Report: Recruitment in Pharmaceutical & Medical Devices in Vietnam

REPORT
June 2020
(*) In the Report will be referred to as Pharmaceutical industry
PHARMACEUTICAL AND MEDICAL
DEVICES INDUSTRY:
DISTINCTIVE FEATURES IN
RECRUITMENT AND WORKING
ENVIRONMENT*

TABLE OF
CONTENTS
CEO MESSAGE
GENERAL INFORMATION
PART 1: RECRUITMENT SITUATION AND PERSONNEL PORTRAIT
PART 2: TALENT ENGAGEMENT AND RETENTION STRATEGY
PART 3: CHALLENGES OF MULTI GENERATION AND DIGITALIZATION
PART 4: SUGGESTIONS FOR BUSINESSES
1

CEO MESSAGE
The Pharmaceutical & Medical devices industry in Vietnam has many favorable factors for development
such as continuous economic growth, a mature consumer market, health awareness, positive behavior
change in using Pharmaceutical products, quality human resources of the pharmaceutical industry, etc.
According to BMI, a market research firm, it is forecasted that the Pharmaceutical & Medical devices
industry in Vietnam will have a Compounded Annual Growth rate (CAGR) of about 10.6% for the period of
2012-2021, and maintains a rate of 14% on pharmaceutical spending per capita. According to IMS Health,
Vietnam is in the Pharmerging Markets group - a group of 17 countries with the highest pharmaceutical
growth in the world.
This is considered a "golden era" for Pharmaceutical & Medical devices businesses in Vietnam to grow
tremendously. However, the shortage of high-quality human resources and ineffective talent retention
strategy, etc. are still outstanding challenges in businesses. According to the survey results, nearly a
quarter of candidates observed and said that their enterprises were always in shortage of employees,
81% of employers said that the main reason was due to scarcity of qualified candidates. In addition, the
survey results also show that the "non-financial" solutions that businesses are applying to retain talents
are not effective, whereby the policies that the businesses are applying are not the employees’ top
priority.
Realizing that the barriers that exist in the current Pharmaceutical & Medical devices sector come from
the “mismatch” in the views and expectations between employers and candidates, Navigos Group
conducts the report Pharmaceutical and Medical devices industry: Distinctive features in recruitment
and working environment aims to provide both businesses
and job-seekers with a holistic view of the opportunities
and challenges in developing human resources in the
industry, thereby proposing solutions for businesses to
build more effective recruitment and retention strategies.
Based on that, the Pharmaceutical & Medical devices
industry in Vietnam can confidently seize the "golden era"
to develop rapidly and enhance its position in the region
and the world in the future.
Gaku Echizenya
CEO of Navigos Group
are not effective, whereby the policies that the businesses are applying are not the employees’ top
Realizing that the barriers that exist in the current Pharmaceutical & Medical devices sector come from
the “mismatch” in the views and expectations between employers and candidates, Navigos Group
Pharmaceutical and Medical devices industry: Distinctive features in recruitment
2

GENERAL INFORMATION
Number of participants
Employers come from 43 businesses
Candidate: 601
Business areas
Candidates
Distributing and trading in pharmaceuticals
Manufacturing, distributing and trading in pharmaceutical
products
Distributing and trading in Medical devices
Pharmaceutical Manufacturing
Manufacturing, distributing and trading in Medical devices
Medical devices manufacturing
41%
25%
15%
10%
6%
3%
Employers
Manufacturing, distributing and trading in pharmaceutical
products
Distributing and trading in pharmaceuticals
Pharmaceutical Manufacturing
Medical devices manufacturing
30%
30%
22%
8%
5%
3%
Company Size
Candidates
Under 100 employees
From 500 employees or more
From 100-200 employees
32%
31%
17%
13%
7%
From 500 employees or more
Under 100 employees
43%
16%
16%
14%
11%
Employers
Company type
Candidates
100% foreign-invested company
Joint stock company
Private company
Joint venture
Other
43%
29%
20%
4%
3%
100% foreign-invested company
Joint stock company
Private company
Joint venture
Other
43%
27%
24%
3%
3%
Employers
Respondent position
Candidates
Pharmaceutical representatives
Quality management
District Manager
Marketing Communications
Research and development
Regional Manager
Production department
Business Unit Manager
Product Registration
Import and export
Warehouse, logistics
Finance
Other
22%
11%
10%
10%
9%
7%
5%
5%
4%
3%
2%
1%
11%
HR Manager
HR Executive
HR Director
CEO/COO
HR Team Leader
Business Unit Manager
Other
27%
27%
14%
11%
8%
5%
8%
Employers
REPORT: PHARMACEUTICAL AND MEDICAL DEVICES INDUSTRY: DISTINCTIVE FEATURES IN RECRUITMENT AND WORKING ENVIRONMENT
3

RECRUITMENT SITUATION AND PERSONNEL PORTRAIT
SCARCITY OF HIGH-QUALITY CANDIDATES MAKES HALF OF THE
BUSINESSES ARE ALWAYS SHORT OF PERSONNEL
When asked about the recruitment situation, nearly half of the
candidates observed said their enterprises were always short of personnel.
Talking about the biggest challenges today when recruiting, the biggest
reason accounting for 81% of employers' opinions is that there is a Scarcity of
qualified candidates. Ranking second and third and accounting for about ¼ of
the comments were Difficulties in testing candidates' abilities; and
Candidates can work at more than one company at the same time.
COMMERCIAL AND MARKET-RELATED DEPARTMENTS HAVE THE
HIGHEST RECRUITMENT DEMANDS
The two positions that are always in high demand for recruitment in
pharmaceutical companies are from the commercial and the market-related
department. Accordingly, 51% of employers said they always need to recruit
pharmaceutical representatives, followed by District managers, accounting
for 30% of employers' opinions.
CANDIDATE AND EMPLOYERS AGREE ON THE RECRUITMENT CRITERIA
When asked about the important qualities of people working in the pharmaceutical industry, the group of candidates
participating in the survey showed an understanding of industry-specific requirements by choosing a viewpoint quite
close to the opinion of the employers.
Accordingly, the top 3 important qualities for job seekers in the pharmaceutical industry (the importance level is
assessed by the average score of each factor) are agreed on by the candidates and employers as follows: Professional
ethics; Suitability with corporate culture; Communication skills (Interpretation, Persuasion, Negotiation, Feedback
handling, etc.)
EXPERIENCES AND RESEARCH EXPERTISE ARE NOT IMPORTANT
Candidates and employers shared the same opinion when saying the
number of years of experience and research expertise are not
important to evaluate the quality of pharmaceutical personnel.
Accordingly, two factors: Number of years of industry experience
and Experience in product research and development are the
lowest-ranked by candidates and employers.
DIFFERENT VIEWS ON THE IMPORTANCE OF "FOREIGN LANGUAGE
SKILLS"
The candidates evaluate foreign language skills second in the group of
factors rated as Somewhat important. Meanwhile, the employer
group ranks this factor in 8th, meaning in the Normal range.
Pharmaceutical representatives
District Managers
Other (business development, pharmacist,...)
Research and development
Business unit managers
Production department
Regional managers
Warehouse, logistics
Quality management
Finance
Import and export
POSITIONS ARE HIGH DEMAND ALL THE TIME
51%
30%
23%
23%
16%
12%
12%
7%
7%
2%
2%
4

Professional ethics
Suitability with corporate culture
Communication skill (Interpretation, Persuasion, Negotiation, Feedback handling, ...)
Relationships with hospitals, doctors, health facilities, ...
Industry knowledge (graduated from Medical University, Pharmaceutical or equivalent degree)
Work experience in a field equivalent to the Pharmaceutical industry such as
Health, Public Health, Epidemiology, etc
Years of industry experience
Foreign language skills
Experience in Product Research and Development
Candidates’
perspective
4.7
4.1
4.3
4.0
4.0
3.7
3.5
4.0
3.7
Employers’
perspective
4.6
4.3
4.1
4.0
3.9
3.9
3.6
3.6
3.4
THE IMPORTANCE OF THE FOLLOWING FACTORS FOR PERSONNEL
IN THE PHARMACEUTICAL/MEDICAL DEVICES INDUSTRY
THE RECRUITMENT PROCESS OF FOREIGN COMPANIES IS HIGHLY
EVALUATED BY CANDIDATES
When comparing the differences between the hiring process between domestic
and foreign companies, up to 4 out of 5 factors related to recruitment practices at
foreign companies are better evaluated by the majority of candidates. These
factors, in turn, are Transparent and fair recruitment process; Discussion about
career roadmap; Clear recruitment process with application and interview
rounds; Use of competency assessment methods.
The other element, which is Clear and easily accessible recruitment
information, is considered by a large number of candidates as performing well at
both domestic and foreign companies.
Foreign
companies
40%
52%
60%
51%
53%
Both domestic
and foreign
companies
56%
46%
39%
44%
44%
Differences between the recruitment process of domestic
and foreign Pharmaceutical/Medical devices companies
Clear and easily accessible recruitment information
Clear recruitment process with application and
interview rounds
Transparent and fair recruitment process
Use of competency assessment methods
Discussion about career roadmap
Domestic
companies
4%
2%
1%
4%
3%
5

REGULAR INTERVIEWS WITH COMPANY-CUSTOMIZED
ASSESSMENT A COMMON RECRUITING PROCESS
ONLY ¼ COMPANIES APPLIED COMMON INTELLIGENCE AND PERSONALITY TESTS
VIETNAMWORKS IS THE FIRST CALL FOR CANDIDATES WHEN LOOKING FOR A JOB
When asked about how and what tools are used in the hiring process to assess suitability (including culture and
job requirements), both the candidate and the employer groups agree when ranking Regular interview rounds
in the first place, followed by a Customized test by the company.
According to the survey results, only 25% of employers and 25% of the candidate group said they apply the
assessment of intelligence and personality in the recruitment process. Accordingly, the most used quiz tools
are: DISC; MBTI; 3E-IP Test
Up to 2/3 of the top 3 recruitment channels are agreed on by both employers and candidates when there is a
need for recruitment or job searching. However, the priority level between the candidate group and the
employers is different.
Accordingly, the current candidate group chooses VietnamWorks as the top channel with 68%, while only 40%
of employers select this channel, putting it in 3rd place.
In contrast, the Network of candidates in the industry is selected by the employers as the top position, with
49% of respondents, while the candidates selected this channel in 2nd place with 41%.
The Online recruitment channel dedicated to the pharmaceutical industry is ranked third by
candidates with 33%, but employers are not interested in using this channel with only 21%.
VietnamWorks online recruitment page
The network of candidates in the industry
Online recruitment website dedicated to Pharmaceutical industry
Service from a recruitment agency (headhunting)
Internal refferal
Social media
Collaborative recruitment program with a university
Other
THE MOST EFFECTIVE RECRUITMENT CHANNEL
CANDIDATES’
PERSPECTIVE
EMPLOYERS’
PERSPECTIVE
62%
41%
33%
33%
31%
28%
8%
2%
40%
49%
21%
33%
42%
33%
16%
2%
CANDIDATES’
Online recruitment website dedicated to Pharmaceutical industry
EMPLOYERS’
PERSPECTIVE
33%
33%
31%
28%
8%
40%
6

TALENT ENGAGEMENT AND RETENTION STRATEGY
IT IS NOT JUST THE FINANCIAL
ASPECT; “WORKING IN THE
INDUSTRY" IS THE BIGGEST
REASON WHY THE CANDIDATE
IS ENGAGED IN THE SECTOR
Because this is a niche industry, the reason why candidates are loyal to
the industry is easy to understand. Accordingly, “I chose to study this
field so I want to work in the industry for a long time" is the biggest
reason why candidates decide to work in the industry.
Although the salary and benefits package of the Pharmaceutical industry
are quite attractive, this is not the biggest reason for candidates, with
only 23% choosing this reason.
REASON FOR WORKING IN THE
PHARMACEUTICAL / MEDICAL DEVICES INDUSTRY
I chose to study this field so I want to work in it for a
long time
I want to approach Pharmaceuticals from a different
perspective that is not frontline workers
This industry has many opportunities to become
successful and wealthy
This is a hereditary profession, and my whole family
follow this career
43%
26%
23%
3%
43%
26%
23%
PHARMACEUTICAL PERSONNEL
TEND TO PREFER STABLE
CAREERS
When asked how long they intend
to stay with the company, more
than half of the candidates say they
would stay for more than 3 years,
of which 24% choose to stay for 3-5
years, and 28% choose to stay for
over 5 years.
In the opinion of employers, the
job-stability of pharmaceutical
personnel is also reflected by the
average job conversion rate in the
industry. Accordingly, 92% of
employers said that this rate is
equal to or lower than 30%, of
which 32% said their company has
a relatively low rate of less than
10%, 38% said their company
percentage is 10-20% and 22%
said 20-30%.
PHARMACEUTICAL CANDIDATES
RECEIVE THE BENEFITS THEY
DESIRE
Although there are differences in
the priority order between the
types of benefits that companies
should offer to retain talent, when
it comes to the top 3, the
viewpoint between the candidates
and the employers is the same.
Accordingly, the top 3 types of
benefits preferred by candidates
and applied by employers to
retain talent are: Provide health
insurance for employees and
family members; Other benefits
(support for transportation,
telephone, lunch, etc.); Annual
health checks.
EMPLOYERS DO NOT FULLY
UNDERSTAND THE IMPORTANCE
OF SALARY INCREASES
The survey results show that 80%
of candidates think that salary
increases are very important at
Pharmaceutical/Medical devices
companies. Also, 80% of
candidates say it is the best way
for companies to retain talent.
However, the employer group
does not understand the
importance of the salary increase
factor. Accordingly, up to 62% of
employers deny or do not specify
this, of which up to 35% of
employers say they do not know
whether this is true or not true
for the company, while 27% think
this is not true at their company.
7

When asking the employer group what salary increase system is
applied to departments at their company, the results show that
there is a difference in the method of salary increase across them.
Accordingly, for the Sales Department, the salary increase
system based on targets, and individual performance is the
dominant method with 62% of respondents. The salary increase
system depends on the revenue and the profit of the company is
applied mainly to the Supporting Department (Marketing,
Administration, Accounting, etc.), accounting for 43% of
respondents. This is also applied to both the Board of Directors
and the Executive Board in the opinion of 67% of employers.
The results show that enterprises clearly understand the
expectations of candidates related to financial solutions to
retain talented people. Accordingly, the top 3 solutions are the
same, but there is still a difference in the order of priority and
the rate of selection between the two groups.
Periodic salary increase according to work performance has
a marked difference, with nearly 80% of candidates choosing
this factor as their top priority. The employer group also ranks
this option first but with slightly over half the votes.
The other top two solutions are both selected by the employers
and the candidates, although there is a difference in the
priority order. These are Bonus based on annual results;
Bonuses based on quarterly results.
When asked about "non-financial" solutions (factors not related to salaries, bonuses, benefits) that are effective in
retaining talent, there is a difference in opinion between the employer group and candidates. The candidate group
chooses Flexible time and workspace (61%) and Internal Mentor-Mentee, Coaching program (56%) in 2nd and 3rd
places. However, employers do not choose these
two factors in the top 3 and the proportion of
employers who choose these factors is less than
50%.
The other two factors that appear in the top 3
priorities of the employer group are Promoting the
employer brand on social media and related
channels (accounting for 62%), and Green and
clean workspace facilities (accounting for 57%).
Only about half of the candidate group select these
options.
Training courses from experts in the industry is
the only factor in the top 3 chosen by both the
candidate and employer groups, although the
selection and priority rates still have certain
differences. Accordingly, 82% of candidates chose
this option as the top priority, while 62% of employ-
ers selected this factor, ranking it second.
DIFFERENCES IN THE SALARY REVIEW SYSTEM
OF EACH DEPARTMENT
THE APPLIED FINANCIAL SOLUTIONS TO RETAIN TALENT
MEET THE CANDIDATES’ EXPECTATIONS
DIFFERENCES IN OPINION ABOUT NON-FINANCIAL SOLUTIONS TO RETAIN TALENT
BEST FINANCIAL SOLUTIONS
TO RETAIN TALENTS
Periodic increase in salary
according to work performance
Bonuses based on quarterly results
Bonuses based on annual results
Bonus for holidays and New Year
Bonuses based on monthly performance
Bonus in stock
Other
Candidates’
perspective
Employers’
perspective
8

BEST NON-FINANCIAL SOLUTIONS TO RETAIN TALENTS
EFFECTIVE EMPLOYER BRAND FROM THE
EMPLOYERS’ PERSPECTIVE
When talking about non-financial solutions that
employers are applying to retain talent, 62% of
employers say the most important is to promote the
employer brand (on social media and related
channels).
When asking about the role of Employer Brand, 78% of
employers said that this helps them to recruit good
candidates and retain them for the long-term.
VIEWS ON CORPORATE CULTURE STILL HAVE MANY
GAPS
When asked about the top 3 factors that help improve
corporate culture, there are still differences in views
between candidates and employers. Accordingly, the
only common point of view between the two groups is
Lack of interest in building an employee-oriented
culture, which is chosen by ½ the candidate group to
rank 2nd, and 30% of employers to stand in 3rd place.
CANDIDATES FOCUS ON THE NEED TO IMPROVE INTERNAL
FACTORS
Survey results show that the solutions to improve corporate
culture from the candidates’ perspective are related to internal
factors.
Lack of employee engagement was selected by 55% of candidates
for the top position. However, for employers, this factor is not in
the top 3 and only accounts for 22% of respondents.
Lack of specific characteristics in Corporate Culture ranked in
3rd position for the candidates with 47%, but the employers rank
this factor out of the top 3 with only 24%.
THE
IMPORTANT
ROLE OF
EMPLOYER
BRAND
THE
IMPORTANT
ROLE OF
EMPLOYER
BRAND
Employer brands
help us recruit good
candidates and
retain them for the
long-term
78%
We have not applied
the employer
branding strategy
8%
Other
8%
We have not
focused on this
because we do not
lack candidates in
this industry
5%
Training courses from experts in the industry
Flexible working time and workspace
Internal Mentor-Mentee, Coaching program
Green and clean workspace facilities
Promoting the employer brand on social media and related channels
Participation in charitable activities, CSR (Corporate social responsibility)
Other
Candidates’
perspective
82%
61%
56%
31%
22%
19%
2%
Employers’
perspective
62%
41%
35%
57%
62%
19%
5%
9

Employers show more attention to strategic factors to improve corporate culture. The challenge
that needs to be addressed first from the employers’ perspective is The competition for attracting
talent from competitors with 68% of the votes, but this factor only accounts for 33% of the
candidates’ opinions and ranks last.
Solutions related to human development are also evaluated by employers as important, hence they
ranked Not focusing on the learning culture in second place, accounting for 35%. However, the
candidates ranked this factor in the 5th position.
Employers were asked about the three core values that represent corporate culture, while the
candidate group was asked about the three things they feel most proud of working at their
companies. The employer and candidate groups agree on the top 3 and their rankings. This
demonstrates that the core values in the culture that the business is expressing are also the things
that make employees in the pharmaceutical industry feel proud.
The three factors in order are: Product quality comes first; Engagement and employee
development (training and development policies); Specific development strategies and always
follow long-term goals.
Lack of employee engagement
Lack of interest in building an employee-oriented culture
Lack of specific characteristics in Corporate Culture
Lack of balance between work and life
Not focusing on the learning culture
The competition for attracting talent from competitors
Other
55%
49%
47%
45%
45%
33%
1%
22%
30%
24%
24%
35%
68%
Candidates’
perspective
Employers’
perspective
EMPLOYERS PLACE MORE EMPHASIS
ON IMPROVING STRATEGIES
CHALLENGES IN THE CORPORATE CULTURE
OF PHARMACEUTICAL AND MEDICAL DEVICES COMPANIES
THE CORE VALUES OF CORPORATE CULTURE
MAKE EMPLOYEES PROUD
10

CHALLENGES OF MULTI GENERATION AND DIGITAL TRANSFORMATION
GENERATION Z
(BORN FROM 1996)
GENERATION X
(BORN FROM 1960 - 1979)
GENERATION Y
(BORN FROM 1980 - 1996)
GENERATION Y IS PORTRAYED MOST CLEARLY AND
PROMINENTLY
To explain the reason why Generation Y is the focus
of recruitment chosen by 86% of employers, when
asked about the portrait of employees, Generation Y
is portrayed by the employer with more outstanding
features than others. Generation X is also described
more favorably by employers than the Boomer (6X) or
Generation Z.
The five factors placing Generation Y on top are Good
job performance; Foreign language skills; Focus on
change and creativity; Relationship with hospitals
and partners; Focus on work-life balance.
GENERATION X TENDS TO BE LOYAL TO THE
ORGANIZATION
Personnel from Generation X are the next group to
be more clearly described by employers. Two
factors are similar to Generation Y (although the
proportion is not as high). These are Relationship
with hospitals and partners; Focus on work-life
balance.
In addition, from the employer perspective,
Generation X is the group that tends to stay with the
organization the longest. In addition to The focus
on work-life balance, other factors that account
for a higher proportion than other groups and
clearly show the commitment of this group are
Prefer a stable job; Loyalty to the organization.
CHARACTERISTICS OF EACH GENERATION
This generation prefers
a stable job
This generation has
good job performance
This generation has
good foreign language
skills
This generation focuses
on work-life balance
This generation focuses
on change and creativity
This generation stays
loyal to the organization
This generation has good
relationship with hospitals
and partners
27% 27%
59%
41%
57%
43%
19%
3% 3%
11%
16%
54%
3%
3%
81%
59% 57%49%
8%
3%
38%
41%
BOOMER (BORN FROM
1950 – 1969)
GENERATION X (BORN
FROM 1960 - 1979)
GENERATION Y (BORN
FROM 1980 - 1996)
GENERATION Z (BORN
FROM 1996)
BÁO CÁO: ÐẶC THÙ TRONG TUYỂN DỤNG VÀ MÔI TRƯỜNG LÀM VIỆC TRONG NGÀNH DƯỢC VÀ THIẾT BỊ Y TẾ
11
EMPLOYERS ARE
PRIORITIZING
RECRUITMENT OF
GENERATIONS

MULTIPLE GENERATIONS WORK TOGETHER - STRATEGIC BENEFITS FOR EMPLOYERS
AND OPERATIONAL ADVANTAGES FOR CANDIDATES
When asked what is the greatest benefit of having
many generations are working for a company, the
candidates and employers have different views.
Accordingly, the candidate group shows that
multiple generations working together will bring
them the most benefits in the way the work is done
through Enhancing creativity and problem-solving.
Recruiters view the benefits from these diverse
generations as being more strategic as they Help
businesses have more insight into each generation
to apply in customer services.
Enhancing creativity and problem solving
Help businesses have more insight into each generation
to apply in customer service
Promote a culture of guidance and mentoring
Effective teamwork
RANKING THE BENEFITS OF GENERATIONAL
DIVERSITY IN BUSINESSES
Candidates’
perspective
Employers’
perspective
Candidates’
perspective
Employers’
perspective
CHALLENGES IN WORKING STYLE FROM MULTIPLE GENERATIONS
THE PRODUCTION DEPARTMENT IS MOST AFFECTED BY DIGITAL TRANSFORMATION
When asked about the biggest challenge of a
multi-generation workforce, the candidates
and employers agree on The difference in
working style. This opinion accounts for 80%
of the views of both groups.
Differences in working style
Differences lead to difficulties in communication
Conflicts of interest of each generation group
It is difficult to build a common cultural foundation
The management team did not promptly adapt to adjust
RANK THE CHALLENGES OF
DIVERSE GENERATIONS IN THE BUSINESS
Employers also talk about solutions that are applied internally to adapt to the challenges that multi-generational
teams bring to an organization. The top solution that employers are applying is Applying a learning organization
model to constantly update and learn from all departments and personnel, accounting for 41% of respondents.
Besides, nearly a quarter of employers said they are still Unprepared to adapt to generation diversity internally.
THE "LEARNING ORGANIZATION" MODEL IS A COMMON SOLUTION
TO REMOVE DIFFERENCES BETWEEN GENERATIONS
PREPARATION OF BUSINESSES TO ADAPT TO
THE DIVERSITY OF GENERATIONS INTERNALLY
Applying a learning organization model to constantly
update and learn from all departments and personnel
Unprepared to adapt to generation diversity internally
Apply adaptation and conversion tools to manage and run
businesses more diversely and effectively
Apply training, mentor-mentee models
41%
22%
19%
16%
41%
22%
19%
16%
Personnel at Pharmaceutical/Medical devices companies show a certain awareness of the company's digital
transformation plan. Only 17% of candidates and 14% of employers said their companies do not apply any digital
transformation strategies. The remainder indicated that their companies have partial or comprehensive applications,
using various tools to support the work or for internal processes.
However, the candidate group seems optimistic because digital transformation does not have a major impact on industry
personnel. More than half say workers in factories are the group most affected.personnel. More than half say workers in factories are the group most affected.
My company applies digital transformation in distribution and business
My company applies comprehensive digital transformation in most operations
My company only applies a partial transformation
My company does not apply digital transformation
My company applies digital transformation within the organization to support the work process
My company applies digital transformation in research and production
Candidates’
perspective
24%
18%
18%
17%
11%
8%
Employers’
perspective
22%
30%
5%
14%
16%
11%
THE PLAN FOR DIGITAL TRANSFORMATION IN ENTERPRISES
12

SUGGESTIONS FOR BUSINESSES
13
NON-FINANCIAL SOLUTIONS THAT MEET THE CANDIDATES’ EXPECTATIONS
Current financial solutions such as salaries, bonuses, and corporate benefits currently meet candidates'
expectations, but non-financial solutions do not. Accordingly, there are two solutions that the candidate group said
will be very effective in retaining talented people: Flexible working time and workspace and Mentoring and
Coaching programs, which need to be considered by employers.
BUILDING CORPORATE CULTURE FROM MACRO TO MICRO
According to the survey, it is clear to see the difference between the candidates and employers in this regard. The
candidates want to improve internal factors such as engagement among employees or creating a specific culture.
For employers, they want to improve long-term strategic solutions. Therefore, the difference in scale when
proposing solutions between the two groups is completely understandable.
Thus, building a clear and sustainable cultural foundation needs to focus on macro strategies to internal micro
activities. Therefore, businesses need to consider and balance the opinions of both employers and candidates.
EMPLOYER BRAND IS BUILT ON CULTURAL VALUES
90% of candidates said that the employer brand plays an active role when deciding to work for a company, of which
56% said the employer brand helps them choose a better and more suitable workplace.
Also according to the results, pharmaceutical enterprises have advantages when they show very specific core
cultural values. At the same time, the candidate group also acknowledges these values and that is why they feel
proud to work for a company in the pharmaceutical industry. Taking advantage of this, employers should consider
building an employer brand based on core values to become a more sustainable and attractive employer brand.

PROMOTEALEARNINGCULTURETOPREPAREFORAMULTI-GENERATIONALENVIRONMENT
Generation Y is evaluated by the employer as having the most potential and highest in demand. In addition, employ-
ees from the previous generation, although accounting for a small proportion, are holding senior roles with a lot of
experience in the profession. Besides, the youngest generation is now starting to participate in the labor force, but
it is still too early for them to reveal their unique characteristics. Multiple generations help improve an organiza-
tion's creativity and offer many service improvement ideas to each generation. However, there are still many
challenges when there are differences between generations.
The solution to overcome this challenge proposed by many employers is Building a learning culture for the
organization. The survey results also show that activities related to training and learning are also "non-financial"
factors that the candidates are very interested in and expect to receive. Therefore, businesses will have many
advantages if they promote a learning culture in their organizations.
"Learning activities should be diversified and highly flexible, such as: taking advantage of internal trainers, mentor
programs, coaching, promoting active learning, self-learning, encouraging learning from each other, etc.
OPTIMIZE AND DIVERSIFY RECRUITMENT CHANNELS
When evaluating the effectiveness of recruitment channels, there are certain differences in opinion between the
candidates and employers. For employers that think their approach works but the candidate does not see it, a
change of approach is needed. Employers can take advantage of more social networks to promote career opportu-
nities.
Diversification of recruitment channels should also be considered by businesses to optimize the time and quality of
candidates.
USEASSESSMENTTOOLSFOREMOTIONALINTELLIGENCEANDPERSONALITYEVALUATION
According to the survey results, the top 3 qualities of a potential pharmaceutical candidate are all very much
related to personality and emotional intelligence. These factors, in turn, are Professional Ethics, Communication
Skills, Suitability with corporate culture. To evaluate these factors through regular interviews is very difficult for
employers. Only half of businesses say they are applying personality and emotional intelligence tests.
For occupations with specific requirements regarding personality and emotional intelligence such as Pharmaceuti-
cal/Medical devices, employers can consider applying common comprehensive testing tools such as 3E-IP Test;
DISC, MBTI, to better measure candidates' suitability for work and corporate culture.
14

THE COPYRIGHT OF THIS REPORT BELONGS TO NAVIGOS GROUP VIETNAM
For more infomation, please kindly contact: communication@navigosgroup.com
Address
HO CHI MINH CITY
Ho Chi Minh City
Floor 20th, e.town Central Tower, 11 Doan Van Bo Street, Ward 12, District 4
Tel: (84 28) 3925 5000
Fax: (84 28) 3925 5111
HA NOI
V-Building, 125-127 Ba Trieu street, Hai Ba Trung Ward
Tel: (84 24) 3974 3033
Fax: (84 24) 3974 3036
ÐÀ NẴNG
8th Floor, Indochina Riverside Tower, 74 Bach Dang street, Ward Hai Chau 1, Hai Chau District
Tel: (84 23) 6351 9119
Website
www.navigosgroup.com

Report: Recruitment in Pharmaceutical & Medical Devices in Vietnam

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