Soft Skills, Strong Results: The Impact on Medical Representatives in the Saudi Pharmaceutical Sector.

Objective: This study investigated the impact of soft skills on the performance of medical representatives (MRs), aimed to identify key competencies deemed essential for success, and explored effective training methods to develop these skills.

Methods: A cross-sectional survey was designed to gather insights from leaders across various departments in Saudi pharmaceutical companies, including sales, marketing, medical affairs, and human resources (HR). Using purposive non-probability sampling, the survey was distributed to 80 potential participants through email and LinkedIn. Data were analyzed using descriptive statistics and thematic analysis of open-ended responses.

Findings: Fifty-five leaders responded (69% response rate), representing diverse departments and geographic locations. Communication skills and emotional intelligence were ranked as the most critical soft skills (mean ratings: 4.8 ± 0.4 and 4.7 ± 0.5 out of 5, respectively), followed by negotiation (4.6 ± 0.6), problem-solving (4.5 ± 0.5), and time management (4.4 ± 0.6). The majority (96.4% [n = 53]) of respondents agreed that MRs with strong soft skills perform better, particularly in client interaction (mean impact: 4.9 ± 0.3) and relationship building (4.8 ± 0.4). Managerial performance reviews (74.1%, n = 40) and sales growth (70.4%, n = 38) were identified as the primary metrics for evaluating soft skills. Communication workshops (83.6%, n = 46) and role-playing sessions (72.7%, n = 40) were deemed the most effective training methods. However, challenges such as time constraints (50.9%, n = 28), lack of employee interest (43.6%, n = 24), and resistance to change (41.8%, n = 23) were identified as significant barriers to skill development.

Conclusion: This study underscores the pivotal role of soft skills in enhancing employee performance and driving business success in Saudi Arabia's pharmaceutical industry. It highlights the need for structured training programs during onboarding and continuous development to equip MRs with essential soft skills. The findings offer actionable insights for leaders and HR professionals, paving the way for further research in this domain.