Rethinking talent attraction: a key challenge in a rapidly evolving sector

In a constantly evolving sector, the pharmaceutical industry faces a core challenge on two levels: innovating at an ever-faster pace, while attracting and retaining the talent needed to help drive this transformation. To better understand these challenges, we met with Katéri Cuvillier, Group Director of Talent Acquisition at Servier.

This approach requires us to attract professionals who are at the cutting edge of science and technology, and who are also deeply resilient and committed to meeting the challenges involved with pathologies that are still relatively unexplored.

Moreover, Servier is currently rolling out a major transformation looking ahead to 2030, around a very strong ambition. In this dynamic context, talent acquisition is essential in order to sustain this transformation over the long term. It is the expertise of our employees that will enable the Group to achieve its ambitions and sustainably strengthen its impact on serving patients.

Lastly, the global competition for qualified talent is intensifying, especially in research and development, data, artificial intelligence, supply chain and manufacturing. In this attractive but competitive market, recruiting and retaining the best profiles is more crucial than ever in order to stay at the forefront of innovation, accelerate drug development cycles and, ultimately, better meet patients’ needs.

Which profiles are most sought after in the pharmaceutical industry today, and why? 

Today, the pharmaceutical industry is actively seeking profiles that are specialized in regulatory affairs, clinical development, quality, supply chain and biomanufacturing. This demand reflects a reinforced regulatory framework, the growth in clinical trials and the increasing complexity of biotherapies, which require rigorous and secure processes.

Alongside this, faced with the sector’s growing digitalization, expertise in data and AI is becoming essential. However, only 8% of pharmaceutical companies consider they have fully integrated this technology into their processes¹. So, there is a challenge on two levels: to recruit qualified talent in these emerging fields and to support the upskilling of internal teams.

What are the current and future challenges for talent acquisition in our industry, and for Servier in particular? 

Attracting, integrating and developing talent is a multidimensional challenge. Several dynamics are making this equation more complex in the pharmaceutical sector:

• Tensions around critical skills: some areas of expertise are both rare and in high demand. This is fueling a “war for talent”, not only among pharmaceutical groups, but also with other players like tech giants and biotech firms. We must showcase our advantages and strengths, such as a sense of purpose, impact and stability.
• Accelerating needs linked to innovation: innovation cycles are getting shorter, requiring the agile, targeted and rapid recruitment of profiles that will be able to drive this scientific and technological transformation.
• Digitalization of recruitment: hiring processes must evolve to incorporate digital tools, while maintaining a high-quality, people-centric and personalized approach. More than ever, we must closely evaluate soft skills and “make a difference” (MAD) skills, which are essential in a rapidly changing environment.
• Internationalization of recruitment: some areas of expertise are not available locally, which requires international sourcing strategies, with various challenges relating to mobility, visa processes and multicultural integration.
• Alignment with the company’s culture: candidates, especially younger generations, are no longer just looking for a job, but for a corporate culture that aligns with their values, including environmental, ethical and societal commitments. They increasingly value their employee experience and the real-world impact of their contributions.
• Candidate experience: the quality of the experience throughout the recruitment process – clarity, responsiveness, transparency – is becoming a key attractiveness factor and a reputation driver on platforms like Glassdoor or LinkedIn.
• Retaining talents over the long term, thanks to clear, motivating career paths, continuous learning opportunities, and environments that are aligned with new expectations, from work-life balance to remote work, autonomy and well-being.
• Diversity, equity and inclusion: integrating diverse profiles involves ethical stakes and supports both performance and innovation, paving the way for talents to fully express themselves.

For the future, we must anticipate today the rapid evolution of skills, with the growing integration of AI, digital health and personalized medicine. These transformations require continuous upskilling and the proactive monitoring of tomorrow’s profiles. To prepare for this, at Servier we closely monitor changes in the market through our Talent Acquisition team and our external partners.

What differentiating strengths does Servier have to attract talent, and what strategy is the Group implementing to address this challenge? 

Servier has chosen independence by deciding to be governed by a foundation. This unique structure fundamentally sets us apart from other pharmaceutical companies, as patients are the ultimate beneficiaries of our actions. This employer value proposition is a factor in attracting talented people, at a time when 20% of young professionals say that they prioritize a meaningful company culture².

Another differentiating factor is our positioning as a mid-size pharmaceutical company. This mid-size status gives us valuable agility compared with the industry giants. Our human scale also enables easier access to top management. For future talent, this is an opportunity to grow in an environment that encourages collaboration and knowledge sharing at all levels.

We also place a strong emphasis on internal mobility. This enables each individual to pursue a dynamic, evolving career path and discover new professional horizons within the Group.

Lastly, 96% of the people surveyed say that they want their company to commit to a sustainable development program³. In terms of CSR, Servier has launched a range of initiatives focused on workplace safety and well-being, diversity and inclusion, as well as actions to improve water and energy management and, more widely, to reduce environmental impacts throughout the value chain. These commitments represent an additional asset for attracting talented people who are looking for impact and authenticity.

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[1] L’automatisation dans l’industrie pharmaceutique connaît un nouvel élan, PR Newswire, 9 mai 2024.
https://www.prnewswire.com/news-releases/lautomatisation-dans-lindustrie-pharmaceutique-connait-un-nouvel-elan–le-rapport-denquete-2024-sur-lindustrie-darisglobal-met-en-evidence-lessor-des-processus-de-securite-et-de-reglementation-alimentes-par-lia-302141483.html
[2] 2024 Gen Z and Millennial Survey, Living and working with purpose in a transforming world, Deloitte, mai 2024.
https://www.deloitte.com/global/en/issues/work/genz-millennial-survey.html
[3] https://www.franceinfo.fr/replay-radio/c-est-mon-boulot/la-crise-sanitaire-a-durablement-change-notre-relation-avec-notre-entreprise_5100658.html