The demand for doctors in Asia has never been stronger, but in the pharmaceutical game, this challenge hits a particular nerve. The lack of talent is a stumbling block, but not only that, talk to anyone in our industry and you’ll find a disconnect between patient care and the bottom line.
“Generally medical doctors (MDs) who work in hospitals have no idea about what we do in the company,” remarks a particular head of medical affairs at a leading American biopharmaceutical company.
Another believes MDs should practice listening 90 percent of the time, using only the remainder to talk. Not to downplay the role of doctors in our industry, but to highlight what’s most important — seeking genuine understanding before jumping in with an opinion.
To get to the bottom of it we went straight to the source, interviewing a broad cross-section of executives in key roles across the pharmaceutical industry.
Our goal, to understand what it means for a doctor to have a “commercial mindset” and the particular questions you can ask to uncover if a potential candidate has any business acumen. Ensuring they are best positioned to become a valued asset in your team (before you hire them).
I was surprised at the variety of responses to this question, but ultimately, they all tied back into a particular theme.
What’s most important for doctors is to remember they are part of a larger commercial endeavor. Inside any pharmaceutical company, every employee is responsible for maximizing sales, while ensuring the best possible care for patients is a top priority.
But not only this, commercial success requires a patient-first approach. The truly successful MDs are those who can serve not only the needs of the individual but look bigger, to the needs of the company and also the population at large.
One particular vice president of marketing believes the ability to translate the science behind a product and convey the value it brings is paramount, while a medical affairs doctor in Tokyo provided excellent insight into the question.
“Commercially oriented doctors must understand what is good for the patient and what is good for business. Such doctors, however, should be able to make the right treatment decision in favor of the patient…to find the best drug for the best patient in the best market.”
However, more than just commercial acumen, MDs are also being evaluated on their ability to lead, their ability to remain agile in their learning, and of course, remain cost-conscious while integrating medical activities into the overall strategies of the company.
Of course, a handful of comments also touched on the value an MD provides, believing they can make the most significant impact in their particular specialties, and leave the commercial functions to others. It was even raised as a risk, whether or not a doctor would be completely objective in making decisions between the ethical and medical treatment options, and the business case behind it.
Ultimately, it comes down to each MD.
But how do you determine if a candidate is savvy enough to understand the business needs yet remain focused on providing the best possible patient care?
How do you identify whether a medical doctor is a business person first?
To answer this, we asked each respondent for the questions they ask when screening and qualifying MDs in their companies, and in doing so received insight to the hiring process from top executives at some of the best pharmaceutical companies in the world.
In the following sections, learn what to ask when determining if a doctor will become a valued asset within your organization.
The war for talent is on, and it is important that pharmaceutical companies are not only seeking the right capabilities in their MDs but know how to screen and qualify for these traits. More than knowing what to look for is the probing questions to ask to get a candidate to open up.
While the best use of doctors within pharmaceutical companies remains up for debate, what’s clear from our study is a mastery of basic business fundamentals is imperative. The market is calling for business people who are MDs, as opposed to MDs who only happen to work in the pharmaceutical industry. Use these insights and screening questions as your toolkit, and build a winning team.
Written by Philip Carrigan, (Pharma, Medical Device Recruiter Japan). Connect with me on LinkedIn.
Morunda www.morunda.com should be your choice of recruiting partner in Japan and Asia Pacific. Why? Because we live and breathe the pharmaceutical industry in Asia and the Pacific—we’re specialists!
Morunda has completed over 400 managers to director-level placements since 2001.
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We understand the market, not only today, but where it is heading in the next 12 to 18 months.
Through our extensive contacts with the best, brightest, and most well-prepared candidates in the market, combined with the ability to fully understand our clients’ needs, we can quickly provide the perfect solution to your requirements. Get in touch today by emailing contact@morunda.com.
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