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. 2023 Dec;39(12):1541-1550.
doi: 10.1080/03007995.2023.2165814. Epub 2023 Jan 16.

Observing expert opinion of medical affairs pharmaceutical physicians on the value of their clinical experience to the pharmaceutical industry using the Jandhyala method

Ravi Jandhyala  1   2 , Raj Rout  3
Affiliations

Observing expert opinion of medical affairs pharmaceutical physicians on the value of their clinical experience to the pharmaceutical industry using the Jandhyala method

Ravi Jandhyala et al. Curr Med Res Opin. 2023 Dec.

Abstract

Background: The pharmaceutical industry requires a highly qualified workforce with diverse skillsets. Medical affairs pharmaceutical physicians (MAPPs) have unique qualifications among pharmaceutical company employees, but the exact contribution of their education and training is unknown. This study aimed to identify the medical education and training competencies MAPPs use in the pharmaceutical industry in relation to the four external stakeholders, regulators, payors, prescribers, and patients.

Method: Ten MAPPs were recruited using convenience sampling via professional networks. A systematic literature review and the Jandhyala method, a two-stage qualitative online consensus method, identified which of MAPPs' medical education and training competencies they used in their work with each external stakeholder. Statistical analyses determined heterogeneity in the relevance of competencies and competency categories to each stakeholder.

Results: Nine MAPPs completed the study. Of the 59 competencies identified, 54 were relevant to all external stakeholders. Relevance of competencies varied significantly between external stakeholders (p = .0434). Binary competency scores varied significantly for three pairs of stakeholders, "patient vs. payor" (p = .025), "prescriber vs. regulator" (p = .013) and "prescriber vs. payor" (p = .008). Between-stakeholder overall frequency count varied significantly for two of the nine competency categories.

Conclusion: MAPPs develop a highly specialized set of competencies during medical education and training from which they use distinct subsets to meet the needs of external stakeholders in the pharmaceutical industry. Undergraduate and postgraduate competency-based medical education appears to prepare MAPPs for cognitive and technical work. Further exploration may aid understanding of how they develop soft skills.

Keywords: Medical education; clinical competency; clinical skill; medical field training; medical specialty; pharmaceutical industry.

Plain language summary

Medical affairs pharmaceutical physicians (MAPPs) are of key importance in promoting patient centricity in the pharmaceutical industry. Their competency-based medical education and clinical experience give them a unique skillset among pharmaceutical company employees. MAPPs utilize their training to benefit pharmaceutical companies as well as the four external stakeholders in medicine adoption: regulators, payors, prescribers and patients. Previous work has suggested that their education and training may account for their ability to benefit all external stakeholders; however, this has not been explored in detail. The aim of this study was to identify competencies MAPPs develop during medical education, training and clinical experience and which of these they use in their work with each of the four external stakeholders.To do this, first, we reviewed the literature and asked MAPPs to self-report the competencies they developed during medical education and training, and which were relevant to their work with each of the four stakeholders. We found that 54 of the 59 identified competencies were relevant to work with all external stakeholders. However, the relevance of individual competencies varied between external stakeholders, with further analysis showing that the difference appeared to be accounted for by differences between three main pairs of stakeholders. These were “patient vs. payor”, “prescriber vs. regulator” and “prescriber vs. payor. In other words, MAPPs were likely to use different competencies in their work with each stakeholder. With our analysis of competency categories, we concluded that MAPPs use a highly specialized combination of competencies adapted to each external stakeholder.

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