QOF 2012/13 changes summary

QOF guidance 2012-2013 (fifth revision)

As part of the 2012-2013 GMS contract changes, the General Practitioners Committee (GPC) and NHS Employers have agreed a number of changes to the quality and outcomes framework (QOF) effective from 1 April 2012.

The key changes are:

• the retirement of seven indicators (CHD13, AF4, QP1, QP2, QP3, QP4, QP5) releasing 45 points to fund new and replacement indicators
• the replacement of seven indicators with eight NICE recommended replacement indicators, focusing on six clinical areas namely Diabetes, Mental Health, Asthma, Depression, Atrial Fibrillation and Smoking
• the introduction of nine new NICE recommended clinical indicators, including two new clinical areas (Atrial Fibrillation, Smoking, PAD and Osteoporosis)
• the introduction of three new organisational indicators for improving Quality and Productivity which focus on Accident and Emergency attendances
• amendments to indicator wording for CHD9, CHD10, CHD14, Stroke12, DM26, DM27, DM28 and DEM3
• inclusion of telephone reviews for Epilepsy 6

Quality and productivity indicators
The six quality and productivity (QP) indicators covering outpatient referrals and emergency admissions have been agreed for a further year. Three new QP indicators on Accident and Emergency (A&E) attendances have been introduced for one year and are aimed at reducing avoidable A&E attendances. These indicators continue to be aimed at securing a more effective use of NHS resources through improvements in the quality of primary care.

Miscellaneous changes
In addition to the above, a number of other changes have been agreed as follows:

Changes to the points values for the following indicators:

• BP4 – reduced by eight points to eight points
• BP5 – reduced by two points to 55 points
• DM2 – reduced by two points to one point
• DM22 – reduced by two points to one point
• CKD2 – reduced by two points to four points
• Smoking3 (now Smoking5) – reduced by five points to 25 points
• Smoking4 (now Smoking6) – reduced by five points to 25 points

A number of threshold changes as follows:

1. raising all lower thresholds for indicators currently 40-90% to 50-90%,
2. raising all lower thresholds for indicators currently with an upper threshold between 70-85%      to 45%,
3. a number of upper threshold changes for indicators CHD6, CHD10, PP1, PP2, HF4, STROKE6, STROKE8, DM17, DM31, and COPD10
4. lower and upper threshold changes for BP5, MH10 and DEM2

ASTHMA3 has been renumbered to ASTHMA10 following a change to the business rules to include a new exception cluster.

DEP4 has been renumbered to DEP6 following a change to the prevalence calculation to apply to all new diagnosis of depression from April 2006.

MH14 has been renumbered to MH19 following a change to the business rules to include an exclusion cluster for patients already diagnosed with CVD.

Records23 has moved into the clinical domain and the supporting business rules have been amended. This indicator is renumbered to Smoking7.

Education1 has been renumbered to Education11 due a change to the indicator wording.

Summary of Allocation of Clinical Domain points

CLINICAL DOMAIN  2012/13 QOF  POINTS

Secondary prevention of coronary heart disease   48

Cardiovascular disease – primary prevention  13

Heart failure 29

Stroke and Transient Ischaemic Attack  22

Hypertension 69

Diabetes mellitus  88

Chronic obstructive pulmonary disease 30

Epilepsy  14

Hypothyroidism  7

Cancer 11

Palliative care 6

Mental health 40

Asthma 45

Dementia 26

Depression 31

Chronic kidney disease 36

Atrial fibrillation 27

Obesity 8

Learning disabilities 7

Smoking 73

Peripheral arterial disease 9

Osteoporosis : secondary prevention of fragility fractures 9

If you have found this informative please visit the  2020 Selection website where you will find many other relevant Factsheets in the Candidates Section

Source: http://www.nhsemployers.org The full QOF guidance is available to download from this site

New opportunity – Clinical Therapeutics Specialist – Orphan products – Northern UK/ Southern UK/ Ireland – Excellent reward package – 4724

Clinical Therapeutics Specialist – Orphan Product – New product launch opportunity.

Three territories:-

1. Northern England & Scotland

2. Southern England & Wales

3. Ireland

As a medical sales professional launching a new entity in to the market is one of the most thrilling and challenging career landmarks. For our client, there is just one chance to bring their new product to market; hence we are in search of an elite salesperson who can establish a breakthrough treatment in key centres across your territories. You must:
– Thrive in a fast-paced working environment
– Be able to work with your internal and external stakeholders to drive through results
– Understand the market dynamics, particularly around funding and use of Orphan status products
– Have sound planning skills with strong commercial judgement
– Be motivated by the ultimate goal of improving patients’ lives

Critical to your success will be the ability to remove any barriers to usage of the specialist product so as all relevant patients who would benefit have access to the drug. You would need to;
– Develop and execute specific account plans
– Communicate disease and product knowledge effectively
– Create a long-term ‘partnership’ and value propositions with all key stakeholders

This is a high profile sales role requiring a range of transferable skills and knowledge; it is likely you can demonstrate the following:
– A proven track record of sales success in your pharmaceutical/biotech career to date
– Experience of selling in a highly specialist market (Orphan products, other high cost:low volume areas)
– An understanding of the healthcare regulatory environment
– Excellence in selling skills, account management and networking
– Prior product launch experience will be an advantage
– Degree level education
– Valid UK driving license (max 6 pts)
You will need to able to cover your territory effectively so a willingness to travel/stay overnight, as the business requires, is a must.

The successful person will be joining a new sales team and be at the forefront of future growth plans for this ambitious company. On offer is a top end basic salary plus an extensive benefits package.
To be considered for this exciting vacancy please send your CV to administrator@2020selection.co.uk or call our specialist team on 0845 026 2020.

http://ping.fm/mJhe3

NHS Patient Safety – Medication

How can Pharmaceutical Companies contribute to improving NHS Patient Safety?

They can demonstrate ‘added value’ , for example, by either offering products which contribute directly to making the administration of medicines safer by helping to reduce:-

• Making the drug up to the wrong strength
• Using the wrong diluent
• Microbial or other forms of contamination
• Labelling errors
• Administration by the incorrect route by clearer design/packaging of the product

The products which are commonly offered as part of a compounding service include:-

• Cytotoxics
• Antibiotics
• Inotropes
• Potassium solutions
• TPN
• Unlicensed medicines

In addition, the provision of non-promotional training/educational services to healthcare professionals in the form of Continuing Professional Development events and nurse advisor teams helps to educate NHS staff on how to administer medicines more

• Confidently
• Accurately
• Competently

The Department of Health (DH) has issued the following list of ‘Never Events’ for 2012-13. The list is circulated to a wide range of NHS managers, clinicians and healthcare professional allied to medicine.

The document authors are the DH’s Patient Safety and Investigations unit. The purpose of the document is to highlight certain events which are deemed to be very serious risks to the standard of care to patients, but most importantly avoidable.

The document forms part of the wider DH’s Patient Safety Agenda policy and should be read in conjunction with the NHS Standards Contract for organisations providing services to the NHS

1. Wrong site surgery
2. Wrong implant/prosthesis
3. Retained foreign object post-operation
4. Wrongly prepared high-risk injectable medication
5. Maladministration of potassium-containing solutions
6. Wrong route administration of chemotherapy
7. Wrong route administration of oral/enteral treatment
8. Intravenous administration of epidural medication
9. Maladministration of Insulin
10. Overdose of midazolam during conscious sedation
11. Opioid overdose of an opioid-naïve patient
12. Inappropriate administration of daily oral methotrexate
13. Suicide using non-collapsible rails
14. Escape of a transferred prisoner
15. Falls from unrestricted windows
16. Entrapment in bedrails
17. Transfusion of ABO-incompatible blood components
18. Transplantation of ABO incompatible organs as a result of error
19. Misplaced naso- or oro-gastric tubes
20. Wrong gas administered
21. Failure to monitor and respond to oxygen saturation
22. Air embolism
23. Misidentification of patients
24. Severe scalding of patients
25. Maternal death due to post partum haemorrhage after elective Caesarean  section

Source: http://www.dh.gov.uk/prod_consum_dh/groups/dh_digitalassets/@dh/@en/documents/digitalasset/dh_132352.pdf

You can read the whole document if you wish, but the indicators within the specific areas where the Pharmaceutical Industry has opportunities to work in conjunction with the NHS includes:-

1. Wrongly prepared high-risk injectable medication

• Death or severe harm as a result of a wrongly prepared high-risk injectable       medication.
• High-risk injectable medicines are identified using the NPSA’s risk assessment tool1. A list of high-risk medicines has been prepared by the NHS Aseptic Pharmacy Services Group using this tool2. Organisations should have their own list of high-risk medications for the purposes of the “never event” policy, which may vary from the NHS Aseptic Pharmacy Services Group list, depending on local circumstances.
• A high risk injectable medicine is considered wrongly prepared if it was not; o prepared in accordance with the manufacturer’s Specification of Product Characteristics;

1 NPSA High Risk Medication Risk Assessment Tool, 2007, available at

http://www.nrls.npsa.nhs.uk/EasySiteWeb/getresource.axd?AssetID=60097&type=full&servicet ype=Attachment

2 Pharmaceutical Aseptic Services Group. Example risk assessment of injectable medicines. 2007. Available at http://www.civas.co.uk/

• This event excludes any incidents that are covered by other “never events”.
• Where death or severe harm cannot be attributed to incorrect preparation, treat as a Serious Untoward Incident.

5. Maladministration of potassium-containing solutions

• Death or severe harm as a result of maladministration of a potassium-containing solution.

Maladministration refers to;

• selection of strong potassium solution instead of intended other medication,
• wrong route administration, for example a solution intended for central venous catheter administration given peripherally,
• infusion at a rate greater than intended.

Setting: All healthcare settings.

Guidance: – Patient safety alert – Potassium chloride concentrate solutions, 2002 (updated 2003), available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59882

6. Wrong route administration of chemotherapy

Intravenous or other chemotherapy (for example, vincristine) that is correctly prescribed but administered via the wrong route (usually into the intrathecal space).

 

Setting: All healthcare premises.

Guidance: – HSC2008/001: Updated national guidance on the safe administration of intrathecal chemotherapy, available at http://www.dh.gov.uk/en/publicationsandstatistics/lettersandcirculars/healthservicecirculars/dh_ 086870 – Rapid Response Report NPSA/2008/RRR004 using vinca alkaloid minibags (adult/adolescent units), available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59890

7. Wrong route administration of oral/enteral treatment

Death or severe harm as a result of oral/enteral medication, feed or flush administered by any parenteral route.

Setting: All healthcare settings.

Guidance: – Patient Safety Alert NPSA/2007/19 – Promoting safer measurement and administration of liquid medicines via oral and other enteral routes, 2007, available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59808

8. Death or severe harm as a result of intravenous administration of epidural medication.

• A broader “never event” covering intravenous administration of intrathecal medication or The “never events” list 2012/13 9 intrathecal administration of intravenous medication is intended once the deadlines for Patient Safety Alert 004A and B actions have passed.

 Setting: All healthcare premises.

Guidance: – Patient Safety Alert NPSA/2007/21, Safer practice with epidural injections and infusions, available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59807 – Safer spinal (intrathecal), epidural and regional devices – Parts A and B, available at http://www.nrls.npsa.nhs.uk/resources/?EntryId45=65259

9. Maladministration of Insulin

Death or severe harm as a result of maladministration of insulin by a health professional. Maladministration in this instance refers to when a health professional

• uses any abbreviation for the words ‘unit’ or ‘units’ when prescribing insulin in writing,
• issues an unclear or misinterpreted verbal instruction to a colleague,
• fails to use a specific insulin administration device e.g. an insulin syringe or insulin pen to draw up or administer insulin, or
• fails to give insulin when correctly prescribed.

Setting: All healthcare settings.

Guidance: – Rapid response report – Safer administration of insulin, 2010, available at http://www.nrls.npsa.nhs.uk/alerts/?entryid45=74287 – NHS Diabetes – Safe use of insulin, 2010, available at http://www.diabetes.nhs.uk/safe_use_of_insulin/ – NHSIII Toolkit – Think Glucose, 2008, available at http://www.institute.nhs.uk/thinkglucose – NHS Diabetes guidance – The Hospital Management of Hypoglycaemia in Adults with Diabetes Mellitus, 2010, available at http://www.diabetes.nhs.uk/document.php?o=1037

19. Misplaced naso- or oro-gastric tubes

Death or severe harm as a result of a naso- or oro-gastric tube being misplaced in the respiratory tract.

Setting: All healthcare premises.

Guidance: – Patient safety alert – Reducing harm caused by misplaced nasogastric feeding tubes, 2005, available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59794 – Patient safety alert – Reducing harm caused by misplaced naso and orogastric feeding tubes in babies under the care of neonatal units, 2005, available at http://www.nrls.npsa.nhs.uk/resources/?entryid45=59798&q=0%c2%acnasogastric%c2%ac

Please visit the20:20Selection website if you have found this article helpful, as we regularly update the articles in our Factsheet section

http://www.2020selection.co.uk

NICE to review local formularies to end post-code prescribing lottery

NICE is to produce a best practice guide to help trusts develop local formularies, as part of a move to ensure that all patients in England have access to clinically and cost-effective drugs.

Local formularies provide a list of selected or preferred drugs available to local prescribers and have an important role in underpinning safe and effective use of medicines.

However, there is currently no standard process or advice for putting together a local formulary which has led to variations across the country.

Medicines Management departments within many PCTs currently operate a controversial traffic light sytem of red lists and green lists, which does not necessarily reflect NICE guidance.

A recent report into innovation in healthcare by The Department of Health has highlighted that not all local formularies are including all of NICE’s technology appraisals. This can lead to a postcode lottery where patients miss out on drugs approved by NICE.

In some cases, local formularies are duplicating NICE assessments and challenging appraisal recommendations, acting as a barrier to the uptake of NICE-approved medicines.

The report states that the Department of Health is “committed to ensuring that NHS patients have access to clinically and cost-effective drugs and technologies, and that NICE appraisal guidance is promptly delivered throughout the NHS.

“There should be no local barriers to accessing technologies recommended in NICE appraisals, beyond a clinical decision relating to an individual patient.”

The report recommends that formulary processes should proactively consider the impact of new NICE Technology Appraisals, and all NICE Technology Appraisal recommendations should – where clinically appropriate – be automatically incorporated into local formularies.

This process should take place within 90 days to support compliance with the three month funding direction and the NHS Constitution ensuring that these medicines are available for clinicians to prescribe, should they choose to, in a way that supports safe and clinically appropriate practice.

To help achieve this, NICE will develop a best-practice guide covering the creation and review of local formularies to assist local trusts and clinical commissioning groups.

Dr Gillian Leng, Deputy Chief Executive of NICE said: “NICE will embark on a specific piece of work to look at how local formularies are put together. At the moment there is no standard process for them and there tends to be a lot of variation and inconsistencies across England. This has been flagged up in the recent NHS Innovation report.

“NICE will produce a best-practice guide on how to develop a local formulary. We will be holding a workshop to develop the guide, which will then go out to consultation before being published later this autumn.”

“NICE-approved drugs should not be excluded from local formularies on the grounds of cost. We want all patients to have access to medicines that we consider to be effective,” added Dr Leng.
Elsewhere, the report outlines plans to introduce, within three months, a NICE Compliance Regime for the funding direction attached to NICE technology appraisals to ensure rapid and consistent implementation throughout the NHS.

The Department of Health will also establish a NICE Implementation Collaborative (NIC) to support the implementation of NICE guidance. The NIC will bring together the NHS Commissioning Board, NICE, the Chief Pharmaceutical Officer, the main industry bodies, the NHS Confederation, the Clinical Commissioning Coalition and the Royal Colleges.

Reference: http://www.nice.org.uk/

20:20 Selection is a specialist recruitement agencies which places candidates into roles within the UK pharmaceutical and healthcare/devices sales industries. The agency has been established since 2002. If you are seeking a role within pharmaceutical sales please visit our website to view our live vacancies http://www.2020selection.co.uk

QIPP

FACTSHEET

WHAT IS QIPP?

The QIPP agenda is undoubtedly one of the most significant NHS policies that all organisations who conduct business with the NHS will have to take onboard.

Quality

Innovation

Productivity

Prevention

The agenda will have to run through the every thought and every process that takes place throughout the NHS from Primary Care Trusts to Secondary Care to General Practice.

QIPP will affect every department and individual who works for the NHS – for example front line clinicians, PCT commissioners, estate managers, laundry services, ward staff, ambulance trusts, etc.

Why?

The year 2010/11 is the last year in which the £102 billion that is spent on the NHS is set to get an increase in funding of around 5.5%. For the foreseeable future the growth will be limited to inflation. The NHS needs to identify £15-£20 billion of efficiency savings by the end of 2013/14 that can be reinvested within the service so that it can continue to deliver year on year quality improvements.

HOW WILL QIPP AFFECT PHARMA?

 

In order to do business with the NHS in future, organisations will need to focus on how the products/services that they offer fit in with the local QIPP agenda. Clearly organisations will have to attain immediate overviews as to how the QIPP agenda is going to be adopted at local levels, as it is anticipated that new, complex information resources will be required to deliver tailored solutions for each NHS customer.

PCTs will be looking to move services into primary care to reduce cost and improve Quality and Productivity. Pharmaceutical companies are already working on how to utilise their existing knowledge of World Class Commissioning to drive their targeting and market access strategies – so the platform may already be there, but the message will need refining for the QIPP.

Specifically, some of the areas which the pharmaceutical industry might be concentrating on refining their messages and strategies could include:

• to reduce preventable hospital admissions resulting from sub-optimal medicines use in chronic medical conditions (e.g. COPD)
• to identify patients who are currently undiagnosed or misdiagnosed as having a treatable chronic medical condition (e.g. COPD, diabetes, cardiovascular disease)
• to improve medical adherence and thereby improve health outcomes and reduce waste by reducing levels of non-adherence to medicines (e.g. community pharmacy monitoring schemes, GP staff training)
• to improve adherence to NICE guidance (e.g. hypertension, DVT prevention)

 

RECOMMENDED EXAMPLES

There have already been some significant improvements made to Quality and Productivity and Department of Health has provided some recommended examples.

• Atrial fibrillation – detection and optimal therapy in primary care.

Opportunistic screening by pulse palpation of patients over 65 has been used in 18 regions to improve detection of atrial fibrillation. Quality is improved by the optimal treatment of patients with atrial fibrillation reducing risk of stroke. Productivity is increased by the reduction in costs associated with stroke and its complications.

• Fractured neck of femur: rapid improvement programme.

Ten pilot trusts have succesfully implemented service re-design for the Fractured Neck Femur patient pathway. This improved quality by: improving multi discplinary and cross agency teamworking, reducing mortality, and time to theatre, and earlier mobilisation. Productivity was improved by reduced length of stay, readmissions, and delays to the theatre.

• Stroke pathway: delivering through improvement.

The NHS Institute supported Chief Executives and senior leadership to champion change and improvement across NHS organisations in all areas of the stroke pathway. Quality was improved by reducing mortality, time in A&E, and delay in CT scanning. Productivity was increased through reduction in length of stay and readmission.

• The productive ward.

The NHS Institute has supported ward leaders and nursing teams with innovative methods to improve the ward environment and process. Over 60% of NHS Acute Trusts are implementing the Productive Ward programme. Key improvements from the programme include improved quality through increasing direct patient care time and staff satisfaction and improved productivity through reduced staff absence and reduced length of hospital stay.

• Electronic blood transfusion systems.

Oxford Radcliffe Hospitals have successfully implemented an electronic blood transfusion system. This has improved quality by reducing transfusion errors and the time taken to deliver blood. Productivity has improved by reduced blood usage, wastage, and staff time.

• Enhanced recovery for elective surgery.

Enhanced recovery programmes use evidence based interventions to improve pre-, intra-, and postoperative care. They have enabled early recovery, discharge from hospital, and more rapid return to normal activities. Quality is increased by reducing complications and enabling a more rapid return to function. Productivity is improved by reducing hospital stay.

To improve the uptake of QIPP by clinicians the Department of Health has published a guide entitled:  The NHS Quality, Innovation, Productivity and Prevention Challenge: an introduction for clinicians www.somaxa.com/docs/file/QIPP_2010.pdf

Further information on QIPP can be found at:

www.link-gov.org/content/view/463/188/

www.library.nhs.uk/qipp/

 

Securing your next role – What NOT to do!

Landing a job is never easy, as the industry is now in a state of flux it is more competitive these days. There are fewer vacancies and more people chasing them than in more than a decade. But even now — more than ever — it’s still on you. Despite the fact that the job market is everything but easy right now… have you ever stopped to consider that the reason you’re still sitting there unemployed … might in fact be … you?

It’s a hard concept that most job seekers have trouble wrapping their heads around, but applicants frequently — inadvertently — raise red flags to recruiting managers that immediately scream, “Don’t employ me!” You might not be raising them on purpose, but there are ways to avoid them.

Not sure if you’re unknowingly blowing your chances at securing your dream position? Here are 10 red flags to be wary of during your next job hunt:

 

Red flag No. 1: Your CV is lacking any specific achievements that distinguish you from other Medical Representatives

When you’re crafting your CV, you should focus on highlighting relevant skills and accomplishments that are in line with the position for which you are applying. Highlighting your sales successes is key!

 

Red flag No. 2: You have long gaps between jobs on your CV

Even if your long departure from the work force is valid, extended lapses of unemployment might say to an employer, “Why weren’t you wanted by anyone?” Anytime you have more than a three-month gap of idleness on your CV, legitimate or otherwise, be prepared to explain yourself.

 

Red flag No. 3: You aren’t prepared for the interview

There are many ways to be unprepared for an interview: You haven’t researched the company, you haven’t researched the products & therapy area, you don’t have any questions prepared, etc. Plain and simple, do your homework before an interview. Explore the company online, prepare answers to Competency Based questions and have someone give you a mock interview. The more prepared you are, the more employers will take you seriously.

 

Red flag No. 4: You didn’t provide any evidence of success

In today’s competitive market use of evidence/brag file can be the difference between progressing to the next stage and being told that there ‘where stronger people on the day.’  You need to prove how successful you have been (the more specific you can be the better) and differentiate yourself from other candidates.  Do not wait to be asked for your evidence, use it as a sales aid to illustrate your answers.  YOU are your product!

 

Red flag No. 5: You only have negative things to say about previous employment

If you feel aggrieved or down-beat about your current/prior employer, it could be very tempting to want to tell anyone who will listen how much of ‘bad time’ you have experienced– but a recruiting manager for a coveted job is not that person. There are hundreds of ways to turn negative things about an old job into positives. Thought your last job was a dead end? Spin it by saying, “I felt I had gone as far as I could go in that position. I’m looking for something with more opportunity for advancement.”

 

Red flag No. 6: You’ve held seven different jobs — in the past six years

Job hopping is a new trend in the working world. Workers are no longer staying in a job for 10-20 years; they stay for a couple and move on to the next one. While such a tactic can further your career, switching jobs too often will raise a prospective employer’s antenna. Too many jobs in too little time tells employers that either you can’t hold a job or you have no loyalty. Be prepared to explain your reasoning/rationale

 

Red flag No. 7: You give inconsistent answers in your interview

One tactic recruiting manager’s use during the recruitment process is to ask you the same question in several different ways. This is mostly to ensure that you’re genuine with your answers and not just telling an employer what he or she wants to hear. Keep your responses sincere throughout the entire process and you should be good to go.

 

Red flag No. 8: You lack flexibility

Most people know what they want in a job as far as benefits, basic salary, bonus, etc. If you’re unable to be flexible with some of your (unrealistic?) expectations, however, you’re going to have a difficult time finding a job. Have a bottom line in terms of what you want before you start the job hunting process and be willing to bend a bit if necessary.

 

Red flag No. 9: Your application was — in a word – lazy

Only doing the bare minimum of what’s asked of you won’t get very far — in life or in your job search. Applying to jobs with the same CV and the same cover letter (or none at all) is pure laziness. And, if you won’t spend extra time on yourself and your application materials, you probably won’t do it for a client either.

 

Red flag No. 10: You lack objective or ambition

If you have no long-term goals, then you really have no short-term goals either. Long-term goals may change, however you need to have some concept of where you want to go. Know where you want to go and how you plan to get there. Otherwise you seem unfocused and unmotivated, which are two big no-no’s for an applicant.

We are specialists in Medical & Pharmaceutical Recruitment, to secure your next role in this sector call us at 20:20 Selection Ltd on 0845 026 2020 and speak to one of our consultants or visit www.2020selection.co.uk to view our current Medical Sales vacancies

(Adapted from CareerBuilder)

Pharmaceutical Sales – A spark of interest

Having embarked on a career as a medical representative in 1987, I still reflect on the route that led me to the pharmaceutical industry.  Being a Pharmaceutical Sales Representative doesn’t often appear in the list of careers that we aspire to as teenagers hence it is invariably something people come across coincidently.  For me I spent five years in a hospital Biochemistry Dept completing post graduate studies and developing a strong clinical understanding of various diseases and illnesses.  It was here I met Sales Representatives selling laboratory diagnostics and equipment which sparked an interest in sales (I have to admit to being initially impressed by the suit, car and perceived flexibility of their job).  In fact what did appeal to me about a sales role was the inherent challenges working towards targets and ultimately being rewarded (bonus) and recognised for exceeding goals (working in the NHS could not fulfil that need) as well as selling products which genuinely make a difference to people’s lives.

Hence I started buying the New Scientist and Daily Telegraph; there was no internet job searching in those days! Quite quickly I secured two interviews for Laboratory Territory Manager positions before seeing an advertisement for Trainee Medical Representatives with a major pharmaceutical company.

Have to confess at that stage that pharmaceuticals was a bit of a mystery to me, but my Dad said that company was great (blue-chip), and there was a number to call to apply.  Two interviews later, including being flown to head office, I was offered a GP/Hospital Representative position.

Looking back I do wonder how I got that job as these days we expect entry level candidates to know so much more about the day to day practicalities of the role, the NHS and how the business works.  Clearly the company were looking for the basic ingredients which they could then train, develop and mould to reflect their values and culture in the eyes of their customers;  GP, Nurses, Pharmacists, Consultants, Registrars, SHO etc.

Over twenty years later in a different NHS landscape I still believe this to be true so what are some of those basics;

Personal Qualities – An inner drive, self-starter, the ability to work on your own initiative, enthusiasm, can-do attitude, tenacity, the ability to problem solve, good interpersonal skills, the willingness as well as aptitude to learn.

Clinical Foundation – This means an interest in medicine, the ability to learn and apply technical information.  You will need to communicate this knowledge to customers of all levels.  ‘A’ level standard Biology should help with ABPI. 

Business & Selling Skills – Understand you are there to increase sales; it is a sales job & not a promotional or educational position.  Have a consultative selling style, i.e. probe to understand the customer needs and agenda before offering solutions. Key Account Management & Networking Skills. Understanding local NHS politics, targets, agenda and how these may impact on your business.

Clearly a lot of clinical and business skills can be taught as long as you have the right positive attitude. In summary I would describe the role of a Medical Sales Representative, whether that be GP, GP/Hospital, Hospital or Generics as the opportunity to run your own local business.

I have enjoyed a varied, challenging and satisfying career in the pharmaceutical industry. I also know others, who embarked on their career at the same time, who have had similar experiences and taken their careers in to different functions in the industry including: Marketing, Senior Sales Management, Training, Consultancy as well as others who are now Senior Representatives such as Hospital Specialist Representative or Healthcare Development Manager.

If this sparks an interest in you fantastic!  To discuss your background and transferable skills then contact 20:20 Selection Ltd on 0845 026 2020 or visit www.2020selection.co.uk . We have current opportunities Nationwide with hot-spots in London, Kent, Sussex, Essex, Somerset, Wiltshire, East Anglia.

Key Account Manager Roles – Catching a KAM

Many articles have been written about the best way to engage with our customers in the NHS. How best to partner with this new breed, made up of payers, commissioners, and medicines management gurus. How best to tap into their agenda. In fact, many careers have been built on telling us just how to sell to our customers, and an awful lot of consultancy fees have been paid to experts so that we can all be scared to death about this ‘new’ customer group who we are told work hidden away, been firmly shut doors in an increasingly complex and confusing NHS maze.

In my simple world view, yes, of course we do need to speak the same language as our customers, but we also need to ensure that we are getting the balance right, to ensure that our customer partnerships are mutually beneficial. We need to be truly customer focused, but we also need to achieve the win:win equilibrium, to avoid promising the world in value added services for very little commercial return.

Over the last few years, Key Account Management has been the new pharma industry term that seems to be bandied about on a daily basis. It is used often and widely and it seems to mean different things to different people in different companies. Every hiring manager seems to be looking for the elusive KAM. Does it mean a hospital representative? Does it mean an NHS Liaison Manager? Is it a bit of both? Or is it just a very good salesperson with the right attitude, the right skills and the common sense to convince key influential customers to sit round a table, to weigh up the pros and cons, and to agree on decisions that will help them to achieve their desired outcomes, but that will also grow product sales for their company?

In many ways, Key Account Management is a philosophy; a way of thinking, rather than some magical process. Account plans and systems can of course help to keep business on track, but they cannot be the golden ticket on their own. People still, and always will, buy from people.  Outstanding KAM’s need to be outstandingly talented sales people. In the ‘good old’ days, when sales people were autonomous, and they had full accountability for their results, the successful ones managed their own business and they managed it well. Naturally, they identified and involved all key stakeholders, naturally they engaged with clinicians, and non clinicians alike, and naturally they engaged the people who ultimately held the purse strings. They were unblocking the clinical and funding barriers that KAM’s and Market Access Manager’s do today, whilst always remembering to sell.

This breed are driven, competitive, innovative, competitive, hardworking, flexible responders to change and above all, as superb net workers and communicators, they can be relied upon to consistently achieve results.

At 20:20 Selection Limited, we know that recruitment agencies are mainly fishing from the same pond. The skill we use to catch the KAM’s is to recognise the specific species, and to know which bait to use.

Interview Guidance

Interview Guidance

PRIOR TO the Interview

Research

• Look committed and find out as much as possible about the company.

 

• Visit their web site for more information on the company.

 

• Find out who will your competitors be and as much as possible about the market/customers you will be selling to 

 

Job Description

• Make sure you are fully aware what the role is you are being interviewed for.  Your consultant at 20:20 Selection Ltd will have fully briefed you on this. 

 

• Be confident that you are technically qualified to do the job.  We would not have spoken to you about the role if we didn’t think your profile matched the client’s criteria!

 

• Have examples from your previous roles to demonstrate your ability to do this job and evidence in your brag file to back this up

 

FOR THE INTERVIEW

Personal Presentation

• Look your smartest and show your most professional side during the interview. A company is more likely to employ someone who is well presented and who will therefore best represent their company to customers. 

 

Punctuality

• Arrive to start the interview on time (be early if possible)

 

• Obtain clear directions for the location of the interview and plan your journey, allowing plenty of time to arrive.

 

INTERVIEW DO’S

• Introduce yourself courteously (first impressions last!)

 

• Express yourself clearly.

 

• Show tact, manners, courtesy, and maturity at every opportunity.

 

• Be confident and maintain poise. The ability to handle your nerves during the interview will come across as confidence in your ability to handle the job.

 

• Be prepared to show how your experience would benefit the company.

 

• Ask questions concerning the company or products and the position for which you are being interviewed for. An interviewer will be impressed by an eager and inquisitive mind. You will also be able to demonstrate that you can contribute to the company or industry if you show an interest in its products and/or services.

 

• Take time to think and construct your answers to questions to avoid rushing into a vague and senseless reply.
• Demonstrate that you are sufficiently motivated to get the job done well and that you will fit in with the company’s organisational structure and the team in which you will work.

 

• Show willingness to start at the bottom and work up.

 

• Anticipate questions you’re likely to be asked and have answers prepared in advance. Uncertainty and disorganisation show the interviewer that you are unprepared and unclear what your goals are.

 

• Be assertive without being aggressive (ensure you close – remember you are a sales person & ‘you’ are your product)

 

• Thank the interviewer for their time

 

Interview Don’ts

• Be late for the interview. Tardiness is a sign of irresponsibility or disorganisation and the employer could take it as what to expect in the future.

 

• Arrive unprepared for the interview.

 

• Say unfavourable things about previous employers.

 

• Make excuses for failings.

 

• Give vague responses to questions.

 

• Show lack of career planning – no goals or purpose could convey the impression you’re merely shopping around or only want the job for a short time.

 

• Show too much concern about rapid advancement.

 

• Overemphasise money. Your interviewing goal is to sell yourself to the interviewer and to get an offer of employment. Salary discussion is secondary.

 

• Show any reservations you may have about the role/company. You can always turn down second interviews and job offers after you have had time to appraise your concerns in the cold light of day.

 

• Express strong prejudices or any personal intolerance.

 

• Leave your mobile phone on during the interview.

 

These are general tips that can be applied to any interview situation.  Part of the service we offer at 20:20 Selection Ltd is to help you prepare for specific client interviews.  We have key account managers specifically working with clients & members of the team who come from a pharmaceutical sales management background so you will get personalised expert advice relating to your interview!  To find out more about 20:20 Selection Ltd visit www.2020selection.co.uk

The New Year brings a new addition to the Recruitment Team at 20:20 Selection Ltd.

                                                            PRESS RELEASE

The New Year brings a new addition to the Recruitment Team at 20:20 Selection Ltd.

In the summer of 2008, Samantha Harrison, was the proud winner of the prestigious Pharma Times Senior RBM of the Year Award. At the start of 2010, she has begun the New Year with an exciting new challenge, by proudly joining the 20:20 Selection team as their new Recruitment Consultant.

Sam joined the pharmaceutical industry over 20 years ago as a Medical Sales Representative, and since then, she has worked in a wide variety of roles in her career, in both pharmaceuticals and in the CSO marketplace. Sam has extremely wide experience to bring to 20:20 Selection, having been an Oncology Hospital Specialist, a Field Trainer, a Regional Business Manager, Management Trainer, National Sales Manager, Operations Manager and most recently, as a Project Director at Innovex (UK) Ltd, managing multiple vacancy management teams for major clients in the pharmaceutical and healthcare industries.

Karen says, “Sam has built numerous teams for pharmaceutical companies in her time at both Innovex and Ashfield, so she has a great deal of experience and expertise in the field of recruitment. Sam understands exactly what kind of candidates our clients need, in order for them to compete in an increasingly demanding market. I know from first hand experience of working with her in the past, that she has the skill set to do a great job, and also a superb attitude that will help her to fit in perfectly at 20:20 Selection. She is talented, professional and extremely hard working. Those factors are crucial in recruitment.”

Sam has always kept an eye on the successful growth of 20:20 Selection since Karen Forshaw, 20:20’s Director, started the company. Sam and Karen have known each other for a long time, as they were colleagues together at Roche Pharmaceuticals, back in the mid 1990’s. Formed in 2002, 20:20 Selection Ltd has built a reputation for providing unrivalled recruitment services in terms of its commitment and dedication to both candidates and clients. “The reputation for quality that Karen and the team have developed within the market place is the main reason that I was so keen to come on board”, explains Sam. “I am delighted to be part of the team at 20:20 Selection”.