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Products & Services Medical Affairs Structure, Staffing and Budgets

Medical HQ Excellence: Building a World-Class Medical Affairs Onboarding and Training Function

ID: POP-348


Features:

8 Info Graphics

36 Data Graphics

570+ Metrics

18 Narratives


Pages: 53


Published: 2022


Delivery Format: Shipped


 

License Options:


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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
  • STUDY SNAPSHOT
  • KEY FINDINGS
  • VIEW TOC AND LIST OF EXHIBITS
With rapid expansion in Medical Affairs’ responsibilities in recent years, the need for a best-in-class Medical Affairs onboarding and training program has never been greater. Leading biopharma companies have dedicated Medical HQ Onboarding and Training functions to effectively prepare new medical leaders in meeting the growing demands of their multifaceted roles.

Best Practices, LLC undertook this benchmarking research to explore how leading biopharma companies onboard and train key Medical HQ personnel, including Associate Scientific Directors, Scientific Directors and Therapy Area leads. This report captures benchmarks on Medical Affairs onboarding and training program management, staffing, training formats, platforms, timelines, and performance assessment.

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


Companies Profiled:
Astellas; Boehringer Ingelheim; Boston Scientific; CSL Behring; Eisai; Eli Lilly and Company; Eurofarma; GE Healthcare; GlaxoSmithKline ; Ipsen; Kyowa Kirin; Milestone Pharmaceuticals; Novartis; Rhythm Pharmaceuticals; Sandoz; Sanofi; Servier; Teva Pharmaceutical Industries Ltd; Torrent Pharmaceuticals Ltd.

Study Snapshot

Best Practices, LLC engaged 20 Medical Affairs leaders from 19 life sciences companies in this research through a benchmarking survey. Deep-dive interviews were also conducted with six onboarding/training leaders to capture further insights.

Key topics covered in this report include:

  • Medical Affairs onboarding and training program management
  • Program structure and staffing
  • Key competencies and effective tools
  • Program timelines
  • Program evaluation

Key Findings

Select key insights uncovered from this report are noted below. Detailed findings are available in the full report.

  • Staffing and Topics Supported: Companies allot an average of 3 FTEs for Medical HQ onboarding and training program, supporting 38 total training topics.
  • Content Delivery: Medical Affairs staff lead SOPs / policies, scientific, medical strategy, and career path. IT leads technology and tools.
  • Program Assessment: 71% of Medical HQ onboarding and training groups use certification to ensure competency.

Table of Contents

Sr. No.
Topic
Slide No.
I.
Executive SummaryPg. 4
II.
Structure, Staffing and Program ScopePg. 10
III.
Program Planning, Management and ExecutionPg. 17
IV.
Key Competencies, Formats and ToolsPg. 30
V.
Program Timelines, Effectiveness and AssessmentPg. 41
VI.
Participant DemographicsPg. 50
VII.
About Best Practices, LLCPg. 53

    List of Charts & Exhibits

    I. Executive Summary

    • Lead functions for overall onboarding & training program management
    • Groups involved in HQ training programs
    • Core competencies: Importance x Training Time
    • Hallmarks of world-class training and onboarding programs

    II. Structure, Staffing and Program Scope

    • Roles within the Medical HQ organization and roles receiving formal training from the Medical HQ
    • Structure of Medical HQ organization
    • Number of Medical employees subject to training requirements in the Medical HQ
    • Number of FTEs allocated to Medical HQ onboarding and training
    • Number of Medical HQ onboarding and training staff supporting Functional Skills areas versus Scientific Knowledge areas
    • Total number of topics included in the Medical HQ onboarding and training program
    • Average number of training topics per FTE

    III. Program Planning, Management and Execution

    • Staff responsible for delivering onboarding and training content to employees
    • Functions primarily responsible for managing each onboarding and training component
    • Lead functions for program planning and curriculum development
    • Lead functions for program execution and training delivery
    • Functions primarily responsible for managing each onboarding and training component – SOPs, policies, and processes
    • Functions primarily responsible for managing each onboarding and training component – Technology, tools, and materials proficiency
    • Functions primarily responsible for managing each onboarding and training component – Scientific content
    • Functions primarily responsible for managing each onboarding and training component – Medical strategy
    • Functions primarily responsible for managing each onboarding and training component – Leadership, communication, and other soft skills
    • Functions primarily responsible for managing each onboarding and training component – Career path / professional development
    • Creation of learning pathway
    • Ownership and maintenance of Learning Management System (LMS)

    IV. Key Competencies, Formats and Tools

    • Key competencies for training the medical leaders
    • Executive narrative around training needs of scientific directors
    • Effectiveness of each of the listed features included in the learning platform used by benchmarked organizations to ensure accountability and successful completion of onboarding and initial training
    • Ensuring competency on the part of newly trained employees
    • Channels used for conducting onboarding and training programs
    • Top-ranked modalities for driving learners toward competency
    • Usage level vs. Effectiveness rank of modalities
    • Ideal amount of time for each kind of virtual session to maximize training impact while acknowledging time limitations
    • Effective technologies or tools to drive engagement in the virtual setting
    • Lessons learned about creating an onboarding and training program that effectively prepares new Medical HQ leaders and serves the mission of the organization

    V. Program Timelines, Effectiveness and Assessment

    • Time required for a new Medical HQ employee to complete entire onboarding and training program
    • Hours of training spent around each of the listed core competencies
    • Effective approaches for onboarding and training new Medical HQ personnel
    • Effective training schedule
    • Layering content approach across different training categories
    • Effective metrics for assessing the effectiveness of onboarding and initial training program
    • Partnership of Medical HQ training group across Medical Affairs to support world-class employee onboarding and development
    • Training gaps observed in onboarding and training programs for scientific directors

    VI. Participant Demographics

    • Geographic area representation of benchmark participants
    • Therapeutic areas supported by benchmarked Medical Affairs organizations