Upskilling strategies: how to develop IT talent in Pharma without losing it later

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In the pharmaceutical industry, investing in the continuous development of IT talent is a strategic necessity. But there’s an increasingly clear trend: training digital profiles does not guarantee their retention. In many cases, upskilling has become a fast lane out for top talent.

Is the pharma sector unintentionally accelerating talent loss through its own development policies? This article explores that paradox, combined with two key trends shaping the landscape: the rise of digital nomads and the seasonal appeal of summer flexibility for highly skilled professionals.

When training is not enough

Many pharmaceutical companies have made technical training a priority. E-learning platforms, certifications in cloud, AI, or DataOps, internal bootcamps… However, the data shows that the most highly trained profiles are also the most likely to leave if they can’t apply what they’ve learned.

“Upskilling without organizational change can become a résumé booster funded by the company.”

IT talent — especially high-level profiles like AI solution architects, data engineers, or cybersecurity experts — expect more than training: they want purpose, cutting-edge technology, and autonomy. If that doesn’t happen, the investment in training can become a direct pathway out, toward other companies or freelance projects.

What are the most skilled profiles looking for today?

Here are the key factors that intersect with upskilling when it comes to retention or departure:

  • Stimulating tech projects: the chance to apply what they’ve learned in real-world challenges.
  • Constant updates in tools and environments: training in cloud doesn’t help if they’re stuck in legacy systems.
  • Flexible or remote work models: especially valued among senior profiles.
  • Visibility and impact of the IT role on the business: they want to see real business results, not just tasks.

In the pharmaceutical sector, where structures tend to be more rigid and regulated, these expectations often clash with corporate culture, making it harder to retain talent despite training investment.

The digital nomad profile and its impact on pharma

At the same time, a powerful trend is taking shape: highly qualified IT professionals who prioritize geographic freedom and purpose-driven projects over stability and salary. This is the rise of the digital nomad, and Spain has become one of their preferred destinations.

So what does this have to do with pharma? More than it seems.

  • Málaga, Valencia, and Palma de Mallorca have built thriving digital hubs offering connectivity, community, and quality of life. Many digital health and biotech startups operate from these locations with fully remote models.
  • These professionals — cloud engineers, AI specialists, DevOps, data scientists — only choose pharma projects if they offer real remote work, updated tech stacks, and professional autonomy.
  • The increase in freelance, consultant, or interim digital roles offers alternatives to traditional employment contracts.
“Talent hasn’t stopped learning; it’s just stopped accepting rigid structures.”

To attract them, some pharma organizations are redefining their IT talent strategies with agile models, temporary roles, and asynchronous work setups. But most still lag behind.

Summer as an emotional catalyst for career change

July and August are more than just vacation months. For many IT professionals — especially younger ones or those with a global mindset — summer is the ideal time to reflect on their careers and prioritize lifestyle.

And what happens when they realize they can work from Cádiz, Tenerife, or Menorca, without ever setting foot in a corporate office again?

  • Searches for “remote IT jobs” in Spain increase by around 30% during summer.
  • Flexible work platforms like Malt and Workana show spikes in new professional signups between June and September.
  • Companies with fully remote or “summer flexible” policies (allowing work from anywhere during summer months) are attracting profiles that are hard to find the rest of the year.
“Searches for ‘remote IT jobs’ in Spain increase by around 30% during summer.”

The key question is: Is the pharma sector ready to compete with that kind of value proposition?

What if upskilling also had a territorial component?

Here lies an underused opportunity: leveraging upskilling as a territorial attraction tool, by offering advanced training linked to flexible locations, partnerships with tech hubs, or remote learning residencies.

“Training is no longer just about teaching; it’s about connecting professional development with lifestyle and community.”

Pharma companies that embed this vision into their IT talent strategy — combining learning, flexibility, and purpose — will gain a real advantage in a market where competition is no longer just about salary, but experience.

5 ways to avoid training talent… for someone else

  • Link every upskilling program to a clear internal career roadmap.
  • Create hybrid business-tech roles that showcase real impact.
  • Offer real geographic mobility options, especially in summer.
  • Build continuous learning journeys, not one-off training events.
  • Highlight success stories from IT profiles who have grown inside the company.

Training without retention means losing the ROI. Today’s IT talent isn’t retained through courses. It’s retained with vision, flexibility, and environments where learning matters.

Sources and further reading:

Antonio Castaño

Autor Antonio Castaño Romero