Pharmaceutical Executive | By: Julian Upton, European Editor
Pharma and life sciences have topped the ‘talent challenge’ poll in PriceWaterhouseCoopers’
(PwC) new Global CEO Survey. 51% of pharma CEOs surveyed said it has become
more difficult to hire workers within the sector, outweighing the number of
CEOs from a range of industries — including automotive, insurance, and
technology — who agreed with the sentiment with regard to their own sectors.
The implications of this 'talent crunch' are grave, not least in its impact
on profitability. According to the survey, one in four CEOs (across all
industries) said they were unable to pursue a market opportunity or have had to
cancel or delay a strategic initiative because of the talent recruitment
problem. One in three is concerned that skills shortages impacted their
company’s ability to innovate effectively.
Frequent job-hopping, rife across all industries and at all levels, is one
factor leaving CEOs particularly uneasy. Company efforts to properly appreciate
the loss in productivity and time when a valuable employee leaves (as well as
the expense related to retraining) are now under way, but nearly half the CEOs
surveyed said they need more information on the cost of employee turnover.
More unnerving for CEOs is the potential loss of ‘high-potential middle
managers ‘. As a result, the report indicates, formal succession planning in
some companies is starting to go “deeper into the organization”. Efforts to
identify the talented managers earlier in their careers, and to specifically
devote development resources to them, are becoming more pronounced.
The problem of hiring, developing and retaining talent in the emerging
markets remains one that is particularly pertinent to pharma. For Marijn
Dekkers, Chairman of Bayer, it has become “a major point of competitive
differentiation”. The report states that, currently, 29% of senior managers
(across all industries) are transferred from their headquarters country to
newer markets, but “in an ideal world” only 18% of CEOs said they would
continue to move their senior leaders from headquarters. But as the best people
in India and China, for example, are increasingly tempted by the compensation
packages offered by their domestic multinational companies, that “ideal world”
figure remains elusive. “We try to avoid overseas assignments just to fill a
gap,” said Dekkers, “but sometimes we can’t avoid it.” Indeed, 53% of all CEOs
surveyed expected to move ‘experienced people’ from the home market to newer
markets to fill skills gaps.
The report concludes “a minority of CEOs expect to undertake deep
restructuring measures specifically to fill the talent gap”. More, around a
third, expect to make “dramatic changes”, such as making an acquisition to
secure needed talent, seeking partnerships to get access to skills, moving
operations to more talent-rich areas, or making significant investments in
technology to circumvent shortages.
Visit http://www.pwc.com/gx/en/ceo-survey/industry/pharmaceuticals-and-life-sciences.jhtml#
for the PwC report.