Apodi’s Jan Cox discusses four vital stages to ensure your next job provides everything you could have wished for this Christmas. 

For the employer and employee alike, stability can be a dangerous illusion, particularly in the current economic climate. It is inevitable that markets and organisations will change and adapt in response to the economic, commercial and political pressures that exist – and this will impact on both the recruiting organisation and the candidate.

In my previous article, Stability: a dangerous illusion?, I stressed that: “For a lot of people, the pharmaceutical industry has provided a stable career over many years. For example, there are many sales representatives who have had a successful career fundamentally doing the same job in the same way and often for the same employer. Whilst there will always be a need for sales representatives within the industry, the number has fallen and will continue to fall. And for many, the role itself will change and demand the acquisition of new skills and knowledge.

Some companies are addressing the need to change rather quicker than others. Those that are slow to act may be creating a situation where some employees still feel they are operating in a relatively stable environment. This may be a dangerous illusion because it is almost guaranteed that the changing environment within the industry will impact on most employees – and probably sooner rather than later.”
From my experience I believe there are four key stages for employees to build a successful career and secure the RIGHT job in such a dynamic marketplace.

STAGE 1: Assessing what companies want
World class organisations understand the importance of the recruitment process and the need to find the right people. Jack Welch, one of the most famous business leaders of the 20th century, stated: “nothing matters more in winning than getting the right people in the field. All the clever strategies and advanced technologies are nowhere near as effective without great people to put them to work.” His company, General Electric, had an extensive recruitment process which tested for integrity, intelligence and maturity. Its hiring framework focused on finding people who had positive energy, the ability to energise others, the courage to make tough ‘yes or no decisions’, the ability to execute and get the job done and finally passion.
Conversely, McKinsey, the world renowned consulting organisation, looks for people who:

• Are of above average intelligence
• Possess a record of achievement at a good university and business school
• Show evidence of achievement in all previous jobs
• Demonstrate extraordinary analytical ability

Clearly there are different themes running through the recruitment requirements of these two companies, and naturally so, given the differing nature of the services they deliver. However, it is possible to find differences even when looking at the recruitment process for similar roles in competing companies in the same industry sector.

For example, pharmaceutical companies often look for different attributes when recruiting for sales representatives. A typical job advert may stress the need for the following from applicants:

• Experienced sales representative with at least two years’ experience in similar roles
• University degree
• Sales to be delivered through the company’s selling process/model

Interestingly, the Gallup Organisation has found in extensive studies that education has often little, if any, influence on an individual’s ability to sell; the learning curve in most sales jobs is relatively short and only rarely is there a correlation between experience and results; and that the most successful sales people sell in different ways using different strengths – following a strict sales process/model is more likely to hinder top performers than to help them.

Therefore, many companies are looking for more innovative and different assessment criteria when recruiting for sales roles. It was for this reason that my own company, Apodi, developed the recruitment model above. This model primarily focuses on a candidate’s:

• Talents/strengths
• Competencies
• Cultural fit
• Mental toughness

It is clear that companies are often looking for different things even when recruiting for similar roles. In some cases, even the most sophisticated companies will be looking for attributes that don’t, in fact, have a significant influence on a person’s ability to perform the job effectively. However, at this stage of the process, all applicants can at least find out what really is important in each company’s assessment criteria before they apply. This can be done by contacting the agency involved or the company itself. Also, in this age of networking and social media it should not be too difficult to contact people who are current employees of that company.

STAGE 2: Preparing for success
In this rapidly changing marketplace all employees should understand that planning for success and finding the best career does not start simply a month before the decision to find a new job. Building a successful sales career depends on a long-term view of career development and should include the following:

• Find out what your underlying strengths are. For long-term career success these are much more relevant than your education or experience. The Gallup Organisation identified 34 different strengths – each one of which may play an important part in a sales process depending on the role itself. The key for each individual is to understand what those strengths are and which selling roles will best suit them
• Take charge of your own personal development. Most companies now ask representatives to have a sound knowledge of the changing NHS and how that impacts commercially on the pharmaceutical industry
• Prepare a CV that stresses the following:
• Your key strengths and why this has ensured success in the past
• Your knowledge of the changing NHS
• Experience, education etc – whilst these are not necessarily predictors of success, employers often still stress the need for them
• Undertake market research. Research which companies are most suited to you. It would not be too unfair to suggest that the world of the pharmaceutical sales representative is quite incestuous and most representatives are prepared to give their opinion and information on current and past employers

STAGE 3: Sourcing the appropriate job
Most prospective applicants are well versed in the various methods of sourcing jobs. These include registering with agencies, searching through job sections in newspapers and magazines, online searches and approaching companies directly. A direct, personal approach can be very powerful. One of the greatest leaders in American sport, basketball coach, John Wooden, gave the following advice to organisations: “When hiring, be diligent in discerning what the individual’s motives are. Be alert for those who express a strong desire to join and contribute to your team and have some understanding of who and what your organisation is all about. Recruiting should be a two way street.”

STAGE 4: Choosing the right opportunity
Hopefully, the above process ensures that an applicant has a number of choices when deciding on their next career move. Typically, the final decision will involve factors such as remuneration, benefits, training and development, and promotion opportunities. There are also some other considerations that are often overlooked.

Many companies’ mission statements and credos state something along the lines of: ‘The company wishes to attract, develop, motivate and retain exceptional people.’ Despite this, the rigour companies apply to the recruitment process differs significantly from one business to the next. Consider choosing the company that takes recruitment seriously – it almost certainly reflects the fact that they really stand by the mission statement, rather than just talk about it.

Also, judge the company by the manager you are going to be working for. Managers have a huge influence on your career, your motivation and your ability to do the job – a good one will take you to the stars, a bad one will stifle you.

Finding a job is tough; but finding the right job is even tougher. If you are focused on developing a successful career you must give it the attention and energy it deserves. Judge the role on how it fits with your talents/strengths and assess the company’s ability to let you utilise these to maximum effect.

Jan Cox is the Resourcing Director at Apodi and can be reached on jan.cox@apodi.co.uk

Having the right balance where company culture is concerned is vital to a successful and growing organisation. Pf’s Iain Bate focuses on where companies often get it wrong.

Company culture is very much like gravity. You may not be able to see it, touch it, smell it or hear it, but, good or bad, it’s everywhere you turn in every organisation. But just what is it? And, more importantly, what makes the difference between a productive company culture and a damaging one?
In 1966, Marvin Bower from global management consulting firm, McKinsey & Company, described company culture as “how we do things around here”. Sure, it can seem to be as simple as that. But company culture is far more than preferences or working habits. It’s in the metaphorical bloodstream of a company. Or at least it should be. During induction days at a new job, company culture is very rarely mentioned. In fact, you may go throughout your whole working life in a job and it never be discussed. You may be given tips on sales techniques or how to walk in a single line to exit offices during a fire drill, but training on company culture is seldom given or heard of.

Gabrielle O’Donovan, a company culture expert who penned The Corporate Culture Handbook, said in an interview in 2007 that the role of company culture is to preserve the past via tradition while stimulating via innovation. However, if organisations are neglecting company culture and failing to express the principles from which they were founded upon, then how can they possibly move forward?

There are many facets of company culture. In fact, no two companies’ methodologies will be the same. These may include having a strong mission clarity, having committed and empowered employees, forging strong relationships between staff and highly effective leaders and a commitment to learning and development. Whilst there are many more to mention, if one element of these is badly wrong within an organisation it can affect ideologies towards company culture – especially from an employee’s point of view.

Each year, Pf’s Company Perception, Motivation and Satisfaction Survey gives those working within the medical sales industry the chance to vent their frustrations or express their gratification on the issues which matter the most to them. Participants are asked to outline what it is like working for their current employer and what they consider to be the most significant things that characterise their past twelve months in their job. Behind a shield of anonymity, respondents rarely pull any punches. And this year’s survey was no different. Pf took a look at some of the latest responses, and examine what they say about the key components of company culture. The following are real examples of feedback from the Pf Survey 2010/11. They outline some of the ‘deadly sins’ of company culture that, where they exist, can be very damaging.

1.  Job security
“It’s at an all-time low. My new manager is one of the most unprofessional, unethical and dishonest people I have ever come across with no integrity, drive or desire to assist in any way. I have been bullied and harassed; I’m demoralised with low self esteem.”

At a time of widespread industry job losses, one thing that employees value more than anything in the current market is security. Immediate managers and their seniors have an important role to play in ensuring a sense of security in the workplace. Dr Jill Miller and Rebecca Clarke, research advisers, CIPD, note that although job security may not seem an obvious or important factor in company culture, acknowledging and delivering this to employees not only eases any office-based worries but also creates loyalty and promotes retention – something which is important in an era when employees are less likely to have company affinity or search for a ‘job for life’. 

2. Leadership
“The Managing Director has been parachuted in and knows very little about the industry. He behaves like Napoleon and morale is at rock bottom. After 2009 being the best year ever, a 0% pay rise leaves everyone in the wrong frame of mind.”

As in any organisation, those at the top of the career ladder must lead by example. How are employees on the ground expected to promote a healthy and successful company culture if their superiors flaunt expected values? For example, the banking sector has again come in for wide-spread criticism recently for its bonus culture for senior leaders despite huge losses, whilst those working behind counters up and down the country still struggle to pay the bills. The same principles apply in any sector. If company culture is seen as the heartbeat of a company, then the brains – its leadership – must promote these elements and find ways of improving upon these at every opportunity.

3. Management
“The new line manager is not a great people person. He doesn’t answer his mobile and is slow returning calls. He also sends very blunt emails!”

The behaviour of line managers is equally important as those in senior positions. While staff on the ground may never even see or speak to a company chairman or a managing director, they are likely to have daily interaction with their boss. Dr Miller and Jill Clarke explain that managers throughout an organisation have a key role to play in “maintaining the company’s culture, role-modelling expected attitudes and behaviours”. As a result of the absence of training in expected values, many organisations find that articulation and communication of the expected values of the company, and how to maintain these, is a vital step in ensuring staff are aware of what is expected of them. Line managers are in the perfect position to do this on a daily basis.

4. Training
“My company is too self engrossed and not willing to develop talent. Instead it is more keen on supporting those who have worked for the company for longer despite knowing results are not being achieved. There’s no logic or rationale for recognising individuals. It is more likely to put people off trying to progress.”

At a time when pay rises are well below the rate of inflation – if you’re lucky to have one at all – and the fear of the axe looms large, training is seen as an avenue of progression. Sure you may not get paid for a promotion, but it looks good on your CV and new skills and qualifications can be gained in the process. But when training programmes are withdrawn or neglected by organisations there’s an immediate impact on the ground. These schemes offer a glimmer of light at the end of the tunnel. Without these in place, staying in the same role – or even company – for the next 12 months may seem a dark place to be.

5. Career development
“It’s difficult, as the company move the goal posts with reference to development.”

There’s nothing worse than being stuck in the same routine without a glimpse of career progression. But, as companies have tightened their belts, opportunities to work the way up the career ladder have decreased. The need to work longer has also seen positions which would’ve come available after retirement blocked by established colleagues. Dr Miller and Jill Clarke believe that a new approach is needed by organisations to increase the amount of opportunities open to staff. “Organisations need to think smarter about their approach to training and development, taking a strategic approach to ensure the development offered is closely aligned to the current and, most importantly, future needs of the business.”

6. Salary and bonus
“I love working for my company; there’s a great culture and the management are very approachable. However, there’s a lot of responsibility and the hours I commit cut into evenings and my personal life with a low salary.”

No-one likes to think they’re overworked and underpaid. But human nature suggests that many of us do. In last year’s Pf survey, the median salary of respondents was £46,000 – of which 46% were unsatisfied with. The Office of National Statistics published results in 2011 which revealed that median gross annual earnings for full-time employees was around £26,000 – considerably less than those working within the medical sales industry. However, where money is concerned, there’s never enough. With food, clothing and energy prices continuing to rise – coupled with low interest rates – every penny spent needs to be justified. So if companies are squeezed and cannot budget for pay increases, they need to consider other means of rewarding, recognising and, ultimately, motivating staff.

7.  Work-life balance
“It is competitive with a lack of regard for personal needs. There is a lack of recognition unless you are in the clique! Ideas and individuality are not respected. It’s very administration focused with more and more time being spent on the computer. We are expected to do the same daily job of seeing face to face customers contributing to a very one sided work-life balance.”

Despite being well paid compared to other professionals and the UK average, there’s no point earning thousands of pounds each year and not being able to enjoy it. The balance between time spent at work and with the family has been placed under the microscope recently when staff are expected to work longer hours without any reward. Employers have a responsibility to improve work-life balance. Full time employees in the UK now average 42.7 hours a week at work. It’s arguably more for those travelling up and down the country visiting clients. But a refreshed and happy worker is a productive one. While employers may be happy to drain every last ounce of energy from their staff, in the long run it’s doing them no good. Danish workers, who only work 39.1 hours a week, are unsurprisingly more productive than UK counterparts. It’s no surprise.

Culture change
So how can companies address issues with job security, leadership and management, training, career development, work-life balance and issues with remuneration? In its report, Developing organisation culture, the CIPD advises companies to plan any attempted switch in values. A clear, public plan of action should be devised that communicates the need for new working measures and thinking, and outlines how the new approach complements the overall vision of the organisation.

Next, employees should be engaged for their opinions with managers also encouraged to play an active part in discussions. Senior leaders and managers on the ground need to ‘buy-in’ to any new measures and be seen to be transparent in their approach.

The report says it’s also important to identify and develop the necessary skills and behaviours required from staff to incorporate any new elements set to be introduced. If resources are tight, companies are encouraged to be creative to develop staff capabilities.

Finally, it’s important to measure and assess the impact of the new culture change. Without having staff onside and willing to help introduce change, any attempts will be futile. Staff need to buy into a vision they really see and hear the next time they look around the office.