Are your employees engaged, not engaged or disengaged? November 2011 ~ FIELD FORCE EXCELLENCE ~ TM PHARMA | MEDICAL DEVICES | DIAGNOSTICS | SURGICALS A BroadSpektrum Healthcare Business Media’s Corporate Social Responsibility Iniave Vol. 1 Issue 4 MedicinMan Editorial www.medicinman.net According to Gallup‘s recent global survey on Employee Engagement and Wellbeing, only 11% of workers are engaged. In other words, only one in nine employees are emo- tionally connected to their workplaces and feel they have the resources and support they need to suc- ceed. The majority of workers, 62%, are not en- gaged — that is, they are emotionally detached and are likely to do just what is necessary to keep their jobs. And 27% are actively disengaged, indicating they view their jobs nega- tively and may spread that negativity to co-workers. The findings are based on an unprecedented study of engagement involving 47,000 employees in 120 countries. As the Employ- ee Engagement Meta Analysis Outcomes show, Disengagement impacts everything from Absen- teeism to Safety to Quality INSIDE MEDICINMAN AMLESH RANJAN‘S FASCI- NATING RISE FROM MR TO ASSOC. DIRECTOR POWERED BY EXCELLENCE AND VALUES. 8 HOT ON LINKEDIN: IS PHARMA TOO STEEPED IN TRADITIONS TO ATTRACT GEN-Y? 3 HBR STUDY REVIEW: THE 7 TRAITS OF GREAT SALESPEOPLE 4 INDIAN PHARMA - THE FUTURE IS HERE: REPORT ON THE PHARMA FUTURE KNOWLEDGE CONCLAVE. SALIL KALLIANPUR 6 NO FIRE? DON‘T HIRE! WILLIAM FERNANDEZ 11 ARE YOU SELLING DRUGS OR CREATING HEALTHCARE COMPANIES? HANNO WOLFRAM 12 INDUCTION: OPPORTUNITY TO LEARN BY SEEING V. SRINIVASAN 13 EMOTIONAL INTELLI- GENCE - INSIGHT FOR BE- GINNERS VIJAYA SHETTY 14 SUCCESS STORY EDITOR‘S PICK Employee is the New Customer negatively and Engage- ment leads to better Cus- tomer Satisfaction, Higher Productivity and Greater Profitability. It is time that managers at all levels develop metrics to meas- ure the engagement levels of their co-workers and map these to desired out- comes and work towards building a more engaged Field Force rather than just managing attrition. Read full report on: http://bit.ly/gallups12 . ▌ MedicinMan wishes all its readers Success and Happiness—both Personal and Professional this Festive Season !
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Are your employees engaged, not engaged or disengaged?
November 2011
~ F I E L D F O R C E E XC E L L E N C E ~
TM
P H A R M A | M E D I C A L D E V I C E S | D I A G N O S T I C S | S U R G I C A L S
A BroadSpektrum Healthcare Business Media’s Corporate Social Responsibility Initiative
Vol. 1 Issue 4
MedicinMan
Editorial
www.medicinman.net
According to Gallup‘s
recent global survey on
Employee Engagement
and Wellbeing, only 11%
of workers are engaged. In
other words, only one in
nine employees are emo-
tionally connected to their
workplaces and feel they
have the resources and
support they need to suc-
ceed. The majority of
workers, 62%, are not en-
gaged — that is, they are
emotionally detached and
are likely to do just what is
necessary to keep their
jobs. And 27% are actively
disengaged, indicating
they view their jobs nega-
tively and may spread that
negativity to co-workers.
The findings are based on
an unprecedented study
of engagement involving
47,000 employees in 120
countries. As the Employ-
ee Engagement Meta
Analysis Outcomes show,
Disengagement impacts
everything from Absen-
teeism to Safety to Quality
INSIDE MEDICINMAN
AMLESH RANJAN‘S FASCI-
NATING RISE FROM MR TO ASSOC. DIRECTOR POWERED BY EXCELLENCE AND VALUES.
8
HOT ON LINKEDIN: IS PHARMA TOO STEEPED IN TRADITIONS TO ATTRACT GEN-Y?
3
HBR STUDY REVIEW: THE 7 TRAITS OF GREAT SALESPEOPLE
4
INDIAN PHARMA - THE FUTURE IS HERE: REPORT ON THE PHARMA FUTURE KNOWLEDGE CONCLAVE. SALIL KALLIANPUR
6
NO FIRE? DON‘T HIRE!
WILLIAM FERNANDEZ 11
ARE YOU SELLING DRUGS OR CREATING HEALTHCARE COMPANIES? HANNO WOLFRAM
12
INDUCTION: OPPORTUNITY
TO LEARN BY SEEING
V. SRINIVASAN 13
EMOTIONAL INTELLI-
GENCE - INSIGHT FOR BE-
GINNERS VIJAYA SHETTY
14
SUCCESS ST
OR
Y
EDITOR‘S PICK
Employee is the New Customer negatively and Engage-
ment leads to better Cus-
tomer Satisfaction, Higher
Productivity and Greater
Profitability. It is time
that managers at all levels
develop metrics to meas-
ure the engagement levels
of their co-workers and
map these to desired out-
comes and work towards
building a more engaged
Field Force rather than
just managing attrition.
Read full report on:
http://bit.ly/gallups12 . ▌
MedicinMan wishes all its readers Success and Happiness—both Personal and Professional
this Festive Season !
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TM
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MedicinMan Academy
A One-Day Power-Packed Program
to Fast-track Your Pharma
Sales Career based on the
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GreenHorn
If you are Satisfied with your Career, then Congratulations,
you needn’t read further; but if you believe that you could
do more but don’t know how, then this program is just for you.
Note: Comments have been paraphrased. Click on the commenters‘ name to see Linkedin Profile
Hot on Linked
Great ideas have not come from business schools but from the field.
Many times we seniors turn a deaf ear to suggestions from the field
or turn down saying its impractical. That‘s the beginning of conflict
and non-implementation of existing strategies. Every one needs to be
heard. As we grow, we seniors should learn to be patient listeners.
If you can listen to any rubbish from customers why not listen to suggestions
from a junior? Sanjeev Deshpande
I don't think the Gen Y is irreverent. They are merely opinionated and have strong
viewpoints. They need to be heard. This is where Indian Pharma is lacking. They
are treated as learners and trainees but they are definitely also a part of the target
audience. They know how and where customers can be tapped. Devanshi Mayani
MedicinMan Vol.1. Iss.4.
Is Indian Pharma too Steeped in Past Tradition to Attract Gen Y? Gen Y, while talented, is also irreverent of traditions like addressing seniors as 'Sir'. What changes will Indian Pharma need to undergo?
You must also look at the status of an M.R. Till date they remain blue collared people (not even workmen).
A whole list of responsibilities, dodgy Doctors, skinning chemists/stockists, unhealthy work culture, indif-
ferent/inexperienced bosses, package not justifying the efforts required. Has anyone bothered to compare
the growth pattern, social security of a M.R. with that of any Class 4 employee? Talking of Big degrees like
MBA (available at every nook and corner), expecting, them to be reverent, agree to illogical strategies, work ethics,
seems funny. Remember, this industry has no value for experience. The number of years experience as an M.R. has no
value in the job market when he/she ,seeks a job change at 45years of age. All the Pharma companies want to sell
their products, without promoting. Shekhar Kumar Prasad
I am not Gen-Y but Gen-Y takes many things for granted. Agreed, they have graduated with B.Pharm or
M.Pharm degrees but what is taught in classes and books is mere theory. Gen-O, (I am part of Gen-O) has
hands-on knowledge plus that little thing called experience. Experience is not available in any book. And I
do not see any reason why Gen-Y will not be respected; respect is not got but is earned. Please let not
M.Pharms be on a high stool since what they are taught is only theory. Come with an open mind, absorb knowledge
and rise in the field. Prem Goel
Our Consultant, a brilliant person, who was a B. SC. then, (who went on to launch a pharma company lat-
er), had joined as MR in an MNC in early 1950s. He told that then a doctor had advised him once to quit
the profession as it is not noble, guys smoke and take to drinks (a taboo then for a large part of the socie-
ty). He also said that marriage proposals were difficult to come by. However, he had a passion for the field
and was highly successful, working as consultant till age 78+. Later this very profession was to offer one of the finest
salaries, chances of quicker growth (MR to VP/President or even MD). Why then has it turned almost a full circle?
Definitely the Profession has lost zeal at MR level. Dr. Ulhas Ganu
As seen on Indian Pharma Connection
We should talk about MR only when the higher management is ready to take risks with new and innovative
strategies. This would motivate an MR by getting him out of the boredom. If MRs don‘t get respect (as they
seem to think) it is because they are unable to get the attention of the customer. This is because they use
mundane selling tactics with no innovation. Why is there no innovation? Several Reasons. It is difficult to
get out of one‘s comfort zone to try something new It is a risky proposition. We believe we should give only what our
customers demand (even though customers themselves are often unaware of where they stand). Imitating other com-
panies. Belief that we shouldn‘t give "Gyan" to our doctors, and much more. Dr. Shalini Ratan
Visit Indian Pharma Connection on Linkedin for more such insightful discussions.
Join MedicinMan on Linkedin: http://linkd.in/medicinman
Success Story: Palajori to Dusseldorf by Amlesh Ranjan
MedicinMan Vol.1. Iss.4. MedicinMan Vol.1. Iss.4.
Featured Thought Leader
Amlesh speaking at the Eyefor Pharma event in Germany
LinkedinSight
MedicinMan Vol.1. Iss.4.
10
II. Profitability
(a) Gross Profit Target of Rs. Mn. and GP Margin of %
to Sales
(b) Expenses at or under Rs. Mn and at % to Sales
(c) Regional Contribution target of Rs. Mn a Contrib.
Margin of % to Sales
III. Productivity
(a) Average Total Productivity Increase of %
(b) Promoted Products Productivity Increase of %
(c) SLSM will move from Quadrant to Quadrant
(d) Movement from Quadrant 1* FLSMs: Reps:
(e) Movement from Quadrant 2* FLSMs: Reps:
(f) Movement from Quadrant 3* FLSMs: Reps:
*The 3 quadrants pertain to the 3 Pillars- Results/ Activi-
ties/ Leadership Behaviors at each level in the hierarchy.
IV. Rx Objectives
(a) Total Rx Volume Increase
(b) Promoted Products Rx Increase
(c) Avg. Total Rx Value Increase
(d) Avg. Promoted Products Rx Value Increase
V. Regional management
(a) No Bad Debts in The Region
VI. Field Force Metrics
(a) % Reps on target
(b) % FLSM‘s on Target
(c) Sales Calls per Day Average
(d) % Customer Reach vs. Target
(e) % Customer Coverage Frequency vs. target
(f) % SLSM time on the field
(g) % FLSM time on the field
(h) % Rep time out of the field
Q. What are the 3 most important KRAs for second line managers in Healthcare?
A. The three important KRAs for second line Sales Staff in Health Care are:
1) Managers must at least once develop first hand con-
tact / coverage by Drs., Healthcare Facilities, Newer
emerging HC trends / Facilities in his / her territory.
Periodic, Personal contact with key referring Doctors/
institutions as per his/her schedule calendar.
2) Periodic Mapping of Parent Hospital's Clinical Program Marketing share vis-à-vis main competitors in terms of
revenues / volumes, Addition / Deletion of new Consultants, Addition / Deletion of technology and Addition /
Deletion of additional space plus major partnerships and alliances.
3) Performance appraisal with respect to variance in business compared to target per clinical program assigned to
Sales Manager by Dr., Areas, Corporate business, addition of new channel partners etc.
Q. What are the Most Important KRAs for Second-line Managers in Pharma?
I. Sales
(a) Total Sales of Rs. Mn. and a growth of % over previ-
ous year
(b) Promoted Sales of Rs. Mn. and a growth of % over
previous year
(c) Mkt Sh% growth for the Total Region from % to %
(d) Mkt Sh% growth on Priority portfolio (Regional)
from % to %
(e) Volume growth of % over previous year
(f) New Product launches with Sales of Mn. in Year of
Launch
Business Insight for Second-line Managers
Insight shared by Keith Pinto on Linkedin Group Pharma Trainers Forum. Keith Pinto is Sr. GM—Training and Management Development at GSK.
Insight shared by Dr. Dev Taneja on Linkedin group Indian Healthcare Industry. Dr. Taneja is VP - Planning, Systems and Strategy at Seven Hills Hospital, Mumbai
Join MedicinMan on Linkedin here: http://linkd.in/Join MedicinMan on Linkedin here: http://linkd.in/medicinman
How Front-line Managers as Talent Scouts can Reduce the Impact of Attrition
NO FIRE? DON’T HIRE ! Vision of the Organiza-
tion – If you want to lead,
pay like a leader to attract
the best talent. Mediocre
companies attract mediocre
people.
Goal of the Organization
– Organizations focusing on
short term goals never both-
er about reducing attrition
and creating talent pool.
Investment in People –
How much will you invest on
people development is im-
portant as people stay on in
―learning organizations‖.
Interview Process - Every
Manager has to be ready for
attrition. Front-line Manager
must be a talent scout and
have number of potential
candidates in mind in case of
vacancy. He should scout for
potential candidates while
working in the field. Vacan-
cies in high potential territo-
ries should be carefully filled
with right candidates. Wrong
selection will do more harm
than good.
The following are 5 Steps
to ensure ‗Right Fit‘:
Step 1: Physical Appearance
– Person should be physical-
ly fit and presentable in ap-
pearance with good attire
sense and enthusiasm as
MR‘s job involves lot of leg
work and meeting highly
qualified people.
Step 2: Family Background
is very important as a person
with needy background will
be hardworking and more
stable.
Step 3: India is made up of
small towns. Here reading
English is more important
than fluency in spoken Eng-
lish. Fluency in Regional lan-
guage is also important. To
Sell You have to Spell, Pro-
nunciation part plays im-
portant part in Detailing.
Therefore reading text of
Visual Aid should be integral
part of Interview.
Step 4: Education Back-
ground – Pharma Selling
involves scientific communi-
cations. So preference
should be given to Pharmacy
and Science graduates.
Street-smart Arts and Com-
merce graduates with right
attitude, skill and enthusi-
asm also perform well.
Step 5: Using NDA formula
for final selection:
Need+Desire+Attitude.
(NDA) formula should be
used for final selection as
skills can be developed by
training. People with need,
desire to succeed and right
attitude will work better and
work for a longer time.
Post Hiring Actions -
After Training and Induc-
tion, Feedback and Perfor-
mance Appraisal are im-
portant to develop and retain
good performers. Regular
and specific feedback is very
essential to develop new MR.
Scouting, recognizing and
nurturing a talent pool to
meet the future needs by
FLMs will help reduce the
impact of Attrition. ▌
Attrition! Attrition! At-
trition! People every-
where are blaming attri-
tion for nonperfor-
mance. Attrition is prevalent
across industries including top
organizations like Infosys.
Pharmaceutical Industry, espe-
cially Sales and Marketing
have been hit badly. Career
oriented people are being of-
fered choices by other indus-
tries like IT, Real Estate, Hos-
pitality, Banking and Retailing.
We must accept the fact that
attrition is the order of the day
and it is not likely to reduce in
future. We can only reduce the
impact of it by applying right
HR policies in the organiza-
tion. However Front-line Man-
agers can also minimize the
impact of Attrition through
Right Selection, Recruitment
and Interview Process to en-
sure ―Right Fit‖. Three im-
portant aspects must be con-
sidered while making recruit-
ment policies:
MedicinMan Vol.1. Iss.4. MedicinMan Vol.1. Iss.4.
William Fernandes
Sr. Training Manager
Blue Cross Labs
The 7 Deadly Sins of Recruitment -Performia Australia
MRs must learn to use Emotions powerfully; like the Airtel ad where a grandson returns home & makes his father to re-connect with grandfather after years of separation. —Ed.
MedicinMan Vol.1. Iss.4.
AS MORE AND
MORE PEOPLE
ACCEPT THAT
EMOTIONAL
INTELLIGENCE
IS JUST AS
IMPORTANT TO
PROFESSIONAL
SUCCESS AS
TECHNICAL ABIL-
ITY, ORGANIZA-
TIONS ARE
INCREASINGLY
HIRING SALES
PERSONNEL
BASED ON THEIR
EMOTIONAL
INTELLIGENCE.
Vijaya Shetty is a senior
consultant with Identity
Business Solutions Hub.
She has 15 years work ex-
perience in the Pharma
Industry . 14
MedicinMan Vol.1. Iss.4.
Career Development Resources for Medical
Reps and Front-line Managers
Rs. 599/-
Rs. 799/-
To place your orders or find out more about Career Development Programs :
“SuperVision for the SuperWiser Manager is a must for front-line managers of every pharma company. It is tailor-made to transform Medical Reps to leadership positions.” Akshya Mahapatra, Head–Sales and Marketing, Glenmark Pharmaceuticals
“If you are willing to read HardKnocks for the GreenHorn, it means you are willing to do whatever it takes to build your career.” - K. Hariram, Managing Director, Galderma
The position of Medical
Rep offers the maxi-
mum opportunities for
career development for
those who are willing
and determined; even
though field sales profes-
sionals enter Pharma in-
dustry by chance rather
than choice. This is not
bad in itself. Many im-
portant decisions about our
life have been made for us
and we did not have any
choice in deciding key is-
sues like who our parents
were, what name we would
carry, the place of our
birth, the color of our skin
and so many other things
about which we wish we
had a choice.
Many people even change
their names because they
are embarrassed with their
names like ‗Chironji Lal
Khosla‗ in the movie
―Khosla Ka Ghosla‖. Mov-
ies are great entertainers as
well as teachers, provided
we are willing to reflect on
the message and learn.
Movies like ―Titanic‖ are
great because they speak
about challenges and
choices that all of us have
to face and overcome in
career and life. In the
Career Development – Chance or Choice? movie ―Titanic‖, Leonardi
Di Caprio, says that life is
like a game of cards, you
cannot choose which cards
are dealt to you. But you
can choose how well you
will play the game with the
cards you have. In the
same way you may have
become an MR by chance,
but you need not leave your
career development to
chance. In the past three
issues of MedicinMan,
we have featured MRs
who entered the pro-
fession by chance but
made it a choice to ex-
cel in their work. Every-
one can learn a lot from
these role models of how to
turn chance into choice. ▌
MedicinMan Vol.1. Iss.4.
Chironji Lal Khosla (first from left), often felt helpless about his place in life and society; this attitude changes dramatically over the course of the movie.