1、Indian Pharma and Biotech Industry: The Talent Advantage 01 Introduction To truly influence business decisions, you need to understand where the industry is going. It goes without saying that good brands are good for business and for talent. This report uncovers trends and insights that will help yo
2、u build teams that will not only help deliver the present, but also create a strong foundation for the future. Armed with this data, you will have a blueprint for successfully attracting, engaging, and hiring within this digitized and dynamic talent pool. Lets get started. The great news is it will
3、also help leaders like you to benchmark against teams across India when it comes to metrics that truly matter. Introduction To truly influence business decisions, you need to understand where the industry is going. It goes without saying that good brands are good for business and for talent. This re
4、port uncovers trends and insights that will help you build teams that will not only help deliver the present, but also create a strong foundation for the future. Armed with this data, you will have a blueprint for successfully attracting, engaging, and hiring within this digitized and dynamic talent
5、 pool. Lets get started. The great news is it will also help leaders like you to benchmark against teams across India when it comes to metrics that truly matter. Table of Contents Executive Summary02 All Things Talent: Behavioral Insights12 Deep-dive into Regulatory Afairs 16 Talent Engagement Metri
6、cs Conclusion 20 24 The Talent Landscape06 01 Notes on Methodology25 Executive Summary 01 India has the worlds 2nd largest Pharma and Biotech talent pool on LinkedIn. 1 in 10 professionals from the industry are based in India. Five key insights on where the Indian pharmaceutical and biotechnology in
7、dustry is headed and the underlying opportunities available for talent. The Indian governments Pharma Vision 2020 aims to make India a global leader in end-to-end drug discovery and innovation by 2020. As the industry takes steps towards executing this vision, the talent landscape is also strengthen
8、ing. $36.7bn $55bn $11.6bn $100bn 20162025F20162030F PharmaBiotech Industry size 02 Source- www.ibef.org Indian Biotech holds 2% share of the global market by value. It is among the top 12 biotech destinations in the world and ranks third in the Asia-Pacific region. Indian Pharma currently constitut
9、es 10% of the global industry by volume and 2.4% by value; putting it 3rd in terms of volume and 13th in terms of value globally. India ranks #2 globally on LinkedIn 13.7% contribution to the global Pharma and Biotech workforce 02 The Research the highest amongst all industries surveyed. To stay glo
10、bally and locally competitive, Indian companies have increased their Research and Development (R each, in turn, presents a basket of finely defined opportunities. The industry has seen many regulatory interventions over the last few years, coupled with global ambitions of Indian companies, has cause
11、d the rise in demand for regulatory specialists. 1 2 3 4 5 Bioinformatician Research analyst Regulatory specialist Clinical Research Specialist Data Analyst *Source - PWC 20th CEO Survey, Pharma & life sciences. 04 India is getting an inflow of generic skills and losing niche ones. The United States
12、 is a top country for talent migration with India. The U.S. is important from a talent migration standpoint with close to 48% inflow into India and 36% outflow out of India. Professionals migrating to other countries are mainly researchers, scientists, quality assurance professionals, statistical pr
13、ogrammers and data analysts. Thus, India is losing professionals with key skills. While professionals coming to India are in the sales function, followed by quality assurance and research. 05 Pharma and Biotech talent is more online than you may think. 68% of professionals in the industry follow a c
14、ompany on LinkedIn which is more than the India average. As the average time spent on the internet by Indians rises each day, the workforce has become more active on social and increasingly aware of opportunities. Social has influenced both job seekers and employers to find jobs and recruit talent o
15、nline. More than 68% of Pharma and Biotech professionals on LinkedIn follow a company (India average 50%) and this number has shown an increasing pace of growth over the last few years. The Inmail acceptance rate and percentage of professionals viewing jobs is 1.1x the India average, indicating an a
16、ctive and engaged talent pool. Your first impression is now formed before your first conversation 04 67% 27.7% -17 Financial Year Year-on-year growth in Pharma & Biotech Professionals following a company on LinkedIn The Talent Landscape Over the years, India has become a leading pharmaceu
17、tical producer, with an established generics - 70% of the industry - and a growing biosimilars space. There are several compelling reasons for Indias rising Pharma and Biotech stature, including availability of skills, strong government vision and support, and lower production costs. At the strategy
18、 level, the Pharma and Biotech industry is deliberating over, How can the Indian market scale up to an even higher growth trajectory and achieve its full potential?”. Talent has an important role to play in this growth. Hence, the engagement, hiring, skilling, and retention of professionals is key t
19、o the India growth story. 01 India has the worlds 2nd largest Pharma and Biotech talent pool on LinkedIn. Pharma and Biotech professionals in India make up 13.7% of the talent pool on LinkedIn. While India currently has the 2nd largest number of professionals, China is making rapid strides with a cl
20、ose to 10 x growth in talent pool on LinkedIn from 2011 to early 2017. Individual contributors and senior individual contributors comprise 68% of this pool in India. The individual contributor segment is seeing the highest annual growth in absolute numbers. 05 Talent Pool Distribution by Segment Sen
21、ior individual contributors Managers Individual contributors 34.5% 33.5% 19.3% Directors and aboveUSA 1.45M INDIA 729K CHINA 285K UK 201K FRANCE 167K BRAZIL 184K Distribution of Pharma & Biotech Talent Worldwide 12.7% 02 Sales, Research & Development, and Operations are the highest priority roles to
22、 fill. The demand for sales, research & development, and operations talent is so prevalent that recruiting teams must start thinking more strategically about how to find, engage, and recruit these talent pools. The need to stay globally competitive, plus government interventions to boost innovation
23、has doubled R&D spends as a percentage of sales. This metric for big global companies ranges from 14%-18% of sales. The focus on research has opened up job opportunities for R&D professionals resulting in them constituting 15% of total job switchers. 06 Top 3 Hiring Functions Sales and Business Deve
24、lopment Operations Research 24.7% 12% 6% 2X increase in R&D spends as a percentage of Sales LupinCiplaDr. Reddys Biocon 7% 13% 7% 10% 4% 8% 11% 14% Source- Annual reports R&D as % of Sales (2013) R&D as % of Sales (2017) 03 New Delhi, Kolkata and Chandigarh are hidden gems for sourcing Pharma and Bi
25、otech talent. While location is key, and Indias biggest cities have ofered undeniable competitive talent edge, New Delhi, Kolkata and Chandigarh are hidden gems for talent. Supply and Demand of Pharma & Biotech Talent in India Mumbai Pune Chennai Chandigarh Kolkata New Delhi Bengaluru Hyderabad Hidd
26、en Gem High Demand Medium Demand Vadodara Ahmedabad Size of Bubble: indicates the total # of LinkedIn professionals in region Color: indicates competition for talent, derived from Recruiter InMail messages 07 04 Most in-demand occupations in Pharma and Biotech are trending in the areas of data scien
27、ce, research, and regulatory. On skill-shif Most Indian Pharma companies have historically focused on being pure generic players in the global pharma industry, but lately there has been a shif in focus on moving up the value chain. For example the top 5 Indian pharma companies are increasingly opera
28、ting in the complex generics and branded space. Sun Pharma aspires to move further up the value chain in the space of innovative new chemical entity molecules and biologics. The changing business models of the top pharma companies of India is driving a skill and capability shif required within its w
29、orkforce in all its core areas, such as research & development, manufacturing & operations, regulatory afairs, sales etc. IN conversation with Yashwant Mahadik, Executive Vice President & Global CHRO at SUN PHARMA Data Analyst5 Bioinfomatician Clinical Research Specialist Regulatory Specialist Resea
30、rch Analyst 1 3 4 2 08 On technology-shif Technology advancement & disruption is taking place at a very quick pace in the pharma industry and this is bound to play a significant role in enhancing the efectiveness and productivity of the industry (including drug safety). For example, 3D printing in s
31、olid dosage form of drugs is being seen as the future. Technology advancement is also disrupting logistics and supply chain which will likely have a positive impact on the industry going forward. Similar to the aerospace and automobile sectors, the pharma industry is also highly regulated as it invo
32、lves human safety. Sun Pharma has been at the cutting edge of technology in areas such as research & development, manufacturing, IT etc. Recently in the HR function, we have sharpened our focus on digital and social media platforms. For example on the talent attraction front we have been leveraging
33、social media and are partnering with world-class platforms such as LinkedIn, Twitter, YouTube for communicating our employer value proposition. At Sun Pharma, we have carefully built an HR team based on skills required for the current and the future business context. Its a diverse team, diversity in
34、 terms of gender, ethnicity, educational backgrounds, culture, nationalities and above all experience spanning across sectors such as E-commerce, FMCG, Telecom, Healthcare, Media agencies amongst others. As Indian companies aspire to grow their speciality business, they are looking towards scaling i
35、n other geographies like US, Europe, Japan to build their businesses which now requires attracting capable local talent in these geographies. On the future The future of healthcare lies in the start of its continuum which is wellness. The continuum of a patients healthcare need begins with preventio
36、n (which is wellness), care and cure (which is therapy & surgical interventions) and the last being the terminal state of a being. 09 Historically focus & innovation in healthcare has happened in the care and cure stages. Increasingly we have seen that governance & people cutting across sections of
37、society are focusing more on prevention & wellness. Therefore, apart from technological innovations in healthcare (such as telemedicine etc.), most innovations are likely to happen in the prevention & wellness space including improvement of the environmental & lifestyle standards which impact the hu
38、man health in any society. At Sun Pharma we focus on building a balanced portfolio of products for the future cutting across the healthcare continuum including prevention, care and cure. Having said that, alternate therapies like steam cell based treatments, genetic reengineering etc. remain potenti
39、al areas of the future. It is important that companies have the ability to re-invent their business models to stay in the long haul. The Indian pharma sector is no diferent and is currently on that journey. 10 Talent Migration to and from India 11 05 India is getting an inflow of generic skills and
40、losing niche ones. The U.S. is a top country for talent migration with India. *Source- Annual reports 36% 48% 7% 8% 9% 6% 5% 5% 8% 2% Canada U.S. UK Inflow into India Outflow from India UAE Singapore Australia The U.S. is important from a talent migration standpoint with close to 48% inflow into Ind
41、ia and 36% outflow out of India. 25% of the migration out of India is intra-company. This is not surprising considering the percentage of international revenues and operations of Indian companies. e.g. the U.S. constitutes close to *48% of revenues for Sun Pharma, Dr. Reddys and Aurobindo Pharma. 75
42、% of the talent outflow is to International HQ companies indicating the war for talent is now global. With India constituting the worlds 2nd largest talent pool, international companies are looking at local talent who are willing to relocate. Senior individual contributors and individual contributor
43、s segment is highly mobile and accounts for 77% of the migration out of India, even though they contribute 68% of the total Pharma and Biotech talent pool. Professionals migrating to other countries are mainly researchers, scientists, quality assurance professionals, stats programmers and data analy
44、sts. Thus, India is losing professionals with key skills. Professionals coming to India are generally in the sales function, followed by Quality Assurance and research. All Things Talent: Behavioral Insights As the war for talent becomes global, there is a need for companies to steadily shif focus t
45、owards creating a scalable employer brand with an international appeal. At the talent end, social professional networks are among the top ways professionals follow industry trends, hear from leaders, and discover new opportunities. In the pharma and biotech sector alone, more than 68% of the workfor
46、ce follows a company. This trend is showing an increasing year-on-year growth as more professionals have started to follow a company in the last 5 years. 01 Good news - Talent is online! There is a growth in professionals following a company on LinkedIn. 48.6% 2013 68% 2017 Today, employer branding
47、and social media go hand-in-hand. Its a marketplace of interactions where recruiters, employees, customers, and prospects are all listening and engaging with each other. of your LinkedIn Company Page followers are interested in joining your company. Did you know? 58% % of Pharma and Biotech professi
48、onals in India following a company on LinkedIn 12 02 Content Marketing is key to engaging and influencing followers. The holy grail of building an employer brand is a consistent content strategy to engage current and future workforce, so you dont have to start from scratch with every new job opening
49、. The key is to prioritize focus on what the talent wants to know about your company. Here are the most popular content topics and articles to help you take your employer brand to the next level: Top 5 for Pharma Top 5 for Biotech Leadership Informatics Management U.S. FDA Industry Knowledge 1 2 3 4 5 Leadership Research Management Start-ups Industry Knowledge 1 2 3 4 5 *based on clicks+ likes+ comments+ shares Tailor your communications to your target audience based on these insights and diferentiate your employer brand with a personality or point of vie
sgpjbg002
工作日 8:30 - 17:30
会员动态：
报告分类
新质生产力
ChatGPT
新能源汽车
大模型
Sora
机器人
微短剧
芯片
薪酬
白皮书
低空经济
数据要素
创新药
人工智能
AI产业
信息科技
互联网
消费经济
汽车交通
电商零售
传媒娱乐
医药健康
投资金融
能源环境
地产开发
传统产业
全球化
其它
扫码登录
手机快捷登录
账号登录
