Health Outcomes Liaison Excellence: HOL Group Structure and Activities in the Healthcare Sector

STUDY OVERVIEW

Biopharmaceutical and medical device companies in the current outcomes-focused market depend increasingly upon Health Outcomes Liaison (HOL) staff to serve as a scientific bridge with payer organizations, thought leaders, clinical investigators and other important healthcare decision makers. As the demand for outcomes and comparative effectiveness data grows, successful companies will need to know how to fully leverage the relatively new field-based HOL function.

Best Practices, LLC, conducted this study to help pharma and biotech executives and managers identify how leading companies structure their HOL programs in an increasingly challenging business environment. The research also examines best practices in HOL management and identifies the ideal background, in education and experience, needed for an HOL to succeed. Leaders burdened with headcount constraints and insufficient resources to support new products can potentially gain critical efficiencies through the shrewd use of HOLs.


KEY TOPICS

• Health Outcome Liaison Program Span & Scope
• Health Outcome Liaison Program Resources
• Health Outcome Liaison Background & Experience
• Health Outcome Liaison Activities
• Health Outcome Liaison Involvement Over Lifecycle of Drugs

• Longevity of Health Outcome Liaison group
• Health Outcome Liaison reporting structure
• Health Outcome Liaison executive oversight
• Geographic span in which companies employ Health Outcome Liaisons
• Total estimated budget for company’s Health Outcome Liaison program for the last fiscal year
• Size of HOL program
• Most common Therapeutic Areas in which HOLs are employed
• Ratio of products per HOL
• Preferred level of education required to become an HOL
• Typical HOL compensation levels based upon experience
• Frequency of ongoing training provided to HOLs

• On Average, HOL Programs Are Less than Five Years Old: The majority of Health Outcome Liaison programs are in their early development, with only 25% of respondents indicating that their programs have been in place for seven years or longer.
  
  
• Generalist Model Fosters Better Interactions: Executives favored a generalist over a specialist model for HOLs, with HOLs representing the entire book of business to their diverse customers. Generalists provide clients with the convenience of “one-stop shopping.” HOLs also gain credibility with customers when they are well-rounded and knowledgeable in multiple areas. Successful generalists are trained for deep as well as broad knowledge.
  

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