology. Go to www.smartculturepsychology.com M AG A ZI N E S P EC I A L ED I T I O N | O CTO B ER 2020 | 15

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IS THE FIELD FORCE AS WE KNOW IT OBSOLETE? The impact of COVID-19 has affected how sales professionals engage with customers. What does the way forward look like?

Richard Gray & Stephen Dempster

COVID-19 has been both a huge disruptor and accelerator of digital transformation, bringing change and innovation at an unprecedented rate

T

he secret of change... not on fighting the old but on building the new (Socrates).

On July 31st 2020, NHS Chief Executive, Sir Simon Stevens, sent a letter 1 with a clear message: embrace the positive impact that digital and remote technologies have had in maintaining critical public health services during a time of need, and ‘lock in beneficial changes’.

As we start to move forward into the next phase of the pandemic in Europe, and we see healthcare providers carefully reopen their doors and restore service delivery in primary, secondary and community services, two key questions are at the forefront for sales professionals: what does this mean for engagement strategies in the short term? And how will our model (and skillset) look going forward?

18 | P H A R M A FI EL D.CO.U K

01 THE WAY WE ENGAGE OUR CUSTOMERS HAS ALREADY CHANGED

In the UK, the rise of remote interactions has significantly increased during the pandemic, eclipsing face-to-face activities as the primary engagement channel and with a four-fold increase compared with the same period last year. (Figure 1).

Findings from a June UK Oncology survey

by IQVIA also indicated that oncologists expect the increase in remote consultations will remain part of their practice, rising to 39% post COVID-19 as compared to 8% pre COVID-19, echoing the theme of locking in ‘beneficial changes’ that will be embedded into new ways of working in the NHS. It is worth noting that UK oncology specialists see remote consultations becoming part of their practice to a higher extent than other countries – data for the other main European EU5 countries shows that they expect 19% of consultations to be remote2 .

Clearly the engagement landscape and more fundamentally our customers mindsets have changed – at first driven by necessity, but now driven by a new openness to innovation and progress.

Expecting the way in which we engage to completely return to the old ‘preCOVID’ ways is unlikely. We must all now embrace the opportunity to adapt and to play our role in helping to re-shape the goto-market models of the future.

Figure 1. UK CONTACTS – LATEST 31 DAYS VS SAME PERIOD IN 2019 2, 500, 000

Mailings (e + postal) Remote (Rep) F2F

2, 000, 000 Projected contacts

WORDS BY

1, 500, 000

1, 000, 000

500, 000

0 July 2019

July 2020

Source: IQVIA ChannelDynamics®, UK. NB: Charts contain interim rolling weekly data. Projected values and %s shown may differ from final monthly values. ‘Remote (Rep)’ includes telephone, E-detailing & E-meetings. ‘Mailings’ includes emailing and postal.)

INSIGHT

02 OUR NEW COMMERCIAL MODEL – ACCELERATION, NOT REVOLUTION

COVID-19 has been both a huge disruptor and accelerator of digital transformation, bringing change and innovation at an unprecedented rate. Whilst the shape of commercial models is experiencing a necessary paradigm shift, it is worth noting that this is a focused acceleration of existing building blocks that are already in the market. This is accelerating the growth in hybrid operating models utilising alternate channels.

We have already been deploying digital channels such as email and remote detailing to engage with our customers. Concepts such as omnichannel and virtual engagement are not new, but the reality is their level of acceptance and application in the overall mix has, to date, been low.

The pandemic has rapidly changed this dynamic.

For example, UK data shows the number of sales professionals having access to and using

remote detailing grew at an accelerated rate as lockdown took hold, with these capabilities enabling us to provide our HCPs with an important communication channel during their time of need. (Figure 2).

Evidence from IQVIA ChannelDynamics data in the UK shows that customer experience of these technologies has been positive compared to the same time last year too, and it is clear that there is great value in continuing to engage with our customers through these channels moving forward.

As sales professionals and managers who have built their career in customer facing roles, our familiarity with new tools of engagement should provide us with hope and excitement. To build on this we need to be prepared to seize new opportunities and develop our skillsets to remain relevant in the new digital world of customer engagement.

It is still people who remain the most pivotal lynchpin to success

Figure 2. UK MONTHLY CUMULATIVE REMOTE DETAILS WITH IQVIA REMOTE DETAILING 9000

Pandemic outbreak

Trends in active users and remote calls

8000

7000 6000

5000 4000

828%

growth in number of active users, 2019 FY Vs 2020 May YTD

423%

growth in number of remote details Jan-May 19 Vs 20

3000 2000 Source: IQVIA Remote Detailing Solutions - Data based on a snapshot extract produced 28th May 2020, excludes OCE Remote Detailing

M AG A ZI N E S P EC I A L ED I T I O N | O CTO B ER 2020 | 19

INSIGHT

03 A SKILLSETS SHIFT IS REQUIRED TO REMAIN RELEVANT

While technology and analytical capabilities are important underlying enablers for successful remote selling, it is still people who remain the most pivotal lynchpin to success. Therefore, it is essential that we possess a deeper understanding of the key attributes that are required to be a successful remote salesperson in this new environment.

As commercial models move towards multi-dimensional hybrid customer teams, we can benefit from the enhanced opportunities this gives us to add value across multiple customer interaction points, orchestrating across evolving channel preferences to ultimately achieve more impact.

First line managers have always been a key contributor to the success of sales teams too and successfully managing remote teams will require the development of additional skillsets to complement established field management skills and techniques.

3 KEY TAKEAWAYS 1

It is vital for managers to be able to leverage the right performance management tools and interventions to support and develop remote teams, with sales impact being driven by key remote engagement metrics such as calls delivered on platform, outbound call volumes / duration, digital consent rates and customer engagement scores alongside tailored incentive schemes.

The ability to engage and support remote team members should be significantly enhanced too, with managers more able to provide short, high impact coaching and support sessions more frequently across the whole team.

The importance of investing in the development of people has never been more relevant. The traditional processes are no longer sufficient and future- focused talent development is now a strategic imperative in new commercial model design.

WHAT’S NEXT?

Although the term ‘field force’ as we’ve known it has become outdated, sales professionals will continue to represent the cornerstone of interactions with HCPs, whilst at the same time playing a pivotal role in supporting the expansion of digital channels. Ensuring we are leveraging technology and insights to successfully engage customers digitally will be critical, but we also need to get the right support and development processes to evolve our skills, so we can support healthcare professionals as they themselves continue to adapt.

EMBRACE THE NEW ENVIRONMENT The engagement landscape is dynamically evolving and we are facing an inflection point where face-to face interactions may never return back to their former levels in the UK. To quote the Microsoft CEO: “We have seen two years' worth of digital transformation in two months” and this has accelerated our comfort with using new technologies to interact past the point of no return.

2 CAPABILITES TO SURVIVE OR THRIVE COVID-19 has accelerated the need for a different mix of capabilities and skills, requiring a fundamental mindset shift, training and development that is pitched at all levels of IT competence and an appetite to leverage (digital) technology and data driven insights to drive customer engagement.

Sales professionals also need to be enabled with optimised content to serve the needs of HCPs in the new environment, with value propositions and positioning that resonate in the new post COVID-19 world.

3 HYBRID COMMERCIAL MODELS The shape and focus of the field force role has changed. Dedicated face-to-face only teams are not the only solutions in today’s world and HCPs’ expectations have evolved. To be relevant to your customers’ needs you now need to be flexible, accessible and able to support them across multiple channels, enabling them to bring stability back into the care of their patients and to recover from the long-lasting impact that is the legacy of the pandemic.

Stephen Dempster is Head of Integrated Multi-Channel Engagement, UK, IQVIA. Richard Gray is Director, Technology Solutions UK & Ireland. All data was correct at time of going to press. Go to www.IQVIA.com Sources: 1 https://tinyurl.com/y3swc9uu | 2 https://tinyurl.com/y5vg7tbd

2 0 | P H A R M A FI EL D.CO.U K

ai159923292137_153086 MSD UK Corporate Advert Amends March_d1b.pdf

1

04/09/2020

16:22

WHY WE INVENT AT MSD, WE ARE INVENTING FOR LIFE. We are not inventing for invention’s sake – we are on a quest to cure – and to have an impact on countless people’s lives worldwide.

MSD is inventing because the world still needs cures for cancer, Alzheimer’s disease, HIV, and so many other causes of widespread suffering in people and animals.

We are taking on the world’s most challenging diseases to help people go on, unburdened, to experience, create and live their best lives.

MSD. Inventing for Life.

To explore our commitment to invention, visit www.msd-uk.com and connect with us @MSDintheUK on Twitter, Instagram, LinkedIn, YouTube and Facebook.

Copyright © 2020 Merck Sharp & Dohme Corp., a subsidiary of Merck & Co., Inc. Kenilworth, NJ, USA. All rights reserved.

Merck Sharp & Dohme Limited. Registered Office: Hertford Road, Hoddesdon, Hertfordshire, EN11 9BU. Registered in England No. 820771.

GB-NON-03151

Date of preparation: September 2020

Novartis

Changing the practice of medicine At Novartis, we harness the innovation power of science to address some of society’s most challenging healthcare issues. We are passionate about discovering new ways to improve and extend people’s lives.

September 2020 | COR20-E099

VIRTUAL

Pf Awards 2021 are virtual and open for nominations It is a time to reflect and recognise the talent of your individuals, teams and of your company during the Covid-19 pandemic, at the biggest and most prestigious industry awards.

M O N DAY 1 8 J A N U A RY 2 02 1

T H U R S DAY 4 M A R C H 2 02 1

T H U R S DAY 1 1 M A R C H 2 02 1

Deadline for entries to Pf Awards 2021

Pf Awards Virtual Assessment Day

Pf Awards Virtual Dinner

New categories for 2021

Recognising outstanding individuals, teams & companies

Independent judging panel

Virtual Assessment Day

Virtual Awards Dinner

No cost to enter or view the live streamed Pf Awards evening

Want to enter? Contact the Pf Awards team on team@pfawards.co.uk or 01462 226126

www.pfawards.co.uk #pfawards2020

SPONSORS

P F AWA R D S

Not only has winning the Future Leader Award been a genuine privilege and honour, but this has also reiterated the importance of always being authentic, true to yourself and leading with kindness

Pf Awards Future Leader winner, Lauren Laskier, reflects on her accolade and how the recognition has pushed her forward in her career.

C

INTERVIEW BY

First foot forward

Emma Cooper

2 4 | P H A R M A FI EL D.CO.U K

ongratulations on your Pf Awards win. How did you feel when your name was announced? Thrilled, ecstatic and in a state of shock all at the same time!

What does it mean to you to win this Pf Award?

The Pf journey provided me with an opportunity to share my achievements working both as a pharmacist in the NHS and on the MSD Sales and Marketing graduate programme.

Not only has winning the Future Leader Award been a genuine privilege and honour, but this has also reiterated the importance of always being authentic, true to yourself and leading with kindness.

What do you love most about your job?

There are many aspects of my role that I love, but if I had to pick, it would be working as part of a tight knit team and knowing that our hard work ultimately has a positive impact on people’s lives.

We’ve all had to change the way we work, and the Pf Awards themselves were no exception.

Where did you watch the Awards ceremony and how did you celebrate? I was in my element watching the ceremony from home; I was on the couch in my pyjamas with lots of chocolates and bubbles. When my name was announced, I celebrated by screaming down the phone to friends, family and colleagues (I bet my poor neighbours weren’t too pleased).

A big congratulations and thanks to the E4H team who successfully transitioned the ceremony into a fun virtual meeting in such a short space of time.

How has the way you work changed due to Covid-19 and how has MSD responded to the challenge?

Although I have found that working from home has encompassed various highs and lows, I have been impressed to realise how engaging and productive virtual meetings can be! I am really keen to take what I have learnt during lockdown forward as the world transitions into a ‘new normal’. I think that it is important to acknowledge that this pandemic has impacted everyone, everywhere in some way.

MSD have been incredibly supportive throughout this and we have quickly adapted to new ways of working. We have also stayed in regular contact with regular meetings with our managing director and leadership team and the wider business, who have

led with compassion and flexibility. Our people are our greatest asset and the company has ensured that we all continue to be supported.

What has winning the Award done for your career? Winning the Future Leader Award has truly opened doors for me. I have been fortunate to meet lots of great people in pharma that I wouldn’t have crossed paths with otherwise, and I have recently been invited to participate in a regular industry-wide aspiring leader roundtable.

Most importantly, this recognition has allowed me to build on my confidence by proving that, however daunting it may feel at the time, pushing yourself out of your comfort zone can really pay off.

What are your career ambitions now?

I have recently finished the MSD graduate programme and I have started a new role within the HIV marketing team. I am excited to learn more about this complex therapeutic area, whilst also developing my strategic thinking and financial acumen. Following this, I am really keen to gain global exposure to further my breadth and depth of understanding of different healthcare systems, go-to market models and strategies seen across different subsidiaries.

From a long-term perspective, I hope to combine my experience and drive for both culture and people to ultimately transition into a leadership role.

What would you say to anyone thinking of entering the Pf Awards? Go for it and apply, you never know what could come from the experience.

The Pf Awards is a great opportunity to meet new people whilst reflecting on and showcasing your work; all whilst having good giggle!

P F AWA R D S

LIFELONG LEARNING Pf Awards winner Nick Meeks on how winning the Award has catapulted his career and how COVID-19 changed his course, causing him to reflect and find a renewed sense of purpose.

INTERVIEW BY

C

Amy Schofield

ongratulations on your Pf ‘Primary Care Specialist’ Award win. How did you feel when your name was announced? Shocked…and obviously ecstatic! I felt I performed well on the assessment day itself, but you never quite expect that it will be your own name read out as a winner.

What does it mean to you to win this Pf Award? It means a heck of a lot. I had been lucky enough to place as a runner-up in previous years.

I took the time to learn from the feedback given to me and worked hard to improve ahead of the 2020 awards. It gave me a real sense of validation and satisfaction to know that hard work can and does pay-off if you stick at it; to have that recognised by such a prestigious organisation and by a group of highly experienced judges is thrilling.

Professionally, what gets you out of bed in the morning? A cliché it may be, but my main driver is to constantly learn and improve on a daily basis. I get great enjoyment from learning new skills and ultimately adding value to the work I do, knowing that I’m further ahead both professionally and personally than I was 24 hours earlier and in-turn, aiding the progression of the company I work for.

We’ve all had to change the way we work, and the Pf Awards themselves were no exception. How did you watch the Awards ceremony and how did you celebrate your win? I watched the awards with my partner and her parents (and dog!); we connected the laptop to the TV and had a drink in hand throughout the event. I was really impressed with how sleek the production and ceremony itself was, given it was put together in about 24 hours – I could see the effort the Pf team had gone through to make it feel as real and special as possible. To celebrate, we marched down to the nearest pub for a drink or ‘two’! The excitement continued the following day, as I was taken for lunch by both my Regional and National Manager.

How has the way you work changed due to COVID-19 and what have the implications been for your career? Interestingly, with limited access to healthcare professionals amongst the uncertainty of COVID-19, I felt my pharmaceutical career progression would need to be put on hold. I was presented with the unique opportunity through Star Medical to work on a household COVID-19 swab study. Naturally, a role that did not exist before March, it gave me the chance to feel like I was contributing to the national effort to navigate through the pandemic, whilst learning new skills in the process. Meeting the general public at their homes, often being their only form of personal contact in the depths of national lockdown, was humbling and rewarding.

What has winning the Award done for your career? Naturally, I rode the wave of excitement and began to wonder where the win may take me…unfortunately, this ended abruptly only 11 days later with the enforced national lockdown. Like a lot of the country, such uncertainty caused me to take a step back and think about what is important to me, both personally and professionally; where I want to get to, and how I am going to get there. Perhaps a little strangely, this time helped keep my feet on the ground and I feel ultimately gave me the confidence to make a couple of very difficult career decisions. In recent weeks I have had the exciting opportunity to move into a role as a Regional Manager with Star Medical. This role sees me return to work on the fast-paced COVID-19 testing project, as I oversee a team of field-based employees ensuring compliance with the programme and engagement with the participants.

What are your career ambitions now? The simple answer to this six months ago would have been to progress towards a managerial role. Given that this is now the position I hold, my current ambition is to continue learning and progressing as I settle into this exciting opportunity. Of course, my goal is to be successful, but if recent months have taught me anything, it is to be an open book to what might be around the corner and make the very most of what I currently have. I feel fortunate to be working for Star Medical; the company takes great interest in developing its people and often looks to create a diverse range of opportunities which will benefit me and my career. I will always look at the winning of my Pf Award as a huge milestone in my career and something that gives me the reassurance that hard work does pay off in the end.

What would you say to anyone thinking of entering the next Pf Awards? Do it! At worst, you have a challenging, enjoyable day to network with high-calibre industry professionals. At best, you walk away a winner! Go to www.starmedical.co.uk

If recent months have taught me anything, it is to be an open book to what might be around the corner and make the very most of what I currently have

M AG A ZI N E S P EC I A L ED I T I O N | O CTO B ER 2020 | 2 5

LEO Pharma: Driving medical dermatology With a pioneering spirit we drive medical dermatology by looking beyond today to constantly improve and extend what’s possible for people living with skin conditions. We keep patients at the heart of everything we do and continue the path we’ve chartered for more than 110 years, building, sharing and reinvesting in knowledge.

Because we care and because we can.

Wholly owned by the LEO Foundation we aim to continually provide better solutions and are working towards helping 125 million people by 2025.

LEO Pharma has devoted decades of research and development to advance the science of dermatology, setting new standards of care.

Our portfolio helps provide solutions for various dermatological conditions including psoriasis, eczema & skin infections as well as thrombotic (blood clotting) conditions. Dermatology is changing and our passionate, talented team are at the forefront, investing in partnerships and developing solutions to meet the unmet needs of people living with skin conditions.

Headquartered in Denmark with a global team of 6,000 people, serving 92 million patients in 130 countries our UK/Ireland operations are based in Berkshire.

© LEO LEO Pharma UK ALL LEO TRADEMARKS MENTIONED BELONG TO THE LEO GROUP UK/IE/MAT-38519 September 2020

The world has changed and so have we – introducing Star OUTiCO visit our new website to find out more

staroutico.com

Want to know more?

Visit: www.leo-pharma.co.uk and www.leo-pharma.ie Interested in joining our team to help shape the future?

Visit: www.leo-pharma.co.uk/Home/Careers Tel: 01844 347333 Email: comms@leo-pharma.com @LEOPharmaUKIE leopharmaukie LEOPharmaUKIE LEOPharmaUK/IE Linkedin.com/company/leo-pharma/life

LEO Pharma Horizon, Honey Lane, Hurley, Berkshire, SL6 6RJ

INSIGHT

Guide to pharma E-DETAILING As the COVID-19 pandemic has moved a large proportion of the world online, new ways of working are becoming the norm, including pharma e-detailing.

WORDS BY

C

OVID-19 has changed the way we communicate with our customers and the need for social distancing means that normal face-to-face meetings and calls are no longer viable. The transition to remote working, or e-detailing as it is becoming known, is challenging and it may take us some time to get used to this new way of working.

Here we share our top tips about adapting your working environment and selling style to increase your chances of getting through to the right person, improve your e-detailing KPIs and sell effectively over the phone and online.

Mehrnaz Campbell and Lindsey Brookes

STEP

01 CREATE A SUCCESSFUL HOME ENVIRONMENT

The working environment has a direct impact on your mindset and how you perform, so create the right environment that suits you.

A dedicated workspace, whether it is a home office or an area in your house, is essential to put you in the ‘work’ zone.

Ideally you would want to create a space that has a desk, allows you to sit in the right position and have a chair that supports your back. Select a space in your home that is quiet, has adequate lighting and a strong Wi-Fi signal. We strongly recommend using a noise cancelling headset that you can use both with your phone and laptop.

This will free up your hands for typing and taking notes and helps you relax your shoulders and maintain a better posture.

We also recommend you use a mouse and a keypad and preferably use a separate screen positioned at your eye level.

Sitting on a chair for prolonged periods can be tiring, so if you are on a long call or a teleconference you could stand and walk while talking. The combination of standing and using a headset will help you to relax your shoulders and project your voice more clearly over the phone.

M AG A ZI N E S P EC I A L ED I T I O N | O CTO B ER 2020 | 27

STEP

02 PLANNING FOR E-DETAILING

Remote working removes the opportunity of call generation through coffee mornings, lunch appointments and exhibitions. However, you will still have activity targets and KPIs to hit. Here are our top tips to help you increase your call rate.

Activity is the key for achieving a good call rate, so expect to make at least 60 outbound calls a day and that does not include the calls where the recipient is engaged.

Aim to have at least two appointments each day, and ensure you have a compelling value proposition for the customer and a reason why they should give you their time.

Working in geographical zones for a period of three to four weeks can improve your call rate and volume.

If you call a surgery to book an appointment or do a spec call, do not stay on hold if you are more than fifth in the queue; simply hang up and call them later. The wait is often longer than you expect, and you would miss the opportunity of calling other practices in the meantime.

Find out the best times to try to catch your target customers. Figure out if they have a lunch break or dedicated admin time, know when they start or finish their clinics, and whether they accept spec calls or talk by appointments.

When you have a great call remember to ask them to identify other colleagues who would be interested in your brand. This will help you generate more leads and increase your customer reach and call rate.

You can’t keep energised if you stay static for long periods of time, so plan to make ten calls then move around, take a break, perhaps go for a short walk. You find you will be more productive when you come back. Exercise is a great energiser but remember to give yourself time to catch your breath before you make the next call!

Remember it takes time to fill your diary with appointments. By being resilient, keeping great notes of potential call backs and ensuring you follow up on every one of them you will make good progress.

2 8 | P H A R M A FI EL D.CO.U K

When working from home, create boundaries between work and your personal life and switch off when your working day is over

INSIGHT

You’re still going places

STEP

03 ENGAGING THE RECEPTIONIST AND OVERCOMING OBJECTIONS

When speaking to receptionists, always make a note of their name and state who you are and which company you are calling from. This is important to ensure they understand that you are not a patient.

Always ask for the healthcare professional by their name, be assertive but friendly and if they appear busy show empathy. You need to be prepared for their potential objections. Here are examples of what you may experience: “They don’t see representatives”, “Are you a representative?”, “They won’t take a phone call as they haven’t got time”, “They won’t be interested” or “They are too busy”.

Having a good value proposition or a good reason for needing to speak to the healthcare professional is essential to persuade the receptionist to put you through or book an appointment. For example, communicating new guidelines, providing opportunity for cost savings or information relating to change of license for a product are examples of compelling reasons that will potentially help you to overcome these objections.

Before each call stop and clarify the value you aim to add to the practice or healthcare professional. This will increase your confidence during the call and the likelihood of being transferred to the right individual.

Learn to

DRIVE YOUR REMOTE SALES

with Mehrnaz Campbell, CEO/Founder of Cheemia

Remote Sales Engagement Training

for Pharmaceutical Professionals Learn more & sign up

www.succeedpharma.com Contact: info@cheemia.co.uk

M AG A ZI N E S P EC I A L ED I T I O N | O CTO B ER 2020 | 2 9

INSIGHT

STEP

04 USING THE PLATFORM

There are two common challenges associated with using e-detailing platforms; the first is related to overcoming any fear about using the technology, and the second relates to conducting effective meetings and managing healthcare professionals onto the platform. The best way to overcome your own fear is to keep practising and become familiar with features of your platform.

The platform used by the NHS is Microsoft Teams, however some customers may suggest other forms of communication such as Zoom, FaceTime or WhatsApp for communication particularly as many are getting more comfortable with use of technology to connect. Be prepared for technical problems. The most common technical problems during e-detailing include buffering, loss of connection, time delays, poor sound quality and security blocks. Customers are generally empathetic and understanding of these potential challenges. The best way to cope during the call is to stay calm and be patient, as this will help you deal with the problem swiftly and continue your call.

You will find that healthcare professionals are more likely to be engaged and give you their undivided attention during a telephone call. The lack of eye contact will enhance their listening skills, and if they are interested in your topic, it could lead to an in-depth discussion often longer than a face-to-face interaction.

To put the customers at ease, switch on the camera at the beginning of the call to introduce yourself, then turn the camera off and focus on the information that you are communicating with the customer.

If you are planning to show a presentation or a sales aid, use screen sharing to provide the customer with visual content.

3 0 | P H A R M A FI EL D.CO.U K

When you have a great call remember to ask them to identify other colleagues who would be interested in your brand.

This will help you generate more leads and increase your customer reach and call rate

Customers often prefer not to use their camera, so you need to actively listen to make up for the lack of eye contact and body language. For example, if you are showing a complex graph, explain the graph as you talk through it, allow them time to read and digest the information, and don’t be afraid to pause and have silence. Everyone reads at a different pace, so you could read quietly at the same time as your customer, then prompt them by asking if they have finished reading.

When moving onto the next slide, check to see if they have seen the slide change to ensure they are not experiencing a time delay and are on the same page as you.

CARPE DIEM

When working from home, create boundaries between work and your personal life and switch off when your working day is over. If you have a home office, close the door, and if you are sharing your space with other family members or work from your kitchen table, remember to put your laptop, headset and work papers away so you can relax and delay thinking about work until the next day. Mehrnaz Campbell is Founding Director of Cheemia and Lindsey Brookes is an E-Detailing Consultant for Cheemia.

Go to www.cheemia.co.uk

A DV ERTO R I A L

CHANGING FACES As Covid-19 continues to shift and shape the landscape of commercial recruitment, Pf talks with Andy Anderson at Evolve about its impact going forward. INTERVIEW BY Emma Cooper

H

OW HAS COVID-19 IMPACTED COMMERCIAL RECRUITMENT SINCE ITS ONSET? 2020 has

most definitely been a year of change in recruitment. Covid-19 has obviously hugely affected the industry, with a number of companies initially taking sales forces off the road when the pandemic started. Because of this, recruitment has understandably not been a priority in some cases, with companies focusing on upskilling existing sales teams to work in a more virtual environment. In more recent weeks, we’ve seen an uplift in organisations starting to recruit for vacancies. As the industry continues to reassess skillsets required to effectively re-engage with the NHS, the type of vacancies that will exist moving forward is yet to be fully determined. It will most likely vary between organisations and will depend on factors such as access to different customer groups in specific therapy areas.

HOW ARE CLIENTS ADAPTING THEIR RECRUITMENT PROCESSES SINCE COVID-19? We’ve seen a mix

of reactions to the situation. Some clients have an appetite to move to a more virtual recruitment process long-term. There are also those who wish to retain a face-to-face method of recruiting. Clients are including more ‘virtual skillset’ competencies when interviewing and assessing, owing to the fact that virtual selling has, of course, become one of the main channels of customer interaction. Some clients have put recruitment on hold altogether and are awaiting developments in the market before hiring again. In short, there is no definite answer to this question and it depends on the requirements of an individual organisation.

“For clients, we’re helping organisations move towards virtual recruitment processes”

HOW ARE CANDIDATES ADAPTING TO THE POTENTIAL CHANGES IN THE INDUSTRY? Candidates are

conscious of the potential changes in their roles becoming more home-office or office-based in the longer term. For some, this is a positive shift and for others, a source of potential concern. For those who enjoy daily face-to-face customer interaction, they are questioning how the virtual environment will suit their skillset and personality. From a senior management perspective, candidates have flagged concerns around the longterm feasibility to manage teams remotely.

Many organisations have provided robust training around virtual selling and remote coaching to support their employees.

From a recruitment perspective, job seekers have also taken it upon themselves to upskill their competencies in order to remain relevant and ensure success in their job search. Amidst any apprehension from candidates, the overall response has been positive and proactive.

HOW IS EVOLVE ADAPTING TO THE CHANGES WHICH COVID-19 HAS CAUSED? Evolve has invested a vast

amount of time working with customers to understand how Covid-19 has affected them, and what challenges they now face moving forward. In doing so, we’ve learnt a huge amount, which has enabled us to develop solutions to support their future needs.

For clients, we’re helping organisations move towards virtual recruitment processes, which assess competencies required for new ways of working. We’re also talent pooling individuals from industries that haven’t previously been considered, who already have skills to work in a more virtual environment. For candidates, we’re providing education programmes to assist them in understanding changes in recruitment methodology and supporting them to maximise their chances of success when being interviewed and assessed.

Go to www.evolvecouk.com

Specialists in Recruitment, Contract Sales Teams and Outsourcing

SALES

MARKETING

CLINICAL RESEARCH & DEVELOPMENT

HEALTH ECONOMICS

PHARMACISTS 0113 457 0777 recruitment@evolvecouk.com www.evolvecouk.com

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OMNICHANNEL READY Why it’s crucial for candidates in 2020.

“CHASE has worked closely with its clients to support the training of both teams to optimise remote working; also upskilling first line managers who are having to work in a very different way to normal.”

WORDS BY

Choose CHASE. Medical Rep KAM Marketing Market Access MSL Nurse Advisor Management Graduate & Entry Level

For more information and our latest jobs, please visit: chasepeople.com 32 | P H A R M A FI EL D.CO.U K

Judy Phillips, Recruitment Director

C

OVID-19 and its devastating global impact immediately put the UK healthcare industry into the spotlight.

At the same time, the world shifted from its typical hustle and bustle, to one of isolation and lockdown. Yet the healthcare system was the exception. For the first time in history, we witnessed the collaboration between the international healthcare community and industry, the NHS, the private healthcare sector, academics, and governments which was unparalleled in the fight against the first wave of the disease.

Offices, where possible, within a matter of weeks and in some cases, days, transferred their teams to working from home.

Across the UK, there was silence; roads which had been filled with traffic and commuters were free from noise - like a scene from a movie. Yet life as we know it continued from home. And at the core of the pandemic was our NHS. CHASE has seen an increased demand for new candidates to be omnichannel capable, whereby each representative can flex effectively between face-to-face engagement, phone, video calls and emails. It is sometimes referred to as multichannel promotion for this ability to engage with customers over multiple devices and platforms. For our clients, where it might have been built into a 5-year plan to become more omnichannel capable, it had to take place with immediate effect.

A DV ERTO R I A L

WHAT SHOULD CANDIDATES CONSIDER IN THE FUTURE? 1. Prepare for change

This takes time, planning and realistic expectations. Anyone currently interviewing or starting the process may be frustrated by the current changes taking place, but stay positive and upbeat.

2. Be flexible

Those that will succeed in the wake of this pandemic are those that show they can naturally adapt to dynamic environments.

By reacting positively to change in these uncertain times, you willhighlight your dedication to the employer. Additionally, you may be asked to cover a different area remotely if your area goes into lockdown.

3. Be tech savvy

If you aren’t naturally tech savvy, then getting to know the technology that is being increasingly used for interviews is important (eg MS Teams or Zoom).

Also, equip yourself with the right resources. Download the platforms to your phone or laptop, watch online tutorials and trial them all out so you are up to speed before you kick-off any remote interview.

4. Have an action plan HOW HAS THE TRADITIONAL ‘REPRESENTATIVE TO CLIENT’ RELATIONSHIP CHANGED?

We are aware that many pharmaceutical companies are looking for ways to upskill their existing field-based teams, so that they are more confident and competent in engaging with healthcare professionals remotely.

With recruitment and people solutions at the heart of CHASE, there are opportunities for every level of seniority of candidate; from entry level who tend to be used to more flexible ways of working and are tech savvy, to traditional sales reps, who have those existing relationships to lead with. For the latter, training will be key to successful transitions.

Fail to plan, plan to fail for any interview, but make sure you’re right on top of the devices you own or have access to and the applications listed above.

5. Don’t lose confidence

Remain confident in your abilities and don’t get flustered by technology. Everyone is adapting to change so will be understanding, including employers.

6. Role play

Uninformed optimism at the start of your journey can be quickly replaced by the reality of the challenge. Work with your recruitment consultant to role play and test equipment knowledge.

WHAT ABOUT RECRUITING NEW PEOPLE?

CHASE has seen during lockdown that while some companies have put recruitment and back-filling of roles on hold, other clients have embraced technology and have been recruiting actively through remote interviewing and Remote Assessment Centres very successfully.

We have definitely seen a demand for candidates that can flex across channels and be at ease face to face, whilst also rising to the challenge of remote working.

CHASE has worked closely with its clients to support the training of both teams to optimise remote working; also upskilling first line managers who are having to work in a very different way to normal.

7. Communication is key

Regular communication is key to moving forwards. Getting into the habit of communicating regularly with your recruitment consultant will ready you for regular contact with your team and managers when you secure your new role.

8. Seek help from experts

Get there more quickly and smoothly with our support. CHASE has a wide selection of roles that we are currently recruiting for.

Visit chasepeople.com or call CHASE on 0131 553 6644 to find out more.

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“With the ongoing changes and everevolving technical landscape, you need adaptable people, now more than ever”

WORDS BY

Kevin Lennon

IS YOUR SALES FORCE EFFECTIVE POST-PANDEMIC? Smart organisations don’t just invest in technology, they invest in people.

I

t is one thing to make changes to your business, and adapt to a changing world, but it is your people who will determine your success. Right now, being sales force effective is not just about harnessing the latest tools and technology, but also about getting the right combination of skills and attitude to make them impactful for your brands. There has never been a more important time to deploy emotionally intelligent, trusted advisors who engage with the healthcare professional (HCP), to their preferred style; whatever that preference is.

START WITH WHY

One of the critical factors to digital success is the mindset of the people within your organisation. If your team can think like a digital business, they can help to re-build the strategy.

If you have a team of people who are fixed in their mindset, for example, then you need to help guide them to a growth mindset, so they will become open and able to change.

Individual motivation for sales reps comes from having a strong reason why – and genuine belief that they need to embrace digital technology to enhance their ability to engage more effectively with their customers. Those that do not believe that customers are open to digital change, or that they can sell using different platforms, will certainly get left behind or considered ‘old-fashioned’.

For sales team success, you will need buy-in from every employee, and every department in your organisation. It is not just about replacing some services with a digital process, there needs to be some significant changes in business culture too.

Face-to-face activity is likely to return in some shape, but when, and to what extent, is up for debate. Therefore, the competency of the organisation and sales team must change. The industry has dipped its toe into the digital world, and whilst the NHS is ready, many organisations are only at the beginning of their digital journey.

SKILLS IN DEMAND

With the ongoing changes and everevolving technical landscape, you need adaptable people, now more than ever.

Earlier this year, a LinkedIn study1 found that the five most in-demand soft skills for 2020 are creativity, persuasion, collaboration, adaptability, and emotional intelligence.

With our experience in multichannel communication, we have recognised a similar soft skill set necessary to succeed in the digital world. Of course, effective communication is a given but also: openmindedness, self-direction, intuition, and solution-focused traits are essential for success in this fast-moving arena.

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A DV ERTO R I A L

STAR OUTICO – BUILT FOR A WORLD IN-FLUX “We know that there will be winners and losers in healthcare, but with the right mindset, adaptable skills, and intelligent insights, you can be ahead of the pack”

EMBRACE MULTI-CHANNEL

Strong business acumen and excellent negotiation skills, of course, will remain important but to keep pace with the HCPs of today, sales reps need to engage successfully across all available channels. An approach that works for one HCP may not work for another.

Some will enjoy face-to-face meetings, whilst others may prefer a screen share teleconference. It is about treating people as individuals, intuitively recognising their preference, and adapting behaviour to suit. Sequential use of all appropriate channels increases selling touchpoints, increasing selling time, and will enhance the customer experience.

HARNESS NEW TECHNOLOGIES

We have seen how healthcare professionals can be open to different modes of communication.

Video conferencing allows reps to have a conversation, as well as evaluating facial expressions and body language.

Screen sharing is an engaging and easy way to share important documents and discuss valuable information, and email is both quick and efficient.

T

ACTIVELY LISTEN

To set themselves apart, sales reps need to offer more than simply e-detailing alone. Gone are the days of generic data presentations - these brand value propositions should only form one part of a much richer process. E-detailing doesn’t provide the opportunity to tailor a message accordingly. Instead, sales reps must have the ability to really listen and interpret what is important to the HCP, and truly understand the needs of both the customer and their patients.

Delivering key selling messages to a customer without understanding their priorities will not necessarily drive a change in prescribing behaviour.

The pandemic has had a dramatic effect on healthcare, where we witnessed 10 years of change in one week. It has shown how quickly the pharmaceutical industry can adapt to using technology to enhance traditional channels, but will its sales teams?

We know that there will be winners and losers in healthcare, but with the right mindset, adaptable skills, and intelligent insights, you can be ahead of the pack.

Kevin Lennon, Business Unit Director, Star OUTiCO. Kevin has over 17 years of industry experience, with a demonstrated history of leading teams to effectively operate in the multi-channel space, an area he is passionate about.

Sources: https://tinyurl.com/yye6grog

he world is in the grip of transformational change.

We believe you either stagnate or evolve. So, we put our heads together and chose the latter, bringing the capabilities and talent of Star Medical and OUTiCO together.

Star Medical has a sterling reputation as the leading provider of insightdriven commercial sales solutions, and as a recruiter of note for pharmaceutical sales, marketing, medical devices and market access roles at all levels.

OUTiCO was the first multichannel sales company communicating with healthcare professionals via their preferred sales channel. This multichannel approach to brand engagement has allowed OUTiCO to prove commercial outcomes and lead the way in this space.

When you share a vision, and your offerings complement one another, the answer was simple. Join forces and multiply the positive impact we make.

For the industry: 360° intelligenceled, digitally-enabled sales services for a pharmaceutical product’s full commercial lifecycle, harnessing real-world insights to generate business impact and improve vital patient outcomes.

For our candidates: Access to the best vacancies across Pharma Sales, Med Devices, Market Access, Executive, Marketing & Commercial Support, and Nursing and Healthcare sectors, working with teams that match candidates with their perfect position.

To share what you want to achieve, get in touch: www.staroutico.com

staroutico.com

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D I R ECTO RY

DIRECTORY

CHASE We are a leading provider of contract and permanent people solutions in the pharmaceutical, healthcare and clinical industries. www.chasepeople.com connect@chasepeople.com 0131 5536644 CHEEMIA Cheemia is an innovative and independent healthcare company based in Edinburgh, specialising in and focused on understanding the Healthcare environment. We design and deliver bespoke commercial and multichannel Pharmaceutical Marketing Strategies that rapidly grow client brands, create efficiency savings for healthcare providers and increase patient access to quality medicines. www.cheemia.co.uk info@cheemia.co.uk

EVOLVE Market leading recruitment and CSO within the pharmaceutical and healthcare sectors. www.evolvecouk.com support@evolvecouk.com 0113 457 0777

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E4H E4H is an industry leader in medical education and partnership working. We work closely with our clients, healthcare professionals and patients to understand needs and provide the right solutions. #WeAreE4H. www.e4h.co.uk enquiries@e4h.co.uk 01462 226126 EXPION SEARCH & SELECTION Expion is an award-winning recruitment company specialising in key sectors including medical devices, pharmaceuticals and biotechnology. We aim to focus on innovation through hires into the sectors using EXPert opinION to source the best candidates. www.expion.co.uk info@expion.co.uk 01484 599111

IQVIA IQVIA is a leading global provider of advanced analytics, technology solutions and contract research services to the life sciences industry dedicated to delivering unique and actionable insights. In the UK, we serve pharmaceutical and biotech companies and most of the NHS Trusts to drive innovations and improve patient outcomes. www.iqvia.com

GREY BEAR CONSULTANCY Grey Bear’s mission is to translate and build a common language between pharma and the NHS, creating strong partnerships that provide a ‘win, win’ for all stakeholders. www.greybearconsultancy.co.uk emma@greybearconsultancy.co.uk 07765 930 324 SMART CULTURE PSYCHOLOGY Smart Culture Psychology is a culture consulting business specialising in organisational culture evaluation and optimisation.

We believe that all employees deserve a great environment to work in, and that any organisation can achieve great things when they can gain intelligence about their culture. www.smartculturepsychology.com clare@smartculturepsychology.com MSD Scientific invention is at the heart of what we do, and today, we are at the forefront of some of the world’s most urgent global health challenges, including cancer, hepatitis C, antibiotic resistance, Alzheimer’s disease, Ebola, heart disease and more. www.msd-uk.com externalaffairs_uk@msd.com 01992 467272

STAR OUTICO We provide everything a healthcare company needs to improve brand engagement at every stage of the product lifecycle. Our intelligent digitally enabled services include: Sales Solutions, Multi-channel Engagement, Patient Engagement, Healthcare Solutions, Product fostering and Recruitment. www.staroutico.com info@staroutico.com 01225 336 335

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