Training is a very important cog in the wheel of any company that wishes to succeed.
While most of the companies agree that training plays a vital role in the growth of their business, some have their own doubts. They ask whether it is an investment with real returns or merely an overhead? They think that if they focus more on promotional expenses and customer enticements, they can get returns much faster. That is a fair assumption to make, but does not hold promise for the future. The field sales force reflects the company’s image and is responsible for the company’s brand value and reputation. The products they promote have great importance to human life and hence it is important that they acquire adequate knowledge about the product-mix.
Current trends in training
The current approach followed by most Indian pharma companies to train their field force is two-pronged – train the medical representatives and their managers separately, as their job functions are different although there are many areas with similarities. The groups are often combined for common product training.
The following types of trainings are conducted for the two target groups:
Induction/orientation programme
It starts with a brief introduction of the company, its mission, vision and future scope for employees which gives the participant the confidence to get a head-start. This is followed by a briefing on products, medical terminologies, job responsibilities, administrative functions and territory details. With this training, the participant is able to start work on the field and is eventually called for a centralized training programme at the company’s headquarters.
The duration of this training may be for a day or two.
Centralized training
The objective is to impart the necessary knowledge and skills to the participants to become effective salesmen in the field. The participants are briefed on the industry, major players in different therapeutic segments, the market share, etc. These are followed by scientific sessions on anatomy and physiology of the human body, the basics of pharmacology, disease profiles, treatment options, the range of products offered by the company, their actions, uses, benefits, competition and the company’s marketing strategy for individual products, and selling techniques. The programme spans over a week or 10 days.
Refresher training
Generally conducted after a gap of six months from the centralized training programme. The participants would by then have had applied their knowledge in the field and may have doubts and apprehensions based on their practical experience. This programme gives them the platform to get their doubts and apprehensions dispelled and move on confidently to deal with the myriad situations they will face on the field.
Management development programme
The purpose of this programme is to develop knowledge, skills and attitudes of managers in guiding their field staff and developing their sales effectiveness. The best salesman does not always make the best field manager. This happens often since the transition from “selling ’’ to “managing” happens without adequate advice, guidance or training. There is an appreciable difference in being able to perform effectively in one role and being able to train some one else in that role. The manager’s job requires a different set of attributes, skills and personal qualities. All managers are trained to develop their subordinates not only to function effectively in their current job but also to meet the future needs of the company. The course delivery involves lecture sessions, case studies, simulations, group discussions, role-plays and various other instruments.
‘On the Job’ training
This is generally done by the field manager or the training manager. Here, the objective is to observe, analyse and evaluate all the activities of medical representatives. Based on the observations and evaluation, the manager would appreciate their strengths and guide them on their areas requiring development.
Post programme, the participants are evaluated on their levels of understanding to determine the effectiveness of knowledge transfer. A commitment towards translating training inputs into working tools is obtained from the group.
Current scenario & prospects
The global recession has affected many industries although the impact has been less severe on the Indian pharma industry. Presently the industry is facing severe attrition and to an extent is losing out to sectors such as insurance and BPO. However the industry is still on a growth path and it is predicted that by 2015 the Indian pharma market will move into top 10 pharma markets in the world. India has more US FDA approved laboratories than any other country in the world. It is quickly emerging as one of the most strategic locations for global pharmaceutical companies to pursue their drug research and development. With low-cost manufacturing, high-quality research and manufacturing facilities, the future for Indian pharma industry looks to be highly promising and challenging.
Future challenges in the field
● Amalgamation of companies resulting in formation of giant companies
● Products become obsolete faster
● Competition will increase
● Survival of the fittest/ companies
● Seniority will give way to effectiveness, experience to qualification and loyalty to contribution
We need people with expertise and determination of the highest order to face these challenges. There is a dearth of talented people with the right skill sets today in the industry. Unfortunately the skills required by the industry are not included in the syllabi of universities. Therefore, it is imperative that the industry takes ongoing initiatives to impart appropriate training to people at all levels including the senior management to perform their respective roles effectively. Training is not a cash crop where you can reap the benefits immediately. It is an investment that provides a strong foundation for the company’s future growth and stability.
-The author is Director, Mindset Consultants, a Bangalore-based training and development organization dedicated primarily to the pharma industry.