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Three tips for pharma recruiting with Sam

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Three tips for pharma recruiting with Sam

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Meet Sam, our resident expert Talent Consultant who is shaping the exceptional in the pharmaceutical industry. With an impressive career trajectory, Sam has built experience in a variety of top-ten pharmaceutical organizations, including Novartis, GSK and Eli Lily. Driving recruitment outcomes at times of pivotal launches such as new therapeutics and businesses, Sam has built a deep specialist understanding of the industry. As an expert in creating top candidate experiences and seamless stakeholder management, he shares his wisdom and top tips for pharmaceutical industry recruitment.

Recruitment in the pharmaceutical industry

Many of the roles I work on require a strong understanding of the market and specific skill sets; for example the difference between Pharmacokinetics and Pharmacodynamics. Others have extremely talent short markets, particularly in pre-clinical or medical work. Securing interest from a candidate while remaining compliant with the PMCPA* is key. I dedicate an extensive level of research before working with a hiring manager and advertising the role.”

Sam, Hudson RPO Talent Consultant
*The Prescription Medicines Code of Practice Authority
In the realm of pharmaceutical recruitment, expertise and competition are unparalleled. Pharma recruiters like Sam play a vital role in securing top talent for life-saving innovation. Challenges include niche roles with limited talent pools, technical requirements, and the busy schedules of medical professionals. It takes a dedicated expert like Sam to navigate these challenges with extensive research, the ability to maintain compliance and confidentiality without losing engagement, and strong communication skills.

Sam’s three tips to excel in pharma recruiting:

  1. Maintain the human element:
    In an era of digital communication, it is vital to remember the value of genuine human interactions. Establishing a personal connection with candidates during the screening and interview stages can make all the difference. Sam’s expertise lies in conducting meaningful conversations, allowing candidates to feel valued and understood throughout the process.
  2. Move fast but accurately:
    Time is of the essence in the pharmaceutical industry, where challenging timelines are the norm. Sam emphasizes the importance of efficient communication with hiring managers and swift recruitment processes. Additionally, providing prompt and precise feedback is crucial to shaping the exceptional results that both clients and candidates seek.
  3. Develop career-long connections:
    Building enduring relationships is at the heart of Sam’s approach. By delivering exceptional candidate experiences, he ensures that candidates return for future opportunities. Some of the candidates he placed early in his career are now returning for the second or third time, illustrating the long-lasting impact of creating a positive recruitment journey.

Shaping the exceptional

Sam’s skills in pharma recruitment extend far beyond matching candidates with job openings. His commitment to meaningful conversations with candidates, executing swift yet accurate processes, and fostering career-long connections exemplifies his ability to consistently shape exceptional outcomes in the industry more broadly.

For organizations aiming to elevate their talent acquisition strategies, and for candidates seeking a rewarding recruitment experience, Sam’s invaluable insights and expertise can be truly transformative. If you’re ready to make a difference in your career or organization, reach out to our talent experts today.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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What employees want from the modern workplace

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What employees want from the modern workplace

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In the dynamic landscape of the modern workplace, understanding and creating the workplace that employees want is key for talent attraction and retention. So, what are the key factors that employees look for at work? How can leaders build the workplace that drives performance and organizational success while allowing employees to thrive? Drawing from extensive research and insights from our collaborative whitepaper series with leading experts at Future Talent Learning, we explore what truly drives employee satisfaction and engagement in the modern workplace.

1. Belonging: Fostering a sense of connection

Now more than ever, employees are looking for a sense of belonging in their workplace. When employees feel valued, included, and connected to their teams and the organization’s mission, they are more likely to perform at their best. In our whitepaper Purpose, Culture & Belonging, we explore how a sense of belonging and purpose leads to higher retention rates and ultimately a more productive work environment.

2. Flexibility: Balancing work and life

While competitive compensation remains a crucial factor for employees, work-life balance and flexibility have gained significant importance in the modern workplace. Employees now consider non-financial incentives, seeking employers who offer flexible work arrangements that accommodate personal needs and priorities. Organizations that embrace flexibility demonstrate a commitment to their employees’ overall well-being and gain a competitive edge in attracting top talent.

Building a Skills-based Organization
Audit your existing skill supply and build learning pathways to fill the future requirements of high-performing teams.
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Leadership Mindsets for the Future
Evolve your leadership skills. Create a culture that retains. Discover what's on the horizon for the leaders of the future.
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Purpose, Culture and Belonging
Embed culture and purpose in your value proposition. Create a sense of belonging to bring out the best in your people.
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3. Culture: A dynamic and attractive force

A vibrant, well-articulated company culture has become a powerful differentiator for both current and prospective employees. A great culture not only fosters employee engagement and productivity but also plays a pivotal role in attracting top talent. To capitalize on this advantage, organizations must not only cultivate a positive work culture but also articulate it effectively through their employer brand messaging.

4. Wellbeing: A holistic approach

Wellbeing has taken on a broader meaning in the modern workplace. It goes beyond offering yoga sessions or free drinks; employees now seek comprehensive mental health support, autonomy, and flexibility integrated into their daily work lives. Prioritizing employee wellbeing not only enhances job satisfaction, it is also a key factor in talent attraction and retention.

5. Development: Empowering growth and development

Providing opportunities and pathways for professional development is crucial in attracting and retaining top talent. In our whitepapers ‘Building Skills-based organizations’ and ‘Leadership Mindsets of the Future’, we discussed how a significant percentage of employees who leave an organization could have been retained through robust development programs. Employees want to feel that their growth is valued and that their employers are invested in their long-term success. Organizations that prioritize employee development create a culture of continuous improvement and loyalty.

Does the way you shape work attract talent?

As organizations adapt to the ever-changing demands of the modern workplace, understanding and fulfilling what employees truly seek is paramount. By fostering a sense of belonging, embracing flexibility, cultivating a positive culture, prioritizing wellbeing, and empowering professional development, leaders can create a thriving work environment that attracts and retains top talent. Get your free copy of our latest whitepaper on skills-based hiring here, or discover Leadership Mindsets of the Future, Purpose, Culture & Belonging, and the Future of Learning.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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What leadership looks like in the modern workplace

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What leadership looks like in the modern workplace

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In today’s fast-paced and ever-changing work landscape, the traditional, hierarchical employer-employee relationship has evolved. Modern leaders understand that fostering empathy, adopting a learning mindset, and shared purpose are essential elements for building successful and resilient teams. Based on the findings from our extensive whitepaper series in collaboration with Future Talent Learning, we delve into how these principles shape the landscape of modern leadership.

1. Empathy: Building strong connections

In the modern workplace, employee engagement is no longer solely about meeting targets and deadlines. It is now about understanding the needs, concerns, and aspirations of each individual team member. Empathetic leaders recognize the importance of actively listening to their employees, acknowledging their emotions, and providing support when needed. This sense of empathy fosters a positive work culture, where employees feel valued, motivated, and connected to the organization’s mission.

2. Growth mindset: Embracing continuous learning

As the world of work continues to evolve rapidly, organizations and their leaders must be adaptable and open to change. A growth mindset emphasizes the belief that talents and abilities can be developed through dedication and hard work. Modern leaders embrace this concept, not only for themselves but also for their teams. They encourage a culture of continuous learning and improvement, where mistakes are seen as opportunities for growth, rather than failures to be punished.

3. Driven by purpose: Beyond profits

In an era of uncertainty, purpose has emerged as a driving force that goes beyond the pursuit of profits. Modern leaders recognize that a clear and meaningful purpose can unite teams, inspire creativity, and enhance overall performance. Whether it is a social mission or a commitment to sustainability, leaders understand how to align their organization’s goals with broader societal values. By doing so, they create a sense of fulfillment and motivation that transcends traditional financial incentives.

Building a Skills-based Organization
Audit your existing skill supply and build learning pathways to fill the future requirements of high-performing teams.
Learn how
Leadership Mindsets for the Future
Evolve your leadership skills. Create a culture that retains. Discover what's on the horizon for the leaders of the future.
Get Started
Purpose, Culture and Belonging
Embed culture and purpose in your value proposition. Create a sense of belonging to bring out the best in your people.
Learn how
The Future of Learning
Leverage re-skilling and up-skilling to future-proof your organization. Create innovative and successful L&D teams.
Get started
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4. Communication: The key to collaboration

Effective communication is at the heart of modern leadership. In an interconnected world, leaders understand that collaboration and interdependence are vital for success. Clear and transparent communication helps build trust among team members, fosters creativity, and ensures that everyone is on the same page during unpredictable times. By encouraging open dialogue and active feedback loops, leaders can address challenges proactively and lead their teams towards shared goals.

5. Creativity: Embracing change as an opportunity

Change is a constant in the modern business landscape, and leaders must navigate it creatively. Instead of fearing change, modern leaders embrace creativity as a means to find innovative solutions and improve processes. They encourage their teams to think outside the box, experiment with innovative ideas, and challenge the status quo. This mindset of innovation not only improves adaptability but also positions the organization at the forefront of its industry.

6. Skills-oriented: Building resilient teams

While education and experience remain valuable, modern leaders recognize that skills are the true indicators of an individual’s performance and potential. They focus on identifying and developing the specific skills needed to build a resilient and future-proof team. Investing in skills training and development not only benefits the individual employees but also strengthens the organization’s ability to adapt and thrive in a dynamic environment.

Are you a forward-thinking leader?

Modern leadership is a dynamic and evolving concept, driven by empathy, a growth mindset, and a sense of purpose. Leaders who prioritize these principles create a positive and nurturing work environment, empowering their teams to excel and adapt to changing circumstances. As the business landscape continues to transform, the importance of modern leadership principles will only grow, shaping a more collaborative, empathetic, and purpose-driven world of work. Our whitepapers in collaboration with Future Talent delve deeper into leadership, the new world of work, and building future-proof teams. Get your free copy of our latest whitepaper on skills-based hiring here, or discover Leadership Mindsets of the Future, Purpose, Culture & Belonging, and the Future of Learning.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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From musician to sourcing specialist: how the drive to learn and grow can truly pay off

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From musician to sourcing specialist: how the drive to learn and grow can truly pay off

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The career stories at Hudson RPO often cover remarkable journeys, from global relocations, film premieres to transferable skills from the Olympics. John Paul’s (also known as JP) story is no different. Whether he is teaching himself to play the guitar or building a career, JP approaches learning methodically, consistently practicing and pushing himself to perfect difficult techniques.

With dedication and perseverance, JP is now an accomplished guitarist, even teaching others his craft. It’s the same mindset he carried over into his career. With a determination to continuously learn new skills, JP quickly progressed his career with Hudson RPO. This is his story.

Joining Hudson RPO

With previous experience in the world of talent, JP joined the Hudson RPO team as a Recruitment Coordinator at the Manila Centre of Excellence. Joining a growing organisation meant JP was able to develop his career and experience alongside our Australian team.

For me, it’s really important to understand how everything works and pieces together. The Recruitment Coordinator role allowed me to get hands on experience and a better understanding of how the recruitment process worked.”

JP was quickly generating exceptional results for our clients and noted for his performance, which led to the opportunity to train new starters at Hudson RPO.

Taking the next step

JP quickly became an expert in recruitment and guiding candidates through the interview process. Building his confidence and skills, he grew more motivated to take his skills further. Unlike other organisations JP has previous experience with, he felt confident in having an open conversation with his manager about his desire for a new challenge, and when the opportunity presented itself, JP took the next step into a Talent Assessor role.

Leadership here is stellar. They are very open to hearing what you want to do. When you are ready to move into a new role they support you."

Learning & Development

Much like when he was learning to play the guitar, JP jumped into his role headfirst, quickly developing his skills and knowledge. Classroom-based training offered at Hudson RPO gave JP the chance to develop a strong learning mindset and helped build the foundation for his learning. JP attended several internal training courses and best-practice sessions. When Hudson RPO acquired a business in India – 247, JP was provided a key opportunity to apply his skills in a project, focusing on improving candidate engagement:

JP playing guitar in a band

“The project with 247 really gave me the opportunity to develop and hone my proactive talent engagement skills. Up until this point, I had only phone screened active candidates but for this project, I was the key contact for passively sourced candidates so the style of call was completely new to me. I really had to quickly capture the candidates attention, figure out what would motivate them to change roles, and then get them excited about the positions we were recruiting.”

Supported development

As an extension of JP’s approach to learning, he is also a firm believer that it’s up to the individual to drive their career. Spurred on by his passion for engaging candidates and with the support of his manager, JP progressed again, this time into a role in the tech sourcing team.

Coming into a new role is not without its challenges. JP highlights how in addition to the structured learning and development he’s received, the support of his team and his manager have been crucial in helping him succeed in the Sourcing team.

Starting a new role and learning new things isn't always easy. But with determination you will get through it, everyone is here to support you."

“I love our daily stand ups; it really brings a lot of value to the role I’m in. When you have challenges, you can voice them to the team and get instant feedback from people who have similar experiences. It’s really helped in getting to me where I am now,” JP shares.   

What’s next

As for what’s next, JP is focused on excelling in his current role as a Sourcing Specialist, but ultimately, he hopes to take on a Team Lead role in the next 5 years.

I’m here for the long haul because I know that I will have the support I need to achieve my career goals at Hudson RPO.”

John-Paul’s journey from self-taught musician to successful sourcing specialist is a testament that personal passions can directly nurture and enhance your professional skills. With determination and willingness to learn, JP has shaped the career he wants at Hudson RPO within our Manila Centre of Excellence. Are you looking to join a supportive team with opportunities for learning and development? Find out more about careers at our Manila CoE.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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Four steps to integrate Learning and Development into your talent strategy

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Four steps to integrate Learning and Development into your talent strategy

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In the ever-evolving world of work, skills have become an exchangeable currency. Forward-thinking organizations recognize the importance of attracting and retaining top talent by focusing on potential within their existing workforce. Instead of relying solely on external hires, these companies are leveraging innovative methods, particularly Learning and Development (L&D) programs, to nurture and develop the skills of their employees. Rajan Mirpuri, Solutions Director EMEA, shares four steps organizations can take to harness L&D as a strategic tool for future organizational success.

1. Audit your current skill supply

The first step organisations should take is a thorough audit of their current skill supply. This process involves assessing the skills of current employees across roles and departments and using these to predict their development potential. This goes beyond formal education or years of experience, and rather speaks to a demonstrated skill set as an indicator of future performance. For example, someone regularly undertaking reporting tasks in their current role, might demonstrate acumen to be successful in data and analytics in the future. By prioritising skill development opportunities and establishing clear learning objectives, organisations can create a comprehensive development plan that outlines the necessary actions and resources to bridge future skills gaps. This skill supply audit lays the foundation for the effective utilisation of L&D programs, enabling organisations to nurture and develop the talents of their existing workforce in alignment with future success goals.

About 40 percent of employers considered retention through Learning and Development programs as a top priority for this year. We are now seeing a significant shift in focus across the talent landscape as employers recognize the immense value of L&D programs. By investing in these initiatives, companies can enhance skills, foster retention and build a resilient workforce that is well-equipped to overcome future challenges.

Rajan Mirpuri - Solutions Director EMEA

2. Map your future skill needs

Now that you have a clear understanding of your existing skill supply, the next step is to map the skills you will need in the future. By comparing your current skill supply with the anticipated future demand, you can pinpoint any skill areas that require attention, enabling you to identify the specific skills that will be crucial for your organization’s success in the coming years. By proactively mapping these future skill needs, organizations can tailor their talent acquisition strategies to attract candidates who possess the desired skills, even if their experience may vary. This forward-thinking approach ensures a workforce that is equipped with the necessary skills to thrive in, what we anticipate to be, a dynamic future.

3. Building a Learning & Development department

Building upon the foundation laid by the skill supply audit and future skills map, the next crucial step is to create a fit-for-purpose Learning and Development (L&D) strategy. Your L&D strategy will play a pivotal role in developing the skills of the future. By assessing the current capabilities of the L&D department and aligning its strategy with future skill needs, organizations can ensure the department’s readiness to drive effective learning initiatives. Depending on your ambitions, this could look like internal and external partnerships, building development pathways for employees and regular learning and development audits. By investing in the L&D department, organizations strengthen their ability to lead successful skill development initiatives while leveraging benefits in employee attraction and retention.

By emphasizing skills-based pathways, organizations can build a more flexible and agile workforce that can readily respond to market shifts and disruptions.

4. Build skills-based pathways

The final phase is to establish skills-based pathways for employees, that aim to create a more resilient and secure workforce. This approach involves identifying key skill clusters or domains and designing clear progression pathways that outline the skills, knowledge, and experiences required for each level. By offering targeted training programs, mentorship, and on-the-job experiences, organizations can actively develop and nurture talent, enabling them to upskill and adapt to evolving business needs. Additionally, by emphasizing skills-based pathways, organizations can build a more flexible and agile workforce that can readily respond to market shifts and disruptions.

As skills become the new currency in the dynamic world of work, harnessing the power of Learning and Development (L&D) is essential. By conducting a skill supply audit, mapping future skill needs, empowering the L&D department, and establishing skills-based pathways, organizations can cultivate a resilient and secure workforce.

Building a Skills-based Organization

Skills are the most valuable asset in the modern workplace. Learn how to leverage them to gain a competitive advantage in our latest whitepaper with Future Talent Learning.
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Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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Redesigning work for employee wellbeing: how employers combat burn-out risks in Asia Pacific

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Redesigning work for employee wellbeing: how employers combat burn-out risks in Asia Pacific

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In today’s fast-paced and demanding work environment, employee wellbeing has emerged as a critical factor for both individual and organizational success. The World Health Organization (WHO) defines burnout as an occupational phenomenon resulting from chronic workplace stress. As burnout rates continue to rise, employees are seeking workplaces that prioritize their wellbeing. In fact, according to the Mercer Talent Trends report 2022-2023, thriving employees are seven times more likely to work for a company that prioritizes employee wellbeing. In this blog, we will explore the importance of employee wellbeing and discuss how employers can redesign their work practices and benefits packages to retain talent, boost wellbeing, and enhance productivity.

Australia & New Zealand: Mental health, flexibility and cost-of-living adjustments

The landscape of employee wellbeing in Australia and New Zealand (ANZ) is undergoing significant changes. The number of companies measuring burnout risk has nearly doubled since 2020, indicating a growing recognition of the detrimental effects of burnout on both employee wellbeing and organizational performance. Furthermore, financial, physical, and mental wellness have reached their lowest points in two years, underscoring the urgent need for organizations to address these areas of wellbeing and foster a supportive work environment.

Responding to these challenges, 43% of Australian leaders are actively redesigning work practices to prioritize employee wellbeing. This involves reevaluating workloads, promoting work-life balance, and implementing flexible working arrangements. Moreover, 24% of organizations in ANZ have already started offering cost-of-living adjustments or wage increases to acknowledge the importance of employee wellbeing. Looking ahead, 63% of these organizations plan to expand their benefits packages in 2023, incorporating programs that cater to physical, mental, and financial wellbeing. These proactive measures reflect a growing commitment to nurturing a healthy workforce and recognizing the critical role of employee wellbeing in driving success.

Asia: Flexible working, health benefits and retirement security

Employee wellbeing is gaining significant attention in Asia, as organizations recognize its importance in attracting and retaining top talent in the region. Delivering on total wellbeing strategies has emerged as one of the top 10 HR priorities in Asia for 2023, reflecting a shift in acknowledging employee wellbeing as a crucial aspect of organizational success.

Health, flexible working options, and retirement security are the top three benefits desired by employees in Asia. These priorities highlight the need for organizations to provide comprehensive support across different dimensions of employee wellbeing, ensuring that employees feel supported in their physical, mental, and financial health. Approximately 50% of employers in Asia have already recognized the positive impact of flexible working options on work-life balance and overall wellbeing. This trend aligns with the changing expectations of employees and the evolving nature of work. By offering flexible working arrangements, organizations are empowering their workforce to manage their time effectively and foster a healthier work-life integration.

Financial security is another significant concern for employees in Asia, and organisations are taking note. Around 14% of employers have plans to invest in financial wellness programs to enhance long-term financial security for their workforce. By providing resources and guidance on financial management, organizations can alleviate stress and improve the overall financial wellbeing of their employees.

Do your benefits allow your people to thrive?

The importance of employee wellbeing cannot be overstated. Organizations must recognize the impact of burnout and prioritize wellbeing initiatives to retain talent and drive productivity. The ongoing trends in ANZ and Asia demonstrate a shift towards redesigning work practices and benefits packages to accommodate the holistic needs of employees. By providing support across physical, mental, and financial dimensions of wellbeing, employers can create a workplace that fosters engagement, reduces burnout, and enhances overall employee satisfaction. Is your benefits package set up to compete for talent? Talk to one of our talent experts.

Hudson RPO

Content Team

The Hudson RPO Content Team is made up of experts within the Talent Acquisition industry across the Americas, EMEA and APAC regions. They provide educational and critical business insights in the form of research reports, articles, news, videos, podcasts, and more. The team ensures high-quality content that helps all readers make talent decisions with confidence.

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