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论文编号：	15195
作者编号：	2320224193
上传时间：	2024/12/11 23:45:02
中文题目：	A公司医药推广人员职业发展通道优化研究
英文题目：	Research on Optimization of pharmaceutical representative Personal Career development channel of A company
指导老师：	王学秀
中文关键字：	医药推广人员 职业发展通道 优化设计
英文关键字：	Pharmaceutical Promotion Personnel, Career Development Path, Optimization Design
中文摘要：	《“健康中国2030”规划纲要》提出到2030年,我国要实现全人群、全生命周期的慢性病健康管理,总体癌症5年生存率提高15%。在国家政策的支持及疾病治疗需求未被满足的情况下，大量药企开始重点研发肿瘤创新药、罕见病等治疗药品。成熟的跨国外企在这些领域有着更成熟的研究经验并在全球处于引领地位。跨国药企肿瘤产品的引入显著提升了中国肿瘤患者的整体生存率。在医学知识的快速更新下，医务人员对于创新产品的疗效及不良反应难以快速理解，制药企业的医药推广人员在这过程中承担着重要的责任。 因此，制药企业越来越重视培养专业的医药推广人员，并关注他们的职业发展。然而，医药企业中推广人员的重要性与其职业发展通道的不健全形成矛盾，这大大影响了很多医药推广人员工作的积极性，甚至导致人才的流失。因此，企业对医药推广人员的职业发展通道优化势在必行。本文在充分查询文献的基础上，对研究背景和基础理论进行阐述。结合文献法、案例研究法及笔者的实践经验，对A司医药推广人员的职业发展通道问题进行现状阐述并进行提出优化建议。本研究主要主要发现：A司的任职资格体系不清晰，且人才测评手段不完善、职业通道单一且信息不透明、医药推广人员队伍庞大，但缺乏足量的晋升岗位、缺乏横向轮岗机会，导致横向转岗难度大、管理层重视度不足、缺乏职业发展通道培训，且培训形式单一等诸多问题。针对发现的问题，本文进行原因剖析，并结合理论为A司设计了职业发展通道的优化方案。 本论文提出的优化方案包括了前期工作中对岗位的分析和职业测评的搭建，在这过程构建同一类职种中每个岗位的任职资格体系，从而建立人岗最佳适配的基础。针对职业发展通道分别从纵向和横向、多通道等外职业生涯方向及内职业生涯层面进行优化，并建议A司优化国际化发展通道，从而为员工搭建更顺畅的职业发展通道。除此之外，本文建议A司优化医药推广人员的职业发展通道提供相应的保障措施，包括将职业发展通道建设纳入组织战略、建立以人为本的人力资源管理体系、设计透明的考核机制、加强职业发展通道相关培训等，从而对A司医药推广人员的职业发展通道进行优化。
英文摘要：	The “Healthy China 2030” Plan outlines that by 2030, China aims to achieve comprehensive chronic disease health management across the entire population and throughout all life stages, with an overall 15% increase in the five-year survival rate for cancer. Under the support of national policies and the unmet needs in disease treatment, many pharmaceutical companies have begun to focus on the research and development of innovative oncology drugs, as well as treatments for rare diseases. Mature multinational pharmaceutical companies possess more advanced research experience in these fields and maintain a leading global position. The introduction of oncology products from multinational pharmaceutical companies has significantly improved the overall survival rates of Chinese cancer patients. However, due to the rapid pace of medical knowledge updates, healthcare professionals find it challenging to quickly understand the efficacy and adverse effects of innovative products, making pharmaceutical representatives play a crucial role in this process. Therefore, pharmaceutical companies are increasingly emphasizing the development of professional pharmaceutical representatives and focusing on their career development. Nevertheless, the importance of pharmaceutical representatives within the industry stands in stark contrast to the underdeveloped career development pathways available to them, which greatly affects their work motivation and has even led to talent attrition. Consequently, optimizing the career development pathways for pharmaceutical representatives is imperative for companies.This study, based on extensive literature review, elaborates on the research background and fundamental theories. By combining the literature review method, case study method, and the author's practical experience, it examines the current situation of the career development pathways for pharmaceutical representatives at Company A and proposes optimization suggestions. The study mainly reveals the following issues: Company A’s qualification system is unclear, the talent assessment tools are inadequate, the career pathways are limited and lack transparency, the team of pharmaceutical representatives is large but promotion opportunities are scarce, there is a lack of lateral job rotation opportunities, making horizontal transfers difficult, manager’s attention to this issue is insufficient, there is a lack of career development pathway training, and the training formats are monotonous.Based on the identified issues, this study analyzes the underlying causes and combines theoretical insights to design an optimization plan for Company A’s career development pathways. The proposed optimization plan includes preliminary work on job analysis and the establishment of career assessment systems, aiming to construct a qualification system for each position within the same job category, thereby laying the foundation for optimal employee-job matching.The career development pathways are optimized from both vertical and horizontal directions, including multi-path external career progression and internal career development. It is also recommended that Company A optimize its international career development pathways, creating a smoother career development channel for employees. Additionally, this study suggests that Company A provide corresponding safeguards for the optimization of pharmaceutical representatives’ career development pathways, including integrating career development into the organizational strategy, establishing a people-centered human resources management system, designing a transparent evaluation mechanism, and strengthening training related to career development pathways. In this way, the career development pathways for Company A’s pharmaceutical representatives can be effectively optimized.
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