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How Artificial Intelligence is Transforming the Search for IT Talent in the Pharmaceutical Industry

Illustration of a facial recognition system with a digital robot and several human figures.
Reading Time: 3 minutes

The pharmaceutical industry faces a critical challenge today: finding highly skilled IT talent to meet the sector’s technological needs. As digital transformation continues to advance, pharmaceutical companies require IT profiles specialized in areas such as artificial intelligence, big data, cybersecurity, and content management systems (CMS), among others. However, the shortage of qualified IT talent in these fields remains one of the industry’s major concerns.

In this context, artificial intelligence (AI) presents itself as a powerful tool to optimize the process of selecting and hiring IT professionals. Through automation and data analysis, AI not only improves efficiency in finding candidates but also allows for more precise decision-making tailored to the specific needs of organizations.

AI as an Accelerator of the IT Talent Selection Process

One of the biggest challenges in hiring IT talent is the overload of resumes and profiles that need to be analyzed by human resources teams and recruiters. This process, while essential, is often lengthy and prone to human error, which can lead to suboptimal hiring decisions. Here, AI can completely transform how pharmaceutical companies identify suitable candidates.

AI tools can quickly and accurately analyze large volumes of resumes, automatically detecting profiles that best align with the job requirements. AI can identify patterns in technical skills, work experience, and other key criteria, allowing recruiters to focus on the most promising candidates. This automated pre-screening process significantly reduces hiring time and allows pharmaceutical companies to focus on a more in-depth evaluation of shortlisted candidates.

AI can quickly and accurately analyze large volumes of resumes, enabling recruiters to focus on the most promising profiles, significantly reducing hiring time.

Evaluating Skills with AI in IT Hiring

In addition to automated resume selection, artificial intelligence is also revolutionizing the way candidates’ skills are assessed. AI systems can run customized skill tests, simulate job scenarios, or use AI-powered online interviews to evaluate candidates’ technical knowledge and competencies in real-time.

For example, automated interview platforms use AI to assess not only the candidates’ technical answers but also aspects such as how they solve problems in real time, their communication skills, and their working style. These advancements allow pharmaceutical companies to ensure that the candidates they ultimately select not only have the right technical profile but also fit within the organization’s culture and team dynamics.

AI for Predicting Job Performance in IT Talent

Another key aspect of AI is its ability to predict a candidate’s future performance based on their skills and background. By analyzing historical data and patterns of job success, AI can help identify which types of profiles are most likely to perform well in a specific role within the pharmaceutical sector. This predictive approach not only improves the quality of hires but also helps reduce the costs associated with a failed hire.

For instance, AI can analyze data from current and past employees, combined with factors such as performance on specific projects, adaptability to new technologies, and overall satisfaction, to predict which candidates are more likely to integrate successfully and add long-term value to the company.

Improving Diversity in IT Hiring through AI

AI can also play a crucial role in improving diversity in IT hiring within the pharmaceutical industry. Traditionally, hiring processes can be biased due to subjective factors such as gender, age, or geographic location of candidates. AI tools, when properly configured, can eliminate these biases and help companies focus solely on the skills and potential of candidates.

Using AI to promote diversity in hiring is not only an ethical advancement but also a smart business strategy. Diverse thinking and approaches contribute to greater innovation and creativity within teams, which is crucial for success in such a dynamic and constantly evolving sector as pharmaceuticals.

AI in hiring can improve diversity in IT teams, by eliminating subjective biases and focusing the process exclusively on candidates’ skills and potential.

Ethical Challenges and Considerations of AI in IT Hiring

Although AI offers significant benefits in the hiring process, it is not without challenges. Over-reliance on algorithms without proper human oversight could lead to the exclusion of qualified candidates due to system design flaws or misinterpretation of data. Pharmaceutical companies must ensure that AI implementation in their hiring processes is transparent, ethical, and always supervised by human resources professionals to avoid such issues.

Furthermore, it is crucial that AI platforms are regularly updated with new data to stay aligned with emerging trends in technology and IT skills. Otherwise, they could become outdated and ineffective in identifying key profiles.

Adopting AI in the search for IT talent is an investment that pharmaceutical companies cannot afford to ignore if they want to remain competitive in an increasingly digitalized market.

Citations and Sources:

Keywords: artificial intelligence, IT talent, IT hiring, pharmaceutical industry, automated hiring processes, diversity in hiring, automated pre-screening, smart recruitment.

Antonio Castaño

Autor Antonio Castaño Romero

Service Profit Chain in IT: The Key to High-Performing Tech Teams in Pharma

Close-up of a shiny golden chain with metallic links on a dark background
Reading Time: 3 minutes

The pharmaceutical industry is undergoing a major digital transformation, driven by artificial intelligence, big data, and automation. However, cutting-edge technology is useless without a highly engaged and productive IT team. This is where Service Profit Chain (SPC) comes into play—a model that links employee satisfaction to business profitability. How does this apply to IT talent in pharma?

What is Service Profit Chain and Why Does It Matter in IT?

Service Profit Chain is a model developed by Harvard Business School that demonstrates how employee satisfaction directly impacts business performance. Its logic is simple:

  • Satisfied and engaged employees → Higher productivity and quality of work.
  • Better customer experience (internal and external) → Greater operational efficiency and improved outcomes.
  • Increased profitability → Lower turnover costs and a more innovative organization.

This is crucial in IT because:

  • Tech talent is scarce and hard to replace. Filling an IT vacancy can take up to six months, with high recruitment and training costs.
  • Technology evolves rapidly. Unhappy teams are less motivated to upskill, slowing down innovation.
  • Operational impact is direct. If the IT team underperforms, critical systems can fail, affecting everything from production to clinical data management.

How to Apply Service Profit Chain to IT Teams in Pharma

Pharmaceutical companies that implement SPC in their tech teams can reduce turnover, boost productivity, and attract top talent. Here’s how:

Investing in Employee Experience (EX)

Employee experience is the foundation of Service Profit Chain. In IT, this means:

  • Flexible work environments: Remote work, hybrid schedules, and a results-driven approach.
  • Continuous learning: Access to AI, cloud, and cybersecurity certifications, crucial for digital transformation in pharma.
  • Modern tools: The right software and hardware to maximize efficiency and minimize frustration.
A developer stuck with outdated technology or lacking AI and data science training will feel less motivated and look for opportunities elsewhere.

Promoting Autonomy and Purpose

IT professionals seek challenging projects with real impact. The pharmaceutical industry has a competitive advantage here:

  • Projects that impact global health: From clinical trial management platforms to AI-driven drug discovery.
  • Autonomy and agile methodologies: Less bureaucracy and more results-driven work using frameworks like Scrum or Kanban.
  • Recognition and participation: Involving IT teams in strategic decisions and valuing their contributions.
A data engineer who sees their work improving medical research efficiency has a strong reason to stay.

Enhancing Communication and Organizational Culture

IT teams often feel disconnected from the rest of the company. To improve employee experience:

  • Stronger IT-business partnerships: Regular meetings between developers, data analysts, and business leaders to align goals.
  • Feedback culture: Employee engagement surveys tailored to tech teams.
  • Attractive benefits: Health plans, stock options, and other non-monetary incentives.
IT professionals in pharma must feel like part of the company’s success, not just a technical support function.

Reducing Turnover and Attracting Top Talent

Turnover is a serious challenge in IT. An SPC-based strategy can help reduce talent loss and attract the best candidates:

  • Less stress and burnout: Balanced workloads and well-being initiatives.
  • Fast and effective hiring processes: Avoiding excessive interviews and offering competitive packages upfront.
  • Strong employer branding: Positioning the company as a place where IT professionals can grow and develop cutting-edge skills.
Pharma companies that align their talent attraction and retention strategies with Service Profit Chain can reduce their Average Vacancy Cost (AVC) and optimize their investment in IT talent.

A Winning Strategy for IT

Service Profit Chain is not just a theoretical model but a real strategy for improving IT talent management in pharma. Companies that prioritize employee experience build more engaged, innovative, and productive teams, leading to greater operational efficiency and direct business impact.

The key question is not just how to attract IT talent, but how to make them stay and perform at their best.

References

Antonio Castaño

Autor Antonio Castaño Romero

The Talent Gap in IT: How to Secure Success in the Digital Age

Image of a laptop reflecting the IT talent gap.
Reading Time: 2 minutesIn a world where technology advances at an astonishing pace, the IT talent gap has become one of the biggest challenges for businesses. In critical sectors like pharmaceuticals, this gap directly impacts innovation, productivity, and competitiveness. How can organizations overcome this obstacle and ensure success in a digital environment?

Factors Driving the IT Talent Gap

The shortage of specialized IT professionals is not a coincidence; it is the result of several interconnected factors:
  • Rapid technological advancements: New tools and programming languages emerge every year, leaving behind those who don’t continuously update their skills.
  • High demand and competition: Industries like pharmaceuticals, banking, and e-commerce are fiercely competing for a limited pool of experts.
  • Lack of adequate training: Many universities and educational programs fail to meet the real-world market needs.
  • Limited appeal to younger talent: Some sectors, like pharmaceuticals, struggle to project a modern, tech-driven image.
IT talent is now the most valuable and scarce resource in the workforce, essential for any digital transformation strategy.

Impact on Critical Sectors like Pharmaceuticals

In the pharmaceutical sector, technology is the engine of innovation. From implementing artificial intelligence in drug development to using Big Data for clinical analysis, the lack of IT talent can delay strategic projects and significantly increase operational costs. The Average Vacancy Cost (AVC) becomes a critical indicator in these situations:
  • Delays in IT projects can translate into millions in lost revenue.
  • Overloaded teams experience burnout, affecting work quality and increasing turnover.

Innovative Solutions to Close the Gap

Overcoming this gap requires a comprehensive approach that combines innovation, flexibility, and long-term vision. Key strategies include:
  1. Promote continuous learning:
    • Offer internal training programs focused on emerging technologies like AI, cybersecurity, and agile development.
    • Partner with leading platforms such as Coursera, edX, or Udemy to provide access to specialized courses.
  2. Create strategic partnerships:
    • Collaborate with universities and training centers to design programs tailored to the specific needs of the industry.
    • Invest in scholarships and internships to attract young talent.
  3. Explore flexible hiring models:
    • Adopt hybrid or remote work models to widen access to global professionals.
    • Outsource specific projects to specialized IT providers to relieve pressure on internal teams.
  4. Strengthen Employer Branding:
    • Communicate a modern, tech-driven brand image that appeals to IT professionals.
    • Highlight values like innovation, sustainability, and work flexibility.
The IT talent gap will not close on its own. It requires a real commitment to training, flexibility, and modernizing recruitment strategies.

Tools and Platforms to Streamline the Process

Using technology to identify and attract IT talent can make all the difference. Recommended tools include:
  • LinkedIn Recruiter: To find specialized candidates with advanced filters.
  • Technical assessment platforms like HackerRank or Codility, which help evaluate skills quickly.
  • AI-powered recruitment: Systems like HireVue or Pymetrics optimize candidate search and selection.

Looking Ahead

Closing the IT talent gap is not just about hiring more people; it’s a cultural and organizational transformation. Companies that invest in training, flexibility, and technology will be better positioned to lead in the digital age. In such a dynamic environment, are companies truly prepared to compete for the talent that will define their success?

References

Gartner Report on IT Workforce Trends (2024): Global Trends in Remote Work and In-Demand Skills in the IT Sector.

LinkedIn Talent Solutions – Global Talent Trends 2024: The Impact of Employer Branding Strategies on Talent Attraction.

World Economic Forum (WEF) Report on the Future of Work (2023): Skills Gap and Demand in Advanced Technology.

Coursera Global Skills Report 2024: Data on Continuing Education and Most In-Demand Skills in the Tech Market.

HackerRank Developer Skills Report (2023): Assessment of Technical Skills and IT Recruitment Trends.

 
Antonio Castaño

Autor Antonio Castaño Romero

Tech Talent: Key to Transitioning to a Sustainable Future

A glowing green tree emerging from an electronic circuit board, symbolizing the fusion of technology and sustainability.
Reading Time: 2 minutes

The move toward a more sustainable world increasingly depends on tech talent. Industries today need professionals skilled in key technologies such as artificial intelligence (AI), data analysis, and sustainable digital infrastructure management to achieve sustainability and efficiency goals. As COP29 in Baku highlights the urgent need to accelerate global climate targets, we explore how tech evolution drives the demand for green skills and why this transformation is vital for strategic sectors like pharmaceuticals.

The Green Skills Challenge in Tech

As companies adopt more sustainable practices (demand for green tech skills has grown by 60% over the past year), they’re driving faster increases compared to other sectors. These include energy optimization, carbon footprint analysis, and sustainable data management skills. However, talent supply hasn’t kept pace, creating a concerning gap.

“One in two green job vacancies will go unfilled by 2050 unless training in key technologies accelerates.”

The Global Green Skills Report 2024 warns that this shortfall jeopardizes global sustainability goals, from energy transitions to decarbonizing supply chains.

How Tech Drives Business Sustainability

Technology plays a transformative role in combating climate change. How can the tech sector lead this change? Key contributions include:

  • Energy Optimization with AI: Companies are applying AI to manage energy consumption in data centers, cutting CO₂ emissions by up to 40%.
  • Data Management and Circularity: Tech platforms map emissions across supply chains, identifying areas for sustainability improvements.
  • Green Cybersecurity: Securing critical infrastructure like renewable energy networks requires advanced IT skills with a sustainability focus.

In sectors such as pharmaceuticals, the green transition involves adopting technologies to reduce environmental impact in production, logistics, and distribution—areas where IT has a direct role.

Green Skills: A Competitive Advantage

Tech professionals with green skills have a clear edge in the job market. Recent data shows they are 54.6% more likely to be hired compared to peers without green expertise. In markets like the US, this figure rises to 80.3%. Companies that adopt green training strategies not only improve their positioning but also enhance their employer value proposition.

“Investing in green skills is essential not just for the environment but to secure long-term business competitiveness.”

The pharmaceutical sector can reap significant benefits by integrating specialized IT talent, leveraging technologies such as predictive analytics and blockchain to ensure sustainable practices.

Opportunities for Tech Talent

Tech talent must not only adapt but lead this transition. Companies, governments, and educational sectors have a responsibility to facilitate this evolution. What strategies can make a difference?

  1. Reskilling and Upskilling Programs: Initiatives like OnePointFive Academy show how intensive programs can quickly equip professionals with green skills.
  2. Public-Private Collaboration: Joint efforts between tech companies and governments, such as national strategies for sustainable digitalization, are crucial to close the skills gap.
  3. Innovative Learning Methods: From simulations to AI-driven training applications, methods must evolve at the pace of emerging needs.

Tech as a Driver of Change

COP29 in Baku underscores the urgency to act now. Tech talent is the backbone of the transition to a greener and more sustainable economy. Sectors like pharmaceuticals have the opportunity to lead by integrating professionals skilled in green and sustainable technologies, positioning themselves as pioneers in responsible innovation. Investing in green IT skills is not just an environmental imperative—it’s the engine that will define sustainability and competitiveness for decades to come.

References and Further Reading:

Antonio Castaño

Autor Antonio Castaño Romero

Digital Skills and Pharma Knowledge: The Ideal, Hard-to-Find IT Talent Combination

IT Talent in Pharma: The Key Combination of Digital Skills and Sector Knowledge
Reading Time: 3 minutesThe pharmaceutical industry faces a critical need for IT professionals with both advanced digital skills and deep pharma expertise. However, this hybrid talent is scarce, and companies struggle to find it. To address this, many pharmaceutical companies are turning to flexible hiring solutions, accessing external IT experts who bring immediacy and agility without adding to fixed costs. Below, we explore why these hybrid IT profiles are so valuable, why they’re difficult to find, and how external talent solutions can provide the skills pharma companies need without expanding their permanent teams.

Advanced Digital Skills: The Technical Foundation to Innovate in Pharma

IT talent with AI, machine learning, and big data skills is in high demand, but finding these skills combined with a background in pharma is challenging. Some essential digital skills for the pharmaceutical sector include:
  • AI and Machine Learning: These technologies are key to early-stage research and clinical trials but require talent familiar with the complexities of drug discovery and the sensitive data involved.
  • Big Data Analytics: Pharma companies need data experts to process vast amounts of medical and clinical information. By hiring external experts with these competencies, companies can quickly implement complex analyses without long onboarding processes.
  • Cybersecurity: Protecting patient and trial data is critical. External cybersecurity experts familiar with regulations like GDPR and HIPAA can provide robust security without adding long-term structural costs.
“By turning to external IT talent, pharmaceutical companies can cover advanced digital skills quickly and access top-level expertise without expanding their fixed structures.”

Pharma Knowledge: Essential for Understanding the “What” and the “Why”

Beyond technical skills, pharma-specific knowledge is invaluable. This includes familiarity with strict regulations and patient data handling, both critical for ensuring compliance. Key areas of pharma expertise include:
  • Regulatory Compliance: Familiarity with FDA and EMA regulations is crucial for designing compliant IT systems and ensuring rapid adaptation to changing standards.
  • Clinical Data Management: External experts who understand clinical data flows and patient data handling speed up project development, allowing companies to react quickly to regulatory or technological shifts without maintaining a large in-house team.
“The combination of digital skills and pharma expertise allows IT professionals to adapt quickly and offer innovative solutions, without compromising compliance or security.”

Hybrid Skills: The Ideal, Hard-to-Find IT Profile for Pharma

Pharma companies are searching for hybrid IT talent who can foresee regulatory and operational challenges while implementing innovative tech. However, many have found a practical solution in on-demand talent to meet specific needs with the flexibility of external contracting. Some critical roles include:
  • Health Data Scientist: Combines advanced analytics with knowledge of regulated medical data, seamlessly integrating with temporary teams.
  • Healthcare Solutions Architect: Designs IT infrastructure that adapts to pharmaceutical needs without the long-term commitment of full-time hiring.
  • Digital Compliance Analyst: Ensures all digital platforms comply with regulations, working flexibly to accommodate quick compliance changes without affecting cost structure.
“Hybrid IT professionals in the pharma sector are valuable and costly. Hiring them as external talent enables companies to meet specific needs without impacting the fixed cost budget.”

Attracting and Retaining Hybrid Talent: Flexible Solutions for Immediate Needs

Attracting and retaining hybrid talent can be challenging. Offering flexible hiring and continuous access to skills are incentives that enable pharmaceutical companies to respond swiftly to specific IT needs without increasing their structural costs. Effective strategies include:
  • Hiring external talent for projects or temporary assignments to meet specific needs and speed up implementation.
  • Continuous skills update programs to ensure external professionals are up-to-date on regulatory and technical advances without internal training costs.
  • Career plans tailored to IT professionals in the pharma sector, emphasizing the meaningful impact of their work.
By combining flexibility and specialization, pharma companies can access top talent without increasing costs or adding unnecessary structure, adapting to market demands as needed. IT talent with digital expertise and pharma knowledge is rare and valuable. Instead of expanding their fixed structures, many pharmaceutical companies are embracing external hiring solutions that offer unique flexibility and adaptability. By accessing specialized talent on demand, pharma companies can respond swiftly to technological needs while focusing on strategic goals with greater freedom and efficiency.

References

 
Antonio Castaño

Autor Antonio Castaño Romero

Challenges and Opportunities in the AI Era

AI challenges and opportunities in the workplace
Reading Time: 3 minutes
Although the rapid development of AI, which has already been extensively analyzed and discussed, is not the only driver of change and disruption that companies will face in the future, it is undoubtedly proving to be a powerful accelerator in all digital spheres. The challenges and opportunities that an organization must address in the AI Era have increased swiftly, particularly in the realm of digital talent.
As artificial intelligence (AI) rapidly transforms the workplace, talent development leaders face unprecedented challenges. According to a LinkedIn study, it is estimated that by 2030, the skills required for many jobs will have evolved by 50% compared to 2016. This transformation, accelerated by generative AI, could push that figure up to 68%.
In this fast-paced environment, the question is not whether companies should adapt, but how to do so effectively.

The role of AI in the evolution of skills

The rise of AI in the workplace is changing not only the nature of tasks but also the skills that people need to develop. While technical skills used to have longer lifecycles, AI is shortening these cycles, forcing organizations to adopt a continuous learning approach. According to a McKinsey study, more than 70% of employees believe they will need to acquire new skills due to automation. Companies that fail to foster agile learning risk falling behind in this new era of competitiveness.

Building skills more rapidly

One of the main focuses is aligning personal ambition with career-driven learning. Employees want to learn, but it is crucial for organizations to help chart clear pathways where individual aspirations are linked to professional growth. This not only increases motivation but also drives business results. Deloitte highlights, in one of its analyses, that companies with strong learning cultures are better able to retain talent and improve productivity, two critical factors in times of rapid change.

Facilitating internal mobility

The concept of internal mobility continues to gain traction globally. Encouraging employees to move horizontally within an organization is key to retaining talent and preventing the loss of human capital. A LinkedIn study suggests that employees who experience internal mobility are 41% more likely to stay with the company. Organizations that create platforms where their employees can apply for internal roles, rather than solely looking for external talent, achieve better results and greater team engagement.

Measuring the success of talent development

A major challenge for talent development leaders is demonstrating the tangible value of learning. This is where the “proof of impact” comes into play. Establishing clear metrics, such as talent retention or response time to adapt to new technologies, allows companies to see how their efforts are contributing to strategic goals. According to the World Economic Forum, companies that measure and optimize their talent development programs see more significant improvements in employee satisfaction and retention.

Empowering leaders and promoting individual growth

Leadership also plays a key role in this process. Managers must champion talent development within the organization, creating spaces where teams feel supported and motivated. A Gallup study reveals that employees with managers who actively encourage their continuous development are twice as likely to feel engaged in their work. Additionally, aligning each employee’s personal growth goals with business opportunities is essential. When employees feel empowered, not only does their productivity increase, but they also contribute to innovation.
Many of these reflections were already critically important before the waves of continuous change we have been experiencing in recent years, but with the advent of AI in the workplace, their significance has only grown rapidly. This has forced organizations to delve deeper into the need to embrace these concepts, not just to grow, but in many cases to survive.
References:
 
Antonio Castaño

Autor Antonio Castaño Romero

Are You Worried about the Average Vacancy Cost? And the Rising Fixed Costs?

Average Vacancy Cost in IT hiring
Reading Time: 3 minutes

Discover six key points on how to control the Average Vacancy Cost in IT hiring talent without overloading your fixed cost structure.

At some point, we’ve all likely felt that our HR department isn’t as proactive as it should be when it comes to attracting and hiring the talent we need. Maybe we think they take too long and ask for too many confirmations. Why don’t they help us more instead of making things more complicated?
One of the answers surely lies in the minds of recruiters: the acronym AVC (Average Vacancy Cost). The term is self-explanatory, but to define it properly: it’s the indicator that measures the cost associated with filling a vacancy within an organization, including recruitment, selection, training, and more. If I were one of the HR leaders in my company, I would certainly be paying attention to it.
In the pharmaceutical sector, where innovation and efficiency are key to maintaining competitiveness, talent management is crucial. However, one challenge many companies face is this Average Vacancy Cost, particularly for hiring IT professionals.
If we add to this the approvals and processes required to increase fixed cost structures in any organization, attracting the talent we need when we need it becomes highly complicated, especially in the tech field.

How Does AVC Impact My Company?

Every time an IT position remains unfilled, not only are strategic projects delayed, but a series of indirect costs are also incurred:
  • Recruitment costs: Job postings on platforms, selection agencies, and time spent by HR teams.
  • Loss of productivity: While the vacancy remains unfilled, projects can be delayed or managed inefficiently.
  • Training costs: Every new employee requires time for onboarding and training.
In a context where technology evolves rapidly and time is critical, quickly and efficiently filling a vacancy is essential.

What Benefits Do You Gain from Working with Specialized IT Partners?

  1. Reduction of AVC: By partnering with specialized IT staffing agencies, it’s possible to significantly reduce the Average Vacancy Cost. These partners take on the responsibility for recruitment, training, and onboarding, freeing you from those costs and delays. With a network of pre-screened professionals ready to step in, you can access quality talent without long selection processes.
  2. Hiring agility: In an environment where IT projects often require highly specialized skills, partners with expertise in the Pharma and IT sectors can provide exactly the talent you need, when you need it. This reduces the time spent filling vacancies and ensures that projects don’t stall due to lack of personnel.
  3. Variable costs vs. fixed costs: Outsourcing the recruitment of IT professionals allows you to convert a fixed cost (salaries, benefits, etc.) into a variable cost that only arises when a vacancy needs to be filled. This is particularly useful for temporary projects or times when demand for personnel fluctuates. This way, you avoid burdening the company’s structure with permanent costs, improving financial flexibility.
  4. Access to specialized talent: Specialized partners have access to a pool of IT professionals with experience in the pharmaceutical sector, ensuring that candidates not only master the required technologies but also understand the nuances of the industry, such as managing sensitive data, regulatory compliance, and Pharma-specific software.
  5. Scalability and flexibility: As your company or projects grow, the need for more specialized profiles may vary. By working with a partner, you have the flexibility to scale your teams as needed, avoiding the rigidity of maintaining an oversized in-house team during low-demand periods.
  6. Risk mitigation: By delegating AVC to a partner, you minimize the risk of hiring the wrong candidate. Partners often offer guarantees if the profile doesn’t fully meet the vacancy’s needs, reducing the likelihood of repeating costly selection processes.
Outsourcing IT roles to specialized partners is a smart strategy to reduce the Average Vacancy Cost in IT hiring, streamline processes, and avoid overburdening your structure with fixed costs. In such a dynamic industry like pharmaceuticals, where the swift adoption of technology and flexibility are critical, this approach allows you to focus on what truly matters: innovation and growing your business.

References

  • Harvard Business Review – Many articles discuss the impact of outsourcing on organizational efficiency and the reduction of fixed costs.
  • Society for Human Resource Management (SHRM) – This organization frequently publishes studies on cost management in Human Resources, including recruitment and outsourcing.
  • Gartner – Reports from this consultancy often address cost optimization in IT and the benefits of working with external partners.
  • McKinsey & Company – Publishes studies on digital transformation and how to optimize organizational structures in industries such as pharmaceuticals.
 
Antonio Castaño

Autor Antonio Castaño Romero

Trends in attracting and retaining talent in IT/Pharma

Flexible compensation in IT for Pharma: A key strategy to attract and retain talent
Reading Time: 2 minutes
The importance of flexible compensation as a key tool for retaining and attracting talent is fundamental in the IT area, but especially important if we talk about IT within Pharma. Both within our organization and if we have an expert partner in talent, we must be aware of this fact.
The pharmaceutical sector, highly regulated and in constant technological evolution, demands IT talent that is capable of implementing, maintaining and improving critical systems for the research, development, production and distribution of pharmaceutical products. In this context, flexible compensation is a key tool to attract and retain the best IT professionals.
  1. Flexibility and customization: Flexible pay allows IT employees to tailor part of their compensation to their personal needs, thus improving their job satisfaction. For example, in an environment where continuous training is crucial, employees can allocate a portion of their gross salary to professional refresher courses at no additional cost to the company. This is especially relevant in the pharmaceutical industry, where technical knowledge and the ability to adapt to new technologies are essential.
  2. Tax benefits: By allowing certain expenses, such as transportation or health insurance, to be covered from gross salary, employees’ taxable income is reduced. This results in a lower tax burden and higher net disposable income, which is highly valued by IT staff, who often seek to maximize their total compensation in a competitive labor market…
  3. Impact on employer branding: Implementing a flexible compensation plan reinforces the company’s image as an employer that cares about the well-being of its employees. In the pharmaceutical sector, where competition for IT talent is intense, offering compensation that is tailored to employees’ personal needs can be instrumental in attracting the best candidates.
  4. Adapting to new realities: The pandemic accelerated digitization in the pharmaceutical industry, increasing the demand for specialized IT professionals. Flexible compensation allows companies to adapt to these new realities, offering benefits that fit the current circumstances, such as teleworking, which can be supported with technology and connectivity benefits.
  5. Reduced turnover and improved work climate: The use of flexible compensation can help reduce turnover in critical areas such as IT, where the loss of a key employee can have a significant impact on strategic projects. In addition, by improving the perception of the company as a place that cares about the well-being of its employees, a positive work climate is generated, which in turn improves productivity and innovation.
  6. Examples of successful implementation: Leading pharmaceutical companies (e.g. Novartis, Pfizer, Roche, Sanofi) have started to integrate flexible compensation plans as part of their strategy to attract IT talent. Others have also offered ongoing training programs funded from the employee’s gross salary, which not only reduces the tax burden, but also improves staff skills and knowledge, aligning with the latest technological innovations in the field.
  7. Future outlook: With increasing digitization and the adoption of key technologies such as artificial intelligence and big data, the demand for IT talent in the pharmaceutical industry will continue to rise. Companies that take a flexible and personalized approach to compensation will be better positioned to attract and retain the professionals they need to lead in this new technological era.
In summary, flexible compensation is not only an effective tool for improving IT employee compensation in the pharmaceutical industry, but also strengthens the company’s ability to attract and retain talent in a highly competitive and technologically advanced environment.

Referencias

  • Definitive guide to flexible remuneration .- Cobee (2024)
  • LinkedIn Talent Solutions Reports .- LinkedIn (2024)
  • Stack Overflow Developer Survey .- Stack Overflow (2024)
Antonio Castaño

Autor Antonio Castaño Romero

How to maintain a high-performing IT team within the Pharma sector, without dying in the attempt…

How to Manage IT Team Turnover in the Pharma Sector Effectively
Reading Time: 4 minutes

Maintaining a high-performing IT team within the pharmaceutical sector is a crucial challenge for organizations looking to innovate and stay competitive. How to achieve this, or at least how to be prepared to meet it?

Surely this is not the best time to ask questions that can destabilize us emotionally: enjoying the summer, rest and a well-deserved vacation is now the priority. But while we are immersed in it, having closed and reviewed the planning of the projects we are developing, and that we hope to resume on our return, the truth is that the world keeps turning.
And while it turns, new circumstances may appear that we will have to manage on our return: and surely among these possible surprises when we return to our current projects, one of the most feared is the one that has to do with the cursed word: job rotation.
If our area of work is related to the latest technologies such as Data Science, Big Data, Artificial Intelligence or the digitalization and IT environment in general, it is quite possible that we will find some surprises of this type after the first days of our return; but if we are also in the Pharma sector, it is almost likely that this could happen.
Is there a pattern to turnover in our area or sector? What factors make it more likely? How can I minimize the risk? Isn’t it true that turnover is actually healthy for high-performing teams, or at least a certain level of turnover?

Annual patterns

There is no study that uniformly identifies the specific months of the year when labor turnover is highest for all industries. However, there are some general trends that can be observed in both the IT and pharmaceutical industries.
General trends in IT: Turnover tends to increase at certain times of the year, particularly at the beginning of the year (January – March) and in the summer (June – August). This can be due to several factors, such as project completion, company budget restructuring at the beginning of the year, and staff turnover after receiving annual bonuses or meeting certain tenure periods.
Pharmaceuticals: In the pharmaceutical industry, variations in turnover can be influenced by new product development phases or regulatory processes. In this sector, turnover can also be influenced by major organizational changes, such as mergers or acquisitions, which tend to occur in specific cycles during the year, often related to financial and regulatory calendars.

Patterns linked to the evolution of the sector

IT turnover trends within Pharma: The introduction of new technologies and accelerated digitalization, such as the implementation of artificial intelligence platforms and the use of big data for research and development, have increased the demand for specialized IT professionals. This has generated fierce competition for qualified talent, which increases turnover, especially after the completion of key projects or when there are opportunities in other sectors that offer better returns.
Impact of mergers and acquisitions: In the pharmaceutical industry in particular, M&A moves have a significant impact on labor turnover, particularly in IT departments. During and after these actions, IT employees can be affected by restructurings, which can lead to increased turnover at certain times of the year, generally aligned with the company’s financial cycles.
In general, in both sectors, spikes in turnover are often observed during periods of accelerated innovation or significant economic change, which create opportunities in new technology areas or drive internal restructuring.

Others

Impact of the economic climate: Economic uncertainty also plays a significant role. During periods of economic stability, workers tend to change jobs more frequently in search of better opportunities. However, in times of uncertainty, turnover may decrease, as employees prefer the security of their current job.
Talent retention and specific challenges: Despite high demand, IT talent retention within the pharmaceutical industry can be affected by the perception of limited career development opportunities compared to other more dynamic sectors, such as pure technology. Pharmaceutical companies that fail to provide a work environment that integrates technological advances with clear development opportunities may experience higher turnover rates.

How to minimize risk

While for some of the patterns we have analyzed, we can manage some foresight and leverage some levers to minimize risk, many others are clearly beyond fully effective management control. 
Therefore, seeking as much flexibility as possible is perhaps the best prevention. If a changing environment cannot be modified, the best option is to be flexible and adapt quickly at the lowest possible cost.
Collaboration with technology partners that allow us to quickly incorporate talent trained and updated in the technology needed in each phase of the project, without burdening the fixed structure of the organization, is a good solution to obtain the necessary flexibility and minimize the impact of labor turnover that will inevitably come to a greater or lesser degree.
As is well known, turnover at controlled levels is healthy and we must live with it, but if it is too high or we are not able to react to it with the necessary speed, the results will be far less satisfactory than we expect.

References:

  • Turnover Trends So Far in 2024 (and What Recruiters Should Know) .- interviewstream (2024)
  • What’s behind industry employee turnover rates? .- Reward Gateway (2024)
  • Employee Turnover Rate: Definition, Formula & 2024 Trends .- Toggl Track (2024)
  • Trends And Estimates For The Pharmaceutical Industry In 2023 .- World Pharma Today (2023)
  • Across 25 industries, pharma staffers most satisfied with compensation: analysis .- FiercePharma (2024)
Antonio Castaño

Autor Antonio Castaño Romero

How to implement a Data innovation strategy for the healthcare sector

Reading Time: 3 minutes
The evolution of Data Science applicable to healthcare has been undergoing a major acceleration in recent years. Data has been applied robustly in this field for some time now, but with the development of increasingly advanced techniques in machine and deep learning and others more related to AI, such as natural language processing (NPL), the evolution of the value obtained from data is becoming exponential.
It is complicated to have all the necessary profiles in each phase of a project of this type since they have, by their very nature, a clear multidisciplinary component. In this sense, the support of Talent As a Service models to have the right talent at the right time is key.
Another fundamental element is to know which phases must be undertaken so that innovation in the healthcare data strategy delivers the necessary value in a safe way; all of them are important and necessary.

Define Clear Objectives and Goals

  • Establish what you want to achieve with your analytics strategy: improve decision making, enhance customer experience, or develop new products.
  • Align these objectives with the overall business strategy to ensure cohesion and relevance.

Build a Qualified Team

  • Hire the Right Talent: Form a multidisciplinary team with the key profiles identified above: Data Scientists, Data Engineers, Data Analysts, NLP Specialists, Machine Learning Engineers, Explainable AI (XAI) Specialists, Federated Learning Experts and a Data Science Project Manager.
  • Continuous Training: Invest in continuous training and development to keep the team updated with the latest trends and technologies (Analytics Insight)​ (MyGreatLearning).
  • In this phase, having a talent partner (TaaS) that reduces the difficulties and risks to a minimum may be the best option if you do not have all the necessary talent in the organization. In addition, continuous training and qualification will be guaranteed.

Invest in the Right Tools and Technologies

  • Data Infrastructure: Establish a robust data infrastructure using tools such as Hadoop, Spark and cloud storage solutions to handle large volumes of data efficiently.
  • Advanced Analytics and Machine Learning Platforms: Use platforms such as Azure ML, TensorFlow, PyTorch and Scikit-learn to build and deploy machine learning models (Yale School of Medicine)​ (McKinsey & Company).
  • Data Visualization Tools: Implement tools such as Tableau and Power BI for effective data visualization and reporting.

Develop a Data Governance Framework

  • Establish policies and procedures for data management, including data quality, security and privacy.
  • Implement compliance measures to adhere to relevant regulations and standards, such as the GDPR for data protection and the National Security Scheme (mandatory in the Spanish public administration).
  • This phase is absolutely fundamental in a sector such as the pharmaceutical industry, where the high sensitivity of data is an element to be taken into account (SpringerLink).

Implement Agile Methodologies

  • Use agile project management techniques to ensure flexibility and iterative progress. This allows for continuous improvement and rapid adaptation to changing requirements ​ (McKinsey & Company)..
  • Regularly review and adjust strategy based on performance metrics and feedback.

Leverage Advanced Analytics and AI

  • Integrate machine learning and AI to gain deeper insights and automate decision-making processes. Focus on Explainable AI to ensure transparency and confidence in your models (Yale School of Medicine)​ (SpringerLink).
  • Explore federated learning to improve privacy and security while effectively utilizing distributed data sources (McKinsey & Company). When developing a data strategy in an industry as heavily regulated as healthcare we must assess and manage any potential risks.

Foster a Data-Driven Culture

  • Promote a data-driven mindset throughout the organization by fostering data literacy and making data accessible to all relevant stakeholders.
  • Use storytelling with data to effectively communicate insights and promote informed decision making (Yale School of Medicine).

Monitor and Evaluate

  • Continuously monitor the performance of the data strategy against defined objectives and KPIs.
  • Use feedback loops to refine models and processes, ensuring continuous improvements and innovation  (McKinsey & Company).

Scale and Innovate

  • As the data strategy matures, explore new areas of innovation such as Edge Computing, real-time analytics and Data-as-a-Service (DaaS) models.
  • Keep the company abreast of emerging trends and technologies to remain competitive and forward-looking  (MyGreatLearning)​ (McKinsey & Company).
 
This sequence of phases will allow us to innovate and maximize the value of our data with an adequate risk control, obtaining key support in decision making.
 

References

10 Data Science Papers for Academic Research in 2024 .- Analytics Insight (2023)
Latest Trends in Data Science 2024 .- GreatLearning (2024)
What Does Natural Language Processing Mean for Biomedicine? .- Yale School of Medicine (2023)
Natural language processing in healthcare .- McKinsey & Company (2018)
Natural Language Processing for Health-Related Texts .- Sprinkler (2021)
Natural Language Processing in Health Care and Biomedicine .- Sprinkler (2013)
Antonio Castaño

Autor Antonio Castaño Romero