With jobs at a premium and the cost of living continuing to rise, job security has suddenly become a main priority for employees.

The global recession has affected each and every one of us in one way or another. Sweeping job losses throughout the medical sales sector – and in the pharmaceutical industry in particular – have seen even the most experienced personnel joining the queue at the job centre. For those lucky enough to have avoided the dreaded axe, it seems to have made us appreciate our job a whole lot more.

Last year was somewhat of a breakthrough year for as far as job security is concerned. Results from last year’s Pf Company Perception, Motivation and Satisfaction Survey highlighted how job security had gone from a passing thought to one of the main motivating factors for respondents. Ranked behind salary, relationship with manager and work-life balance in the 2009 survey, job security was suddenly thrust into the top-two motivating factors last year.

It has maintained its position this year behind salary as the second highest motivating factor after pharmaceutical companies continue to introduce ‘efficiency’ plans in an attempt to sustain profits and counter bleak pipelines. During an uncertain last twelve months it would seem that satisfaction levels in job security have also improved. Job security moved from 14th position last year to 11th in the latest set of results. Are companies doing more to reassure staff their jobs are safe, or are employees learning to live with the fact that their week at work may be their last?

Moving on
Attitudes towards job security have also affected respondents’ outlook on where they’d like to be within 12 months’ time – see Figure 1. In last year’s survey, 15% of respondents indicated they were searching for a move away from their current employers with 56% content to stay where they were. However, this year’s results show a slight increase in those figures with 13% of people within the medical sales sector looking for a new job and 59% happy where they are. 

Its men that indicated a stronger desire to change companies with 17% wishing to move organisations and a further 24% saying it was a possibility. However, female respondents were less sure about joining a new organisation with only a tenth wishing to move away from their current employers.

The importance now placed upon job security may also arise from the fact that employees are still very mindful of a turbulent few years – despite a glimpse of light at the end of a very, very dark tunnel. Dr John Philpott, Chief Economic Adviser at the Chartered Institute of Personnel and Development (CIPD) recently told a panel of directors from Yorkshire that modest economic growth in the UK would see unemployment levels stabilise this year. He also discussed the potential of a stronger recovery resulting in a sudden, sharp fall in unemployment levels and employers again going on the hunt for talented staff to meet increasing demand.

Job security works both ways. It shouldn’t be something that only staff on the ground worry about. Stability and medium to long-term assurance ensures employees are engaged and motivated enough to be committed to company goals and objectives.

Although job security may be a state of mind, there are ways of improving one’s mindset. If a company can ensure or encourage career development and progression, an employee will feel a greater sense of loyalty and commitment. With this in place a sense of dedication allows employees to focus on their individual skills and capabilities and become a consistent performer. In turn, an employer gets a happy and productive employee in the work place.

Trust levels
However, it’s not always that easy it? Memories of colleagues and friends being made redundant can last for a very long time. Geoffrey James, argues on the website inc.com, that job security is defined by who you are, what you do and who you trust. If you’re an individual who is happy going along with your job, undertaking everyday tasks and playing second-fiddle to other staff then you’re more than likely to receive your marching orders, James says. Individuals should strive to stand out from colleagues and be different to the majority of the workforce. “If you really want job security, there must be something about you that’s different, that makes you more relevant than anybody else who does what you do. More importantly, other people must perceive that difference and see it as valuable,” he says.

Then, of course, there’s the trust issue. Do you think you can rely on your boss not to put a red cross next to your name if there are further redundancies? James – who pens one of the world’s most-visited sales-oriented blogs – suggests a novel approach to assessing trust whilst at work or in the field. People that you speak with on a daily basis – be they family, friends, colleagues or business associates – should be placed into three categories: those who trust you completely, those who moderately trust you, and those who vaguely trust you. When these have been grouped together, remove the people in the final two categories – these are the people unlikely to return sales calls, James adds – and then calculate the number of people who you believe completely trust you. If, he says, you have more than 20 people on that list, then you have a greater sense of job security. If you haven’t, it might be time to start building some bridges.

So there you have it. Job security ultimately comes down to who you can trust and who trusts you. Can you hold on to trusted colleagues at work whilst the UK tries to climb out of a double-dip recession. Or, are the people who you believe you rely on merely providing a crocodile smile during work hours? It’s probably wise to start drawing up that list...

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.

During an era of job cuts and widespread pay freezes, employee benefits are an essential way of maintaining motivation and satisfaction. But just how important are these?

After sitting through a palm-sweating, grilling and probing interview from potential bosses, the first question you’re likely to be asked afterwards is not about how well your interrogation went, but what are the perks like?

It’s in our nature to want to know what added extras we’re going to get. We always like to believe we’re getting a good deal, be it at a hotel, whilst out buying a new pair of jeans, or at work.

With job security at an all time low and wage increases way below the rate of inflation, employers are realising the importance of reward packages to keep experienced professionals on board.

For the past four decades, organisations have increasingly looked to improve the benefits packages which they offer to staff. These have become more individualistic recently as organisations aim to increase loyalty via new perks instead of widespread salary increases.

Private medical and accident insurance, season ticket travel passes, death in service payments, flexitime and pensions schemes are all commonplace. But are they enough to stop employees making envious glances at roles in other organisations?

These perks are appreciated if they are ever called upon – and may even be taken for granted in the modern workplace – but when employees are asking for more towards the price of travel or a greater subsidy at the canteen there comes a point when employers start to rein in added benefits.

As companies have started to tighten their belts, company cars have been pulled, pension schemes have stopped and the portion sizes at lunch have been reduced. These added extras may seem to be expendable by employers, but they are valued by the workforce. When these are removed staff take it personally – people like boasting about having the nearest car parking space to the door or how their dog is insured through the firm.

But what can be done about it? Would you really put your job on the line to insist Puddles’ vet’s bill is covered or because you now have to fight for a parking space every morning? How important are perks of the job at a time when people are pleased not to arrive at work on a Monday morning and find their P45?

Have your say on your benefits package in Pf’s annual Company Perception, Motivation and Satisfaction Survey here. The online survey takes only ten minutes to complete with a donation made by HSP – the publisher of Pharmaceutical Field – to the charity Home from Hospital Care for every completed form.

With so many pharmaceutical companies undergoing some sort of restructuring plans as a result of mergers, acquisitions or simply cost-cutting measures, field force worries immediately turn to job security. Apodi’s Tony Swift discusses valuable ways to ensure your job isn’t one under scrutiny the next time the axe is wielded, and how to progress in the new pharmaceutical world.

In the past a competent sales representative could look forward to a long and secure career in the same or similar role, often with the same company. For the more ambitious representative it was also possible to climb a well-defined ladder towards seniority – as field trainer, sales manager, sales director and beyond.

However, much has changed. Sales representative positions have reduced dramatically and the ladder to seniority appears far more difficult to climb. Job security and traditional long-term career planning is disappearing into oblivion. The situation is just as precarious for those half way up the ladder, in first or second-line management roles, and restructuring is affecting job security and career planning throughout companies in the industry.

These seismic changes are not temporary. We are seeing a transition to a new world order in the pharmaceutical industry where:

• Traditional career paths are disappearing
• Management roles are fewer and are just as susceptible to restructuring
• Employees can no longer rely on the organisation to develop their careers – career and personal development is an individual’s responsibility
• The company needs to provide support and experiences to individuals to learn new ways of adding value to the customer and the company itself
• Creative expertise to address the new NHS is in huge demand by pharmaceutical companies. This presents an enormous opportunity for representatives and managers who may currently be worried about their long-term future in the industry.
  

Personal development
I recently interviewed a number of successful pharmaceutical industry executives to assess how they addressed the issue of personal development. Almost all of them stated that they could not have solely relied on the organisations they had worked for to either fully develop their skills or, indeed, their career.

In the majority of cases these successful individuals had made a decision to take personal charge of their careers. By keeping abreast of changes in the industry, anticipating new developments and consistently reviewing and updating their skills and relationships, when changes did occur in the industry or company, they were often well placed to take advantage of the new opportunities these presented.

At Apodi, our resourcing division sees first-hand the changing dynamics of the marketplace. Quality market access and key account managers are much in demand and are, at times, very difficult to recruit. There are also lots of sales representatives looking for jobs, with many believing they now have to look outside the industry to secure their future. However, representatives who are aware of the changing dynamics and have adapted their skills are now often successfully obtaining those market access and KAM roles.

Taking charge
One conversation with a successful executive led to a more in-depth discussion about what sales representatives can do if they want a long-term career in the pharmaceutical industry. The executive detailed the steps he had taken, and I believe this serves as an interesting case study for those unsure about their prospects in the industry. He said: ”It quickly became apparent to me that to take charge of my career I had to focus on a number of key areas.” To summarise, these were:

• To develop a clear view of the future of the industry and the likely impact of this on an existing position and potential future roles
• Be successful in a current role –  believe that new opportunities will only arise following success
• Find a systematic way of increasing knowledge, skills and relationships – do this to differentiate yourself from colleagues.

The future
In a previous article, Leading the way – Pharmaceutical Field, September 2011, I mentioned a couple of quotes. One was from a leading member of the NHS responding to how pharmaceutical companies could more actively engage with the health service. They said: “Don’t just bring pills and gadgets in the future, bring us value added solutions that drive the QIPP agenda with a documented and robust cost/benefit analysis.”                                   

The other, by Sir Ian Carruthers, NHS Chief Executive Innovation Review Team, stated: “The pharmaceutical industry needs to think more in terms of working in partnership with the NHS rather than just sending in the sales force… the NHS needs your disruptive contribution to help NHS reform, but too few companies are coming forward.”  

Despite such prominent views from the NHS, many companies are still sending out sales representatives with a very limited agenda – primarily delivering some key messages about a particular product. Indeed, some observers believe that the pharmaceutical sales representative is one of the world’s most underutilised resources! And, given the limited ambitions of each visit, it is perhaps not surprising that HCPs are continuing to reduce access.

To counter this, companies are deploying key account managers whose role is to provide value over and above the ‘noise’ associated with a traditional rep visit. We believe there will be a gradual merging of the functions of sales representative and KAM in the future. This means that everyone representing a company in the field will need to operate to KAM principles and provide significantly more value than before. Indeed, our research shows that historically excellent representatives have effectively operated to KAM principles, irrespective of the training and direction received from head office.

Current success
Whilst each sales representative has key performance indicators (KPIs) to meet – often merely call rates, we believe that individuals need to focus on providing added value to their customers and their companies irrespective of their targets. By taking a more strategic view, identifying the key stakeholders, delivering and developing solutions with the help of their company’s marketing, medical and promotional functions, representatives will become a more valued partner to both parties.

Representatives can only do this if they are experts in their products, the therapy area concerned, the care pathway and the local healthcare economy. Additionally, they will need knowledge of best practice and potential solutions.

Unfortunately, to some this may be perceived as going ‘beyond brief’ and will sometimes result in knockbacks. However, we believe the risks attached to this are far less than continuing with the limited role noted above. The risks of a representative failing to distinguish themselves and failing to provide real value will leave them susceptible at times of restructuring, and with fewer skills needed to attract jobs in the new healthcare economy.

Using initiative 
Fundamental to taking charge of your career is to take responsibility for personal development. A colleague told me about how he had done this successfully with a process that included the following:

A) Yearly audit – produce an annual plan that addresses the following:

• I am currently known for…
• Next year I want to be known for…
• My personal development last year included…
• I currently differentiate myself from my colleagues by…

B) Quarterly plan – each quarter produce an action plan:

• I aim to develop a more in-depth knowledge of the product, therapy area, care pathway and local healthcare economy by…
• I will develop closer relationships with key stakeholders in my company by…
• I will develop closer relationships with key customers by…
• I will develop a better understanding of best practice and consider the most appropriate solutions for my customers’ problems by…

C) Quarterly assessment – assess the potential to drive value into internal/external customers against the following parameters:

• Do I demonstrate more than financial value to key accounts?
• Have I increased the number of internal/external relationships where I add real value?
• Do I possess specialist knowledge that I can share with colleagues/customers to add value?
• Have I influenced any changes to the benefit of the company or customers?

This learning and knowledge was primarily delivered through personal research using books, magazines and the internet. My colleague also constantly suggested projects that he could work on, even in his own time, that he felt could transform the value being provided to customers. Many of these were rejected, particularly initially, but eventually he developed close enough relationships with people in the company who recognised the value these projects might create. These projects were a very valuable learning tool and a superb way of displaying his talents.

In summary
Pharmaceutical companies are looking for new and innovative ways of providing value to customers. As decision making within the NHS increasingly shifts to those regularly interacting with the end user (patients), the opportunity for primary care representatives to adopt a more customer-centric approach based on KAM principles grows exponentially.

The advantages of this may lead to less complicated field force structures, reduced costs and additional value added for customers. With such developments, companies will be in a better position to assist each individual in developing their careers to meet the demands of the new healthcare economy.

Tony Swift is the Managing Director of Apodi. He may be reached on tony.swift@apodi.co.uk.

The UK pharmaceutical sales force and Daniel Bedingfield don’t seem to have that much in common on first inspection. Or do they…

It’s in our nature to want to succeed and develop. All of us have experienced a winning mentality somewhere along the way. While we might not always show it, all of us want to have a metaphorical gold medal around our necks. There’s nothing better than being the best.

Pf’s Company Perception, Motivation and Satisfaction Survey celebrated its 10^th anniversary last year. From 2001 onwards, salary has always ruled the roost where motivation is concerned. It makes the world go round in the medical sales industry. But back then, closely on its coattails was personal development. Opportunities were there for employees, promotions were available and money was to be made. Even Daniel Bedingfield earned his first number one in the charts! A decade on, nobody cares about personal development anymore. Even Bedingfield can’t get thru this.

Last year’s survey results showed personal development was voted as the ninth most important motivational factor – participants admitted they appreciated a pat on the back more than improving their own skills. A year before that it struggled to get in the top ten motivating factors. Driving a nice car was more important.

So what changed in a decade? Why did employees within the medical sales industry stop wanting to progress with their own careers and be happy to sit and count their wages? When did they become content to stay on the same rung of the ladder? Standing still gets you nowhere in life.

A lot has to do with job security. After years of ‘streamlining’ and workforce reductions, why take the risk taking on a new position, especially at a new company? Everyone knows it’s last in, first out, right? Personal development has been pushed to the back burner in favour of putting food on the table – you can’t blame people for adopting this mentality.

However, it can’t stay like this forever. In the modern day healthcare environment there’s a requirement for sales executives to learn new skills to deal with very real challenges. Personal development has again got to take priority. Those standing still and happy to use the same techniques, which may have served them adequately over the last ten years, will quickly be overtaken by those aiming for that metaphorical gold medal. Yet it doesn’t have to be like this.

Personal development doesn’t have to take over your life. Online literature has made it easier than ever to learn new skills or techniques whilst you’re taking a break on the road or from the comfort of your sofa. Alternatively, convenient day courses provide timely refreshers. This month’s issue of Pf – out on 27 March – offers advice from experts on how to up-skill in the current environment. You’ll learn that personal development has never been more important.

One thing is for sure, the sales force cannot maintain its apathy towards training and development. In a changing market, we gotta get thru this.

The 2011/2012 survey is now open. Have your say on what matters the most to you here.

Nearly half of professionals working within the pharmaceutical industry fear being made redundant in the next 12 months, a new report has found.

Pharma IQ’s The Big Pharma Recession Survey 2011 revealed that 44.4% of respondents feared the axe with those working within the US and European markets believing they are most at risk.

The report, conducted at the end of last year, assessed how the global economy is directly impacting professionals working within the industry and discovered their expectations in 2012.

Unsurprisingly it found that the US and Europe are the two regions which respondents feel have been affected the most by the global economic crisis. The report found that the Emerging Markets in the east appear to be the least affected region with 7.3% of participants identifying this region as being the worst hit.

More than two-thirds of respondents (71.2%) agreed that the global pharmaceutical industry is undergoing a dramatic change due to the recession which has swept the globe. Research and development divisions have been impacted the most, 37.9% of respondents said, followed by sales and marketing (30.7%), manufacturing (11.2%), clinical (10.8%), regulatory affairs (3.6%), IT (3.2%) and distribution (2.6%).

After witnessing widespread job losses within the industry in recent years, almost half of respondents (47.5%) said that the industry is ill-prepared to deal with a double-dip recession.

But participants did expect to see an increase in outsourcing and offshoring as pharma searches for new models to combat price reductions and global austerity measures.

“All companies must remain profitable to survive and the pharmaceutical industry is no different,” said Andrea Charles, Editor, Pharma IQ. “As economic landscapes change, pharmaceutical companies must find new models for growth and profitability in 2012 and beyond.”

Are you lacking motivation and confidence at work? Do you feel anxious about the security of your job? As employment statistics continue to deteriorate, we could put these feelings down to the saddening status of the economy, but is that really a good enough excuse to work in a job you don’t enjoy?

Don’t get me wrong, we should always feel grateful for our job, especially in the current climate. But our jobs are what make us get up in the mornings. So, shouldn’t we make the most of our 40+ hours a week?

In any case, if you’re feeling down in the dumps at the moment and have realised that it’s not the economy, but actually, you’re not enjoying your job, it could be time for a change of scene.

Ask yourself these questions:

• How long have you be in your current job?
• Has your salary increased since your last job?
• Are your responsibilities at work increasing or decreasing?
• Are you involved in important decision making at work?
• Do you feel challenged by your role?
• Are you just hopping from one employer to the next staying in the same position?
• Have people hired after you been promoted faster?
• Do your colleagues seek out work advice from you?
• Do you dread going to work?

It’s pretty obviously which of these answers are good and which are bad signs of what you should do next.

It may be a case of considering other roles, as it’s true what they say: It’s much easier to find a job if you have a job. In which case, give an honest analysis of your career as it stands and assess your long-term objectives. Are you doing what you always wanted to? Is your current job a step in the right direction?

If not, or you can think of something better and more relevant to your personal career goals, no time like the present to sort yourself out. It’s only too easy to become too comfortable with your job and falling into a career slump.

But, it could also mean that you should think about discussing your feelings with your boss. Ask how you can contribute more to the company, and use your initiative to put forward some ideas to keep things fresh and involving. You’re more likely to enjoy your work if you’re doing different things and being recognised for your efforts.

A career rut is never easy and new opportunities can often feel out of sight. But if you’re feeling unmotivated and lacking stimulation in your job, it’s worth having a serious think about what you should really do.

Visit PharmaJobs for the latest vacancies in pharmaceutical sales.

There’s a lot of talk at the moment about getting in the ‘real world’. The ambitions of the NHS reforms, which this month survived a Commons vote and are now headed for the Lords, have drawn criticism from inside and outside the health service as not being practical in the real world of patient care.

In turn, the ABPI, along with countless others, has cited the reforms’ ambitions to deliver world-class outcomes as a major driver in the need to augment the current clinical trial model to make provision for the collection of ‘real world’ data. But, say commentators, developing real world data means the industry must ask its customers real world questions, rather than simply work to its own agenda.

For medical sales professionals, this is your selling environment – and the real world you face every day is clearly in a state of flux. But out of confusion can often come clarity. The messages that you take to market need to be shaped in the round. It is no longer acceptable for sales professionals to simply inherit brand messages from their colleagues in marketing – they must help inform value propositions and commercial strategies by sharing the important information they glean from the real world dialogue they have with their customers.

And by challenging the age-old customer perception that the NHS cannot and should not work in partnership with industry. The NHS must be made to realise that it cannot deliver the required improvements in quality and patient outcomes on its own. In this regard, NHS customers too need to get in the real world. And it’s the job of the pharmaceutical sales professional to help get them there.

Chris Ross, Editor

If I were a rich man
PS. The latest results of the Pf Company Perception, Motivation and Satisfaction Survey show that, despite a median basic salary well in excess of the national average and annual total remuneration packages that make the profession among the best-rewarded in the UK, a high volume of medical sales professionals remain dissatisfied with their salary and want more. Of course, we all want more, it’s human nature. But in an era characterised by cuts, job losses and high unemployment, the Lionel Bart’s Oliver approach of requesting more seems relatively misplaced at the present time. Perhaps pharma’s sales people should consider getting in the real world too? It’s just a thought.

The Pf Company Perception, Motivation and Satisfaction Survey gives respondents from the medical sales sector the opportunity to have their say on their roles from behind an anonymous shied.

The survey continues to benchmark opinion as it moves into its 11^th year and explores the things which matter the most to respondents from a variety of roles.

Despite a challenging and changing marketplace in the last twelve months, motivation and satisfaction factors have not changed as much as would be expected. In fact, only one of the top ten motivation factors changed when compared to the results from the 2010 survey. Salary, job security, manager relationship, work-life balance and company culture again topped the motivation charts with autonomy and personal development the only two factors to swap places.

The biggest change was found in satisfaction factors – where belief in present products again came out on top. Company culture – which for so long was a regularly voted within the top five – fell to eighth position as staff vented their frustration at widespread job losses and changing working environments. Although employees did voice their satisfaction where job security was concerned in the last twelve months after the factor increased by three places in the standings.

The survey is conducted annually by Health Sector Publishing, publishers of Pharmaceutical Field, since 2002. It provides a temperature check of sales executives’ remuneration, motivation, satisfaction, perception and recruitment. It is managed by Dr Brad Payne of Conker Statistics – a Fellow of the Royal Statistics Society – and collects responses anonymously. The latest results were gathered in early 2012, but relate to 2011.