{"title":"Employee Attrition in Pharmaceutical Sales: ASA Theory","authors":"Amit Garg","doi":"10.28945/5212","DOIUrl":null,"url":null,"abstract":"Work values shifted in the face of profits versus layoffs during the Covid 19 pandemic. Employees working from home were intellectually stunted without learning opportunities to stay engaged and flailing to find inspiration. Business as usual now needed the new leader to emerge in a virtual environment. With revenue goals to meet, and increased pressure to perform with newly approved FDA medications, management was unable to engage employees leading to high levels of turnover. The result was losing talented individuals and creating an inability to market essential life extending and saving biopharmaceuticals to health care providers that treat rare diseases. Management was faced with carrying operating costs for employees that were unable to reach customers. Yet, there was a lack of transformation in leadership to engage the customer facing employees. This led to above average attrition, creating a need for new people to be hired. Training for newly hired employees was implemented, increasing costs, and creating gaps in sales cycles. Disruption amongst teams was evident as management experienced a communication gap with front-line employees. Post Covid 19, sales leadership must emerge out of its cocoon, and spread its four wings. Grounded in transformational leadership theory (Burns, J. 1978), idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration must be adapted in a hybrid virtual world. Leader management exchange theory may be practiced but the key emphasis should be on attraction selection attrition (ASA) theory.","PeriodicalId":234535,"journal":{"name":"Muma Business Review","volume":"3 1","pages":"0"},"PeriodicalIF":0.0000,"publicationDate":"2023-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Muma Business Review","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.28945/5212","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
引用次数: 0
Abstract
Work values shifted in the face of profits versus layoffs during the Covid 19 pandemic. Employees working from home were intellectually stunted without learning opportunities to stay engaged and flailing to find inspiration. Business as usual now needed the new leader to emerge in a virtual environment. With revenue goals to meet, and increased pressure to perform with newly approved FDA medications, management was unable to engage employees leading to high levels of turnover. The result was losing talented individuals and creating an inability to market essential life extending and saving biopharmaceuticals to health care providers that treat rare diseases. Management was faced with carrying operating costs for employees that were unable to reach customers. Yet, there was a lack of transformation in leadership to engage the customer facing employees. This led to above average attrition, creating a need for new people to be hired. Training for newly hired employees was implemented, increasing costs, and creating gaps in sales cycles. Disruption amongst teams was evident as management experienced a communication gap with front-line employees. Post Covid 19, sales leadership must emerge out of its cocoon, and spread its four wings. Grounded in transformational leadership theory (Burns, J. 1978), idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration must be adapted in a hybrid virtual world. Leader management exchange theory may be practiced but the key emphasis should be on attraction selection attrition (ASA) theory.
在2019冠状病毒病大流行期间,面对利润和裁员,工作价值观发生了变化。在家工作的员工在智力上受到阻碍,没有学习机会保持投入,也没有努力寻找灵感。像往常一样,企业现在需要在虚拟环境中出现新的领导者。由于要实现收入目标,以及执行新批准的FDA药物的压力越来越大,管理层无法调动员工,导致高水平的人员流动率。其结果是人才流失,导致无法向治疗罕见疾病的医疗保健提供者推销必要的延长生命和挽救生命的生物制药。管理层面临着员工无法接触到客户的运营成本。然而,在领导方面缺乏转型来吸引面向客户的员工。这导致了高于平均水平的人员流失率,从而需要雇佣新人。对新雇佣的员工进行培训,增加了成本,并在销售周期中造成了空白。由于管理层与一线员工之间的沟通存在差距,团队之间的分裂是显而易见的。新冠肺炎疫情后,销售领导力必须破茧而出,展开四只翅膀。在变革型领导理论(Burns, J. 1978)的基础上,理想化的影响、鼓舞人心的动机、智力刺激和个性化的考虑必须适应于一个混合的虚拟世界。领导者管理交换理论可以实践,但重点应放在吸引选择损耗理论上。