NHS Patient Safety - Reducing Medication Errors

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:-

a.Making the drug up to the wrong strength
b.Using the wrong diluent
c.Microbial or other forms of contamination
d.Labelling errors
e.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:-
a.Cytotoxics
b.Antibiotics
c.Inotropes
d.Potassium solutions
e.TPN
f.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

a.Confidently
b.Accurately
c.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:-

4.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 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 the 20:20 Selection website if you have found this article helpful, as we regularly update the articles in our Factsheet section
http://www.2020selection.co.uk/

Job Searching and Document Checks

Are you eligible? Having your documents ready for your job search.
Embarking on a search for a new job can be daunting however like all things in life it can go more smoothly with forward planning. This short article is aimed at ensuring you have the relevant factual information at hand. This is important as recruitment agencies like 20:20 Selection Ltd and importantly employers do need to check your legal, employment and academic documentation. Hence if you have all this in order, then when it comes to you being made that perfect job offer the contract/job offer letter is likely to be with you more quickly.

The following checklist should help you with your preparation:
•Passport & Visa (if applicable) – an employer can be fined for employing individuals who are not eligible to work in the UK
•Driving Licence – you will need the paper and photo card parts. For field based positions you will need a valid UK driving licence with no more than 6 penalty points. It is important you make clear declarations about your driving history when asked as employers will check this with the DVLA.
If you have a non UK licence holder and need to convert your licence the following link will give you some guidance:
http://www.direct.gov.uk/en/Motoring/DriverLicensing/DrivingInGbOnAForeignLicence/DG_4022562
•A recent payslip. This will validated your current basic salary and your National Insurance number. If you are in receipt of other monthly benefits such as a car allowance this will also be verified on the payslip.
•ABPI certificate – if you have sat and passed the examination you will need to produce your certificate if you are offered employment with a pharmaceutical company. If you have misplaced this, the following link may help
https://extranet.abpi.org.uk/web/abpi/exams.nsf/pages/duplicate_certificate_request
•Highest education certificates (degree, nursing, A levels etc)
•For nursing roles you will need your current NMC PIN number and date of expiry. Plus you will also be asked about the date of your last CRB check however your new employer will need to undertake a fresh check.
•For sales positions you should also put together your ‘Brag File’ or portfolio of successes which should include Sales Data, other performance against KPIs, recent appraisal documents; in fact anything that you can use to sell you and differentiate you in the marketplace.

If you are not facing redundancy, timing your job search is also something to consider. For example,
•We do come across people who may be tied in to car schemes. You are advised to carefully calculate the costs involved to you in walking away from your current agreement, as not all employers offer car opt-out schemes.
•If you are going to jeopardise any bonus/incentive payments pay by leaving before a certain date.
•If you have significant holiday commitments it is important you flag these. A job offer may be subject to you attending a training course on a specific date for a fixed time, however discussing these with your Recruitment Consultant early in the process may mean this can be negotiated. Also remember that holiday entitlement will be prorated depending at what stage of the leave year you commence work.

At 20:20 Selection, we are here to help and guide our candidate along the process. Our specialist team can be contacted on 0845 026 2020 from 08:30 – 18:00 weekdays, or alternatively you may wish to visit our website http://www.2020selection.co.uk/

Global Top Ten Pharma Company Now Recruiting For A Training Manager (SE England)

This is just one of many live vacancies that are being advertised by 20:20 Selection. Please visit the website to see all these exciting opportunities in the UK Pharmaceutical Industry.

Training Manager, specialist products division within the pharmaceutical business of a global healthcare company.

An opportunity currently exists for a talented training and development manager to be responsible for delivering programmes in line with agreed company training strategy. You will focus on specialist therapy areas such as renal and neurology (Parkinson Disease). Additionally you would also be the point of contact point and coordinator, for the UK implementation of the E-Learning strategy.

This is a Head Office based role (Berkshire) requiring you to work cross functionally with marketing, medical and sales management in order to offer the highest quality training solutions, your responsibilities will include:- Coordinating and running induction/initial training- Providing ongoing support across the franchise for new campaigns, conference etc.- Working with brand teams to identify desired training outcomes that will support brand plan execution- Supporting growth plans within division and working with other Training Managers to develop and deliver training plans- Annual planning, ensuring adherence to budget and deadlines. To be considered for this exciting position you are likely to:- Have healthcare related sales experience having demonstrated achievements in sales & your career to date- Have some prior training experience with a training qualification being an advantage- Show potential to be innovative and creative in approach to both the design and delivery of training programmes- Demonstrate good coaching and counselling skills- Possess well-developed interpersonal skills with the adaptability to work cross-functionally within the company- Have excellent planning skills with the drive to see projects through to completion- Be able to work well under pressure & have a high level of flexibility.It is likely that you are educated to degree level and are ideally ABPI qualified.

On offer to the successful person will be a highly competitive basic salary and benefits package.

This is a superb opportunity to join a forward thinking team in a company who truly believe in investing in people.

Please don't delay in applying. Email your CV to administrator@2020selection.co.uk and/or call on of our recruitment consultants on 0845 026 2020.

Which Medical Sales Recruitment Agency?

Which Recruitment Agency?
Despite the global recession and credit crunch, one of the UK’s leading pharmaceutical recruitment agencies , 20:20 Selection Ltd has gone from strength to strength. How have they acheived their organic growth in these difficult times?
The team have over 50 years of combined, actual experience in the pharmaceutical and healthcare sales arenas in the UK.
Managing Director Karen Forshaw formed the company in 2002, after a successful career in medical sales (both primary and secondary care) and medical sales management (at both area and national sales manager level). She is passionate about providing an unirivaled service to both clients and candidates. The 20:20 Selection maxim of “perfect vision: not hindsight” extols the company virtues down to a tee. By carefully selecting their candidates, 20:20 Selection ensure that when one goes before a client for an interview then they have an excellent chance of actually getting hired.
Using the experience and advice from Karen’s team, 20:20 Selection will ensure that you are only ever put forward for roles which you really understand and want to do. They only send your CV to clients with your full permission. Should you get an interview, then Karen and the team will keep you fully briefed and ‘prepped’ during the entire process. They have an enviable reputation within the industry as a recruitment company that really cares about both clients and candidates. One of the prime motivating factors is that individual consultants are not bonussed on just their own performance, but on the performance of the whole company. As a result you will not find yourself being forced or coerced into going for a role just to make up the sales figures of the consultant that you are dealing with.
So if you are interested in a role in UK pharmaceutical, medical or device sales then please contact us at administrator@2020selection.co.uk or visit our website http://www.2020selection.co.uk/ to find out more about the company.
Please note that in order to reach our minimum standards you will need to be qualified to work in the UK, have a full UK driving licence with not more than 6 points and be educated to degree level or be of graduate calibre.
Good Luck in your career.

High Tech drugs dominate NHS England drug expenditure

When the NHS was launched in 1948 it had a budget of £437million (roughly £9billion at today’s value). For 2011/12 it is around £106 billion. This equates to an average rise in spending over the full 60-year period of about 4% a year once inflation has been taken into account. However, in recent years investment levels have been double that to fund a major modernisation programme.
Some 60% of the NHS budget is used to pay staff. A further 20% pays for drugs and other supplies, with the remaining 20% split between buildings, equipment and training costs on the one hand and medical equipment, catering and cleaning on the other. Nearly 80% of the total budget is distributed by local trusts in line with the particular health priorities in their areas.
The money to pay for the NHS comes directly from taxation. According to independent bodies such as the King’s Fund, this remains the “cheapest and fairest” way of funding health care when compared with other systems.

Overall, drug expenditure represents about 10% of NHS drug expenditure. Following the 2010 General Election, the coalition government agreed that all NICE approved drugs should be made readily available to all NHS England patients, irrespective of where they live, and as a direct consequence there has been a steady increase in the value of drugs issued in hospitals (secondary care). This equates closely with the fact that the newer drugs positively appraised by NICE tend to be very expensive in terms of acquisition cost (i.e. trade price to the NHS).

The overall NHS expenditure on medicines in 2009 was £12.3 billion.

The overall NHS expenditure on medicines in 2010 was £12.9 billion.

In 2009 hospital use accounted for 30.9% of the total cost, up from 28.8% in 2008.

In 2010 hospital use accounted for 31.7 per cent of the total cost, up from 30.9 percent in 2009.

In 2009, the cost of medicines rose by 4.8 per cent overall but by 7.7 per cent in hospitals

In 2010, the cost of medicines rose by 5.6% overall but by 13.2% in hospitals


In 2009, of the drugs positively appraised by NICE, the greatest overall cost was for atorvastatin but etanercept incurred the greatest cost in hospitals.


In 2010, of the drugs positively appraised by NICE, the greatest overall cost was for atorvastatin but adalimumab incurred the greatest cost in hospitals.





Table 1. Cost (£000s) of top 10 medicines issued in hospital in 2010

1. Adalimumab (Humira) 180,519.7
2. Etanercept (Enbrel) 179,631.0
3. Ranibizumab (Lucentis) 128,984.7
4. Trastuzumab (Herceptin) 105,878.0
5. Infliximab (Remicade) 103,437.6
6. Rituximab (Rituxan/MabThera) 93,672.3
7. Imatinib (Glivec) 55,262.9
8. Docetaxel (Taxotere) 52,994.3
9. Lenalidomide (Revlimid) 49,676.9
10.Oxaliplatin (Eloxatin) 44,087.5


Table 2. Cost (£000s) of top 10 medicines issued in Primary care in 2010

1. Atorvastatin (Lipitor) 305,652.7
2. Olanzapine (Zyprexa) 110,045.1
3. Quetiapine (Seroquel) 88,915.7
4. Omeprazole (generic) 84,252.0
5. Simvastatin (including combinations) mainly generic 82,134.8
6. Ezetimibe (excluding combinations) Ezetrol family 77,454.3
7. Insulin glargine (Lantus) 73,723.7
8. Pioglitazone (inc with metformin) Actos family 68,132.9
9. Buprenorphine (inc with naloxone) Subutex family 57,646.7
10.Levitiracetam (Keppra) 54,350.8





Table 3. Overall cost (£000s) of top 10 medicines issued in ALL sectors 2010

1. Atorvastatin (Lipitor) 312,871.9
2. Adalimumab (Humira) 189,302.7
3. Etanercept (Enbrel) 188,628.2
4. Ranibizumab (Lucentis) 128,987.0
5. Olanzapine (Zyprexa) 126,501.6
6. Trastuzumab (Herceptin) 105,878.0
7. Infliximab (Remicade) 103,439.7
8. Quetiapine (Seroquel) 101,992.3
9. Rituximab (Rituxan/MabThera) 93,673.4
10.Omeprazole (generic) 91,313.7





Table 4. Cost (£000s) of top 10 medicines issued in hospital in 2009

1. Etanercept (Enbrel) 158,377.8
2. Adalimumab (Humira) 150,592.6
3. Trastuzumab (Herceptin) 96,126.0
4. Ranibizumab (Lucentis) 94,694.8
5. Infliximab (Remicade) 90,387.3
6. Rituximab (Rituxan/MabThera) 79,391.7
7. Imatinib (Glivec) 54,105.2
8. Docetaxel (Taxotere) 49,711.0
9. Oxaliplatin (Eloxatin) 39,913.9
10.Paclitaxel (Taxol) 34,822.1


Table 5. Cost (£000s) of top 10 medicines issued in Primary care in 2009

1. Atorvastatin (Lipitor) 321,499.6
2. Clopidogrel (Plavix) 136,574.7
3. Olanzapine (Zyprexa) 106,073.6
4. Quetiapine (Seroquel) 78,682.9
5. Simvastatin (including combinations) mainly generic 73,470.9
6. Ezetimibe (excluding combinations) Ezetrol family 71,409.0
7. Insulin glargine (Lantus) 66,753.3
8. Simvastatin (excluding combinations) generic 66,753.3
9. Omeprazole (generic) 65,796.8
10.Rosuvastatin (Crestor) 51,662.8

Table 6. Overall cost (£000s) of top 10 medicines issued in ALL sectors 2009

1. Atorvastatin (Lipitor) 328,652.1
2. Etanercept (Enbrel) 166,450.4
3. Adalimumab (Humira) 157,022.6
4. Clopidogrel (Plavix) 149,455.2
5. Olanzapine (Zyprexa) 123,113.1
6. Trastuzumab (Herceptin) 96,126.0
7. Ranibizumab (Lucentis) 94,695.5
8. Quetiapine (Seroquel) 91,805.0
9. Infliximab (Remicade) 90,387.3
10.Rituximab (Rituxan/MabThera) 79,392.0

Interestingly, the UK patents for the following brands will/have expire(d) in the following years. Clearly this will have a major impact on future data released in 2012.
Lipitor (2012)
Plavix (2010)
Zyprexa (2011)
Seroquel (tbc)
Due to the complex nature of patent law these dates are best estimates, at the time of writing this article and can not therefore be guaranteed.


Sources:
The NHS Information Centre http://www.ic.nhs.uk/

If you find this article useful, please visit http://www.2020selection.co.uk to find more articles that you may be interested in. Please look in the ‘Candidate’ section.

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.



April 2010

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.

Redundancy: How to make this an opportunity

Redundancy in the pharmaceutical industry has been a recurring theme in November and December for the past three years or so; not the best time of year to be told you have no job. Yes the current global economic crisis has compounded matters but the affects we are seeing are more driven by the changing NHS, market access challenges, product pipelines and the drive for profitability.

So what do you need to do if you are told you are ‘on consultation’ or are actually redundant? Firstly do not panic. Then try not to take the news as personal, remember it is the job that is redundant, even if you feel unhappy about selection criteria for redundancy your HR Department will be ensuring that the process is fair and lawful.

It is normal to go through a whole raft of emotions which may include anger, relief, frustration, even sadness. The difficult aspects are often related to the fact that one day you had an interesting, respectable, well paid job with company car to suddenly being unemployed. Once you have digested this, and dealt with any immediate personal or financial implications, then please be positive so you use the situation as the opportunity it is to review your career goals and aspirations.

We know there are fewer jobs in medical/pharmaceutical sales than in the boom of 1995 – 2005 but the positive news is that roles are evolving, becoming more account management focused and often more specialist in nature presenting superb opportunities for strong sales professional to further develop their skills. It is fair to say that some people may see redundancy as a chance to move out of the sector, we are well trained by pharmaceutical companies and your transferable skills are marketable if you decide to explore that route.

Based on our experience there are some key tips which will be crucial in securing the right next position; you don’t want to jump in to a job if it’s not right. We do see too many people coming in six months post redundancy saying “I took my current job as I was redundant but realise now I took it because it was a job”; this doesn’t look good on a CV.
Ensure you have all the data/evidence you need to sell yourself at your next interview. Too many candidates claim the information has been lost or still on the company PC which has now gone back. If you are competing against someone else with a good Brag File you could miss out on that perfect job. Find all your sales data, business plans, appraisals, field visit report, examples of additional projects, formulary letters etc
Refer to this information when you are updating your CV; you need to have your CV as achievement focused as possible, these should be specific. Contact us (20:20 Selection Ltd) for advice
Find an agency that understands the industry and how best to sell your skills
Do not log your CV as open access on recruitment websites as you need to retain control of your personal information
Do keep a log of where you have sent your CV and track progress of your applications.
Consider how a Recruitment Consultant can help you prepare for interviews i.e. interview practice, presentations, attending assessment centres or just a sounding board
Be open to roles and companies you may not have heard of; there some interesting positions available.
Ensure you attend interviews you have committed to as it is a very small world.
Before an interview ensure you fully research the company and therapy area/products; the manager will expect you have done this as well as expect you can sell yourself for her/his specific position
Be prepared to work on feedback after an interview as it will help at second stage or if unsuccessful help for your next interview.

This is not an exhaustive list of tips but hopefully it may give you some help and/or inspiration. Getting the right job does take a lot of time but things can happen for a reason, even though you may not know the reason at this moment!

To discuss your own situation in more details contact our team on 0845 026 2020 or visit the website to view a selection of our current nationwide opportunities http://www.2020selection.co.uk/

Nurse Advisor roles in the pharmaceutical Industry

Have you ever seen a Nurse Advisor, a Clinical Specialist, a Clinical Support Specialist, or a Clinical Trainer post advertised in the RCN or on a jobsite and asked yourself - “That sounds interesting. What do these roles actually mean?”

As a general rule they are non-commercial, i.e. non-promotional roles that rely heavily upon the Clinical experience and expertise of a Nurse with relevant experience, interest and qualifications in a particular Clinical/Therapeutic area.

They all tend to be field based roles, so you will work from home and travel to GP surgeries, clinics, hospitals or PCT offices usually within your locality. Some overnight stays may be required occasionally and a degree of flexibility is a must. You will be required to work to very high standards in line with the ABPI code of conduct, and according to your company’s own stringent Standard Operating Procedures, but these roles tend to be very rewarding on a professional level and give you the satisfaction of having a high degree of autonomy when operating in the field.

Examples of the areas of expertise that these roles involve include: Diabetes, Asthma, Chronic Obstructive Pulmonary Disease, and Coronary Heart Disease. The role would normally involve working in just one of these areas.

Most Nurse Advisors (and similar) are employed directly by either Pharmaceutical companies or Healthcare and Device manufacturers. There are some companies who assemble teams of these Nurse Advisors and deploy them to carry out exactly those same kinds of role on behalf of a client (e.g. a Pharmaceutical company who manufactures an asthma inhaler) – these personnel are employed by the third party company rather than the Pharmaceutical Company. These ‘teams’ are becoming increasingly popular in this sector. There is little to choose between being employed by one or the other actually.

The roles themselves vary widely. Some examples include:
Managing health outcomes in Type II Diabetes including initiating patient on injecatble therapies
Asthma nurses- identifying patients with poorly controlled asthma
COPD nurses- running patient clinics and making treatment recommendations to their GP
Training hospital nurses on use of infusion systems

To apply for these roles you will need to be currently registered with the Nursing and Midwifery Council, hold diplomas in the relevant clinical/therapeutic area, ideally have a teaching qualification and have a minimum of five years post-registration experience. And, as the role involves driving you will need a current Full Driving Licence with no more than six points on it.

The roles will usually reward you with a package of between £25,000 to £40,000, plus corporate benefits such as a company car, private healthcare, company pension, mobile phone, laptop and many roles attract performance related bonuses too.

Many nurses who have entered the Pharmaceutical or Healthcare industry via this route have gone on to forge extremely successful and rewarding careers in the industry.

Top 10 Interview Questions

1. What Are Your Weaknesses?
2. Why Should We Hire You?
3. Why Do You Want to Work Here?
4. What Are Your Goals?
5. Why Did You Leave (Or Why Are You Leaving) Your Job?
6. When Were You Most Satisfied in Your Job?
7. What Can You Do for Us That Other Candidates Can't?
8. What Are Three Positive Things Your Last Boss Would Say About You?
9. What Salary Are You Seeking?
10. If You Were an Animal, Which One Would You Want to Be?


1. What Are Your Weaknesses?
This is the most dreaded question of all. Handle it by minimising your weakness and emphasising your strengths. Stay away from personal qualities and concentrate on professional traits: "I am always working on improving my communication skills to be a more effective presenter. I recently joined Toastmasters, which I find very helpful."

2. Why Should We Hire You? Summarise your experiences: "With five years' experience working in the financial industry and my proven record of saving the company money, I could make a big difference in your company. I'm confident I would be a great addition to your team."

3. Why Do You Want to Work Here? The interviewer is listening for an answer that indicates you've given this some thought and are not sending out CVs just because there is an opening. For example, "I've selected key companies whose mission statements are in line with my values, where I know I could be excited about what the company does, and this company is very high on my list of desirable choices."

4. What Are Your Goals? Sometimes it's best to talk about short-term and intermediate goals rather than locking yourself into the distant future. For example, "My immediate goal is to get a job in a growth-oriented company. My long-term goal will depend on where the company goes. I hope to eventually grow into a position of responsibility."

5. Why Did You Leave (Or Why Are You Leaving) Your Job? If you're unemployed, state your reason for leaving in a positive context: "I managed to survive two rounds of corporate downsizing, but the third round was a 20 percent reduction in the workforce, which included me." If you are employed, focus on what you want in your next job: "After two years, I made the decision to look for a company that is team-focused, where I can add my experience."

6. When Were You Most Satisfied in Your Job? The interviewer wants to know what motivates you. If you can relate an example of a job or project when you were excited, the interviewer will get an idea of your preferences. "I was very satisfied in my last job, because I worked directly with the customers and their problems; that is an important part of the job for me."

7. What Can You Do for Us That Other Candidates Can't? What makes you unique? This will take an assessment of your experiences, skills and traits. Summarise concisely: "I have a unique combination of strong technical skills, and the ability to build strong customer relationships. This allows me to use my knowledge and break down information to be more user-friendly."

8. What Are Three Positive Things Your Last Boss Would Say About You? It's time to pull out your old performance appraisals and boss's quotes. This is a great way to brag about yourself through someone else's words: "My boss has told me that I am the best designer he has ever had. He knows he can rely on me, and he likes my sense of humour."

9. What Salary Are You Seeking? It is to your advantage if the employer tells you the range first. Prepare by knowing the going rate in your area, and your bottom line or walk-away point. One possible answer would be: "I am sure when the time comes, we can agree on a reasonable amount. In what range do you typically pay someone with my background?"

10. If You Were an Animal, Which One Would You Want to Be? Interviewers use this type of psychological question to see if you can think quickly. If you answer "a bunny," you will make a soft, passive impression. If you answer "a lion," you will be seen as aggressive. What type of personality would it take to get the job done? What impression do you want to make?


Source: Monster.co.uk

20:20 Selection in 'On Target' Publication

Realising the 20:20 vision

Healthcare recruitment consultancy 20:20 Selection Ltd is expanding with new premises and two new staff members.

Managing Director Karen Forshaw commented: “We have always considered it essential that the working environment should add value to our core function of recruiting for the pharmaceutical and medical industry. In our new location we are better prepared to address the challenges ahead.”

Managing Director Karen Forshaw commented: “We have always considered it essential that the working environment should add value to our core function of recruiting for the pharmaceutical and medical industry. In our new location we are better prepared to address the challenges ahead.”

New Recruitment Consultant Sarah Taylor has worked in the Sales and Marketing department of a private hospital, and has recruitment experience from earlier roles. She said: “20:20 Selection Ltd is a leading player in a fast-paced industry, with a unique team ethos focused on delighting the customer. It was these key features that attracted me to the company and I am delighted to be part of its success story.”

Sarah Byrom joins as Recruitment Administrator, having previously been a Recruitment Assistant for a computer game company. “Working in recruitment requires efficient and effective administration support,” she said. “I understand the importance of a slick programme which ultimately benefits our most important asset, the customer.”

Source: On Target

http://www.ontargetmag.com/article.aspx?issueID=140&articleID=1065