HR consulting for pharma companies and the healthcare organisations they serve
In most companies, your best medical representatives become first-line managers early. Meanwhile, your field force is rarely in the office, and every sales conversation now sits under a tighter marketing code. That is why Seven People Systems offers HR consulting for pharma companies. In short, you get managers who can coach, comply and grow at the same time.
For example, we have worked with Novartis, Wyeth, Ranbaxy, B. Braun, Dr Batra's and Indegene, from mid-level managers to senior leadership teams.
What pharma leadership development in India has to solve
After all, pharma and healthcare leaders work under scientific, regulatory and commercial pressure at once. Consequently, leadership development for pharma teams has to start from that reality.
Promoted early, prepared late
Strong medical representatives become first-line managers quickly. However, they often get little preparation for leading, coaching and reviewing a team.
A field force you rarely see
Managers coach people spread across territories and hospitals. As a result, most of the development happens in joint field work, not the classroom.
Compliance under sales pressure
India's Uniform Code for Pharmaceutical Marketing Practices 2024 raises the bar on how products are promoted. Therefore managers have to hold targets and conduct together.
Scientists becoming people leaders
In R&D, manufacturing and medical affairs, technical experts step into leadership roles. Yet those roles ask for very different strengths.
Healthcare L&D programmes built around four needs
In general, most of our healthcare L&D work falls into four areas. In each case, the work draws on a Seven practice you can explore in more depth.
Leadership and personal effectiveness
Programmes for mid and senior managers cover leading teams and personal effectiveness. In particular, they focus on the conversations that move performance in the field and on site.
Leadership development →Team-building and experiential learning
Offsites use adventure-based and experiential learning. As a result, teams practise trust, collaboration and decision-making away from the territory.
Team Building →Job benchmarking and assessments
First, assessments define what a role really needs. Then they measure people against it, so hiring, promotion and development decisions rest on evidence.
Assessments →Coaching in the field
Coaching practice and training for pharma managers in first-line and second-line roles is built around joint field work. In addition, it covers the review conversations that follow it.
Coaching Skills for Managers →Equally important is planning for the next generation of leaders: talent reviews, succession and high-potential development.
Talent Management & Succession →How we have worked with pharma and healthcare teams
Here are a few examples of the work behind our HR consulting for pharma companies and healthcare providers. For more detail, see our case studies.
Leadership and personal development
We ran leadership development and personal effectiveness programmes for mid to senior managers. On average, each organisation sent 100 to 150 people.
Offsites and experiential learning
Team-building offsites, adventure-based learning and experiential workshops followed. In effect, they took leadership lessons out of the classroom.
Job benchmarking and talent management
We used assessments to benchmark key jobs. As a result, talent management decisions across the organisation rested on the same evidence.
In addition, the senior leadership team at Indegene has been trained on OKRs through our partner OKR International.
How life sciences talent development works with Seven
Talent development in life sciences has to fit the sales cycle and the field calendar. Therefore every engagement follows the same four steps.
Diagnose
To begin with, assessments, job benchmarks and conversations with sales, medical and site leaders show where your managers are today.
Design around the field
Then cases, role-plays and simulations come from your therapy areas, your customers and your marketing code.
Deliver in and out of the room
After that, workshops, offsites and experiential learning are followed by coaching in joint field work.
Review what changed
Finally, follow-up reviews with managers and their own managers, plus a second measurement where it matters, show what moved.
Pharma, life sciences and healthcare organisations we have worked with
For instance, these include global pharma companies, medical device and life sciences businesses, and healthcare providers. In short, pharma HR consulting has been part of our work for many years.
Client logos are trademarks of their respective owners and are shown to illustrate our experience. Accordingly, their display does not imply endorsement.
HR consulting for pharma companies: common questions
What does HR consulting for pharma companies cover?
In short, it covers the people work a pharma, life sciences or healthcare organisation needs. First, that means leadership and personal effectiveness for managers, plus team-building and experiential learning. In addition, it includes job benchmarking, assessments, coaching for field managers and talent management.
Do you offer pharma manager training for field sales teams?
Yes. Our pharma manager training focuses on the first-line and second-line managers who lead medical representatives. In particular, practice is built around joint field work, coaching and review conversations.
Can programmes reflect pharma marketing compliance?
Yes. Cases and role-plays can be built to reflect India's Uniform Code for Pharmaceutical Marketing Practices 2024. That way, managers practise holding targets and conduct together.
Do you work with healthcare providers as well as pharma companies?
Yes. Alongside pharma and medical device companies, we have worked with healthcare providers such as Dr Batra's. There, we used assessments for job benchmarking and talent management for more than 200 employees.
Do you run offsites and experiential learning?
Yes. For example, we have run team-building offsites and adventure-based learning for pharma and medical device companies. In addition, we have run experiential workshops for their mid to senior managers.
How do we start?
To begin with, tell us about your organisation, the people challenge in front of you and the size of the group. Then we reply within one working day with a suggested first step.
Building managers your field force will follow?
First, tell us about your organisation and the people challenge in front of you. Then we will come back within one working day with how we would approach it.