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Products & Services Medical Affairs Structure, Staffing and Budgets

Hybrid Work Models for Medical Affairs Organizations – Model Types and Staffing

ID: 5727


Features:

10 Info Graphics

20 Data Graphics

450 Metrics


Pages/Slides: 37


Published: 2022


Delivery Format: Online PDF Document


 

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  • STUDY OVERVIEW
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Non-members: Click here to review a complimentary excerpt from "Hybrid Work Models for Medical Affairs Organizations - Model Types and Staffing"


STUDY OVERVIEW


With the pandemic waning, Medical Affairs leaders must decide what is the right hybrid model for each organization: continue to work remotely, return to all in-person, or develop a flexible hybrid approach?

This Best Practices, LLC study examines the changing forms, features, conditions, and triggers for hybrid work models that are best suited for a flexible and resilient Medical Affairs organization.

This primary care research project probes and profiles how different medical organizations are using technology, shifting and shaping staff roles, adjusting remote vs. in-person work schedules, shrinking or expanding facilities, and planning post-pandemic.

Medical Affairs leaders can use to this report to develop a hybrid work model that is best suited for their organization.

KEY TOPICS

  • Types of Medical Affairs Work Models
  • Activities & Staffing in Successful Hybrid Models

KEY METRICS

I. Types of Work Models

  • Time spent by Medical Affairs staff in each work venue (remote, company office, customer site / in field) during the pandemic
  • Time spent by Medical Affairs staff in each work venue post-pandemic
  • Leadership levels of “work from home” decision makers for each kind of Medical Affairs employee
  • Expected amount of time to be spent in office for medical team leaders vs. frontline staff and other team members

II. Activities & Staffing in Successful Hybrid Models

  • Well-suited and poorly-suited Medical Affairs activities for being executed in a hybrid or virtual manner
  • Effectiveness of medical activities in terms of their suitability to be conducted in a virtual work environment where people connect remotely
  • Effectiveness of communication and education activities in terms of their suitability to be conducted in a virtual work environment where people connect remotely
  • Effectiveness of governance and planning activities in terms of their suitability to be conducted in a virtual work environment where people connect remotely
  • Effectiveness of evidence activities in terms of their suitability to be conducted in a virtual work environment where people connect remotely
  • Effectiveness of thought leaders and influencers activities in terms of their suitability to be conducted in a virtual work environment where people connect remotely
  • Medical Affairs activities that are best-suited to virtual execution
  • Medical Affairs activities that are worst-suited to virtual execution
  • Turnover rate experienced within different parts of Medical Affairs organization over the last two years
  • Effective tactics in evolving staffing needs to reflect the hybrid work environment of the workforce
  • Most influential factors in establishing the continuation of at least partial remote work
  • Changes sought in qualifications / experiences when hiring employees who will work in a hybrid

SAMPLE KEY FINDINGS

  • Digital transformation can drive better modular content, streamlined approval of digitized assets across stakeholders, & break down siloes between teams/regions
  • Coordinate schedules so critical meetings happen during “in-office” team days (onboarding, training, team-building, etc.)

METHODOLOGY

The study engaged 51 Medical leaders from 39 pharma companies.

Industries Profiled:
Pharmaceutical; Biopharmaceutical; Manufacturing; Biotech; Consumer Products; Diagnostic; Medical Device; Health Care; Communications; Clinical Research; Laboratories


Companies Profiled:
Alexion Pharmaceuticals; Asklepion Pharmaceuticals; LLC; ASC Therapeutics; AstraZeneca; Baxter BioScience; Bayer; Boehringer Ingelheim; Bionorica SE; Cipla; Eisai; Elevation Oncology; Lilly; Ferozsons Laboratories Limited; GE Healthcare; Grifols; Heron Therapeutics; Incyte; Ipsen; Jazz Pharmaceuticals; Kinnate Biopharma; MerckSerono; Merz Aesthetics; NexGen Healthcare; Novartis; Novavax; OPEN Health; Orchard Therapeutics; OTSUKA; Pfizer; Roche; Sage Therapeutics; Sandoz; Sanofi; Santen; Servier; Supernus; Terumo Corporation; Teva Pharmaceutical Industries Ltd; UCB Pharma

If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.