With the rapid rise of domestic Chinese-funded pharmaceutical companies, the market competition for high-end pharmaceutical talents is becoming increasingly fierce. As a rising star, what kind of talents do private pharmaceutical companies need, and how to win the favor of talents? In the recent "Grab Key Talents, Embrace the Trend of Innovation" - 2021 Life and Health Industry Talent Recruitment Strategy Sharing Activity hosted by Shanghai Jing'an District Human Resources and Social Security Bureau and Shanghai Suhewan (Group) Co., Ltd., and undertaken by Cree International and Medical Pulse, Li Wei, Vice President of Human Resources of Sidi, shared - "How Private Pharmaceutical Companies Attract Talents", which provided us with some inspiration.
01 What are China's local private pharmaceutical companies doing?
As a local entrepreneurial enterprise, It has gone through 11 years since its establishment. We are one of the first companies to carry out precision medical testing services for oncology in China, with a wealth of products and services, including upstream equipment and instruments for hospital applications, as well as third-party medical testing services with authoritative qualifications in the industry, and some independently developed innovative products.
As a private pharmaceutical company, we have developed rapidly. When I first joined in 2018, the company only had more than 300 people, and the current scale has exceeded 1,000 people. We regard research and development as the top priority and have set up a research and development team of more than 300 people. At the same time, we are "rooted in China and facing the world", and our business covers more than 60 countries in the World, including the Americas, Europe, the Middle East, Asia and Oceania.
Committed to R&D innovation, constantly developing excellent products and services, embracing a broader future, creating more possibilities, this is what we are doing.
02 Private pharmaceutical companies are not Low: What are our talent selection criteria?
As a private pharmaceutical company, we have a lot of deep thinking about human resources and have built our own HR panorama, including HR strategy, organizational talent strategy and corporate culture. To achieve these strategies and concepts, we have a set of talent standards and work performance standards, it can be said that the current private pharmaceutical companies have high requirements for the conditions for talent selection.
Different from the mature process system of foreign companies and the advantages brought by brand attractiveness in recruitment, private enterprises do not have such a mature system, so our requirements for recruitment will be higher, especially executives. In general, based on the competency model, we mainly look at three aspects of talent:
First, the general ability and quality, including whether the core values of talents match the ideas.
Second, leadership quality is divided into high, middle and grass-roots leadership quality. For middle and senior managers, we need people who can stand alone, plug and play, and solve problems, which is also based on the actual situation.
Third, professional ability and quality. The demand for R&D personnel in our industry is very large, and the professional ability of personnel is also higher. At present, many of the talents we need in our field are still distributed overseas, and the R&D personnel we recruit are basically returnees and Chinese who have graduated from famous universities at home and abroad, and have work experience in overseas medical research institutions.
03 What kind of people do we need?
We need people who must match the company's core values. Speaking of our core values, what is unique about them is that they were developed by more than 1,000 employees from top to bottom and discussed for more than half a year, and I will briefly talk about a few of them.
First of all, we especially advocate the courage to take responsibility. There are often a lot of blurred boundaries in local enterprises, but we encourage employees, in the blur everyone should take a step forward, have the courage to take responsibility, grab this job to do, even if it is wrong, it does not matter, this is the kind of person we need.
Secondly, willing to challenge the impossible, this word is also well understood for private enterprises. A lot of what we do is fraught with uncertainty, or we haven't done it at all. For example, after the outbreak of the epidemic, we quickly decided to enter the infection industry that we had never been exposed to and do COVID-19 testing after a brief discussion. A lot of what we do, including reagents and instruments that we develop, are not done by anyone in the Chinese market. This is also very different from foreign companies, foreign companies may have Asian or global headquarters to provide advice and help, but if we are afraid of difficulties, there will be no foreign assistance. Therefore, we must find our own way to solve, challenge the limits, and develop unique products in order to survive in the fiercely competitive market.
There is also the struggle-oriented. If you lack the spirit of a strivers, I suggest you don't think about local companies, because there is more effort to put in here than others.
So, we attract talent in line with our core values. For our business to survive and develop, it needs a group of like-minded people.
04 How do we attract talent?
Finally, I would like to tell you how we attract talent, mainly starting from the following points:
- Mission and vision driven
Our talent sources are very diverse, including hospitals, foreign pharmaceutical companies, local enterprises, foreign, school enrollment and so on. We don't have a lot of cool stuff, so how do we get talented to join in the first place? First, we are driven by our mission and vision. The products we make can be used in the diagnosis and treatment of cancer patients to help them alleviate their pain, which is a very rewarding work. Many of our executives used to stay abroad, have a good life, and have good development opportunities, so why should they come? They don't even care about the money you give, the platform you give, what they care about is this sense of mission, the sense of accomplishment. They know that an early release of a product means that it can benefit more cancer patients. So, I think it's important that our industry attracts talent, especially at the executive level, from a mission and vision.
- The platform is large enough
This is also a point where we attract candidates, especially for senior executives and R&D personnel. First of all, unlike the R&D and design of foreign-funded enterprises in Europe and the United States, as a local enterprise, we are the global R&D center, and talents can personally lead R&D and better display their talents and ambitions.
In addition, we do a lot of things that cover the entire life cycle of the product. After the talent joins, it can start from scratch, handle product design, development and research, and even product listing, registration, sales, and this product life cycle management experience is of great benefit to the growth of talents.
In addition, on our platform, talents can become designers of system processes and are expected to promote effective solutions to overseas branches, which are particularly valued by managers and senior experts.
-Grow fast enough
Talent comes to us to pick the beams, and there are a lot of things that need to start from scratch from 0 to 1. On the one hand, the challenge and pressure are indeed great, but on the other hand, the growth of people is also particularly fast, which I have personally experienced. For example, after I joined, in the face of job recruitment in a new field, no one taught me how to find people, and the business was anxious to ask for people, and there was not even a common metric leading time for foreign recruitment, but the sooner the better. So whether it's research and development, recruitment, or any other job, this burden is entrusted to you, and you must be able to pick it up. Moreover, the process from 0 to 1 requires you to consider the entire process from product design to final listing, rather than just taking care of the "one acre and three fields" in front of you, this experience helps talents to form a thinking mode of overall consideration.
In addition, our company has concentrated a large number of big coffee elites in the industry. The overall level of education of the staff is high, including 60 or 70 doctors and postdocs who have returned from Europe and the United States, many of whom are leaders in their fields. Therefore, after talents join, they can sit next to the industry leaders and exchange learning, which is difficult to learn elsewhere. In addition, these experts are very affectionate, especially willing to promote others, hoping to pass on what they have learned to their Chinese colleagues, which is also very attractive to candidates.
- You are the real Owner
It was only after I joined the idea that I realized this way: you are a real owner. With us, you have full autonomy to make decisions, not just a screw in a fast-moving machine. As an entrepreneurial enterprise, we are facing the test of survival every day, everything you do, every penny you spend, you must carefully measure, how to effectively use limited resources to maximize output. This kind of space for independent decision-making is also something that many talents want to pursue after reaching a certain height.
-Combination of short-, medium- and long-term incentives
Finally, money is not a panacea, but it is also impossible to lack money. In addition to the competitive salary level, we pay more attention to the medium- and long-term incentive and development of talents. Once the future enterprise is successful, the long-term return to the talent is very considerable. That's why we encourage our employees to move forward with the company, especially for executive talent, and we advocate deferred enjoyment and long-termism. In general, the salary is the most basic, but also very important, we will do salary incentives will be short, medium and long-term organic combination.
Since I joined The idea in 2018, I have looked back on the course of the past few years and witnessed the rapid expansion of the company's talent team along the way. Many times in order to meet a candidate, we will try all kinds of ways to take the initiative and attract talents with the greatest sincerity. As a local enterprise that has not yet seen the name, this initiative needs to be promoted.
I think that we may not be better than others, but we are willing to pay more effort and diligence than others, and in the long run, we will definitely succeed!
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