Onboarding in the pharmaceutical industry: 5 key steps to prevent early departures

Nicolas Grancher • 6 août 2025

Onboarding: A Strategic Challenge in Pharmaceutical Recruitment


In an industry as demanding as pharmaceuticals, recruitment doesn’t stop at signing the contract. It truly begins on the employee’s first day—or even before that. Yet, this critical phase is still underestimated by many companies.


Poor onboarding can be extremely costly: in lost productivity, operational errors, and most importantly early departures. An employee who feels poorly welcomed or insufficiently trained is more likely to leave within 3 to 6 months, even if they were perfectly qualified.


Conversely, a structured and human onboarding process fosters commitment, accelerates skill development, and strengthens alignment with the company culture.


Here are the 5 essential steps to successful onboarding in the pharmaceutical industry—helping reduce turnover and build long-term employee loyalty from day one.

Step 1: Preboarding onboarding starts before day one


Good onboarding begins before the employee even steps into the company.
Preboarding is a preparation phase aimed at reducing stress, anticipating logistical needs, and—most importantly—building an emotional connection with the company.


Concrete actions:

  • Send a personalized welcome email a few days before arrival.
  • Provide a digital or physical welcome pack: employee handbook, team presentation, quality charter, site map, useful HR info.
  • Grant access to internal HR tools: onboarding portal, first-week schedule, administrative forms.
  • Organize a pre-arrival video call with the manager or an HR contact to answer initial questions.


Goal: The new hire feels expected, prepared, and reassured. They arrive with confidence—not uncertainty.


Step 2: Structured onboarding a clear 90-day plan


The first day is here. But the experience must not be improvised.
Effective onboarding in pharma should follow a 3-phase journey (welcome, training, autonomy) over the first 90 days.

Given the pharmaceutical industry’s strict procedures and compliance standards, integration should be progressive but methodical.


Three onboarding phases in pharma:

  • Days 1–5: official welcome, desk setup, site tour, team introductions, equipment handover, mandatory trainings (safety, confidentiality, GMP).
  • Weeks 2–4: immersion in the functional environment (R&D, QA, production, regulatory), supervised task start, access to digital tools (Veeva, SAP, LIMS…).
  • Months 2–3: ramp-up in responsibilities, growing autonomy, regular check-ins with manager and mentor.


Best practices:

  • Provide a checklist to both the employee and manager.
  • Offer short, flexible training formats (e-learning, coaching, internal videos).
  • Assign a buddy or internal sponsor to ease integration.

Goal: Make the employee autonomous, skilled, and integrated—without overload or confusion.


Step 3: Cultural immersion bringing company values to life


In pharma, compliance is essential—but that shouldn’t come at the expense of human connection.
Performance is also driven by a sense of belonging.

Too often, new hires are overwhelmed with documents, processes, and regulatory training—but don’t actually experience the company culture.


What to implement:

  • Host a welcome breakfast with leadership and new employees.
  • Design a cultural onboarding program: company history, values, social commitments, success stories.
  • Offer "day in the life" experiences in other departments (plant tour, customer support, field sales).
  • Create moments of team bonding (lunch, afterwork, escape game…).


Bonus idea:
A handwritten welcome card from the team or a digital wall with photos and welcome messages can make a real emotional impact.

Goal: The employee understands where they work, why it matters, who they work with—and what makes the company unique.


Step 4: Practical learning from theory to real-world experience


Effective training isn’t purely academic. In the pharmaceutical sector, hands-on learning is essential.
New hires need to quickly grasp the specific norms of their environment: sterile production, regulatory documentation, quality testing, audits, traceability…


Effective tools:

  • Shadowing: work alongside a senior colleague on initial tasks.
  • Real-life tasks: perform a document review, conduct a test, write a deviation report…
  • Immediate feedback: quick debrief after each task to reinforce best practices.
  • Digital simulation: immersive e-learning platforms with pharma case studies.


Real-world example:
At some pharma companies, new quality analysts spend 2 weeks paired with an experienced technician, gradually gaining independence under supervision of the QA manager.

Goal: Strengthen knowledge retention and build operational confidence.


Step 5: Ongoing support regular feedback and follow-up


Many onboarding efforts fail due to a lack of follow-up.
Integration doesn’t end after the first week—it plays out over 3 to 6 months.


Key milestones to schedule:

  • Day 7: initial feedback, questions, adjustments.
  • 1 month: assessment of progress, manager feedback, role clarity.
  • 3 months: long-term outlook, identification of additional needs.
  • 6 months: probation review, discussion of mid-term objectives.


Useful tools:

  • Skill development tracking grids
  • Onboarding satisfaction surveys
  • Coordinated HR follow-up with the manager


Goal: Create a climate of trust and open communication, and prevent misunderstandings or hidden frustrations.


Results of a well-designed onboarding program


  • Lower 6-month turnover
  • Faster integration into teams
  • Fewer errors due to unfamiliarity with procedures
  • Stronger early-stage engagement
  • Enhanced employer brand image


FAQ

  • Why is onboarding more complex in the pharmaceutical industry?

    Regulatory requirements are numerous and strict. Employees must understand not only their role, but also the entire environment of quality, safety, and compliance.

  • What is the ideal duration for pharmaceutical onboarding?

    At least 90 days, with regular check-ins. More technical roles may require extended support over a 6-month period.

  • Can digital tools replace in person onboarding?

    No, but it can complement it. E-learning modules, interactive quizzes, and video calls enhance efficiency, but the human aspect and team cohesion must remain central.

  • What should you do if an employee disengages during onboarding?

    Set up HR alerts (e.g., unexplained absences, lack of questions, repeated delays), respond quickly with a one-on-one meeting, and adjust workload or clarify expectations as needed.


  • Can the effectiveness of onboarding be measured?

    Yes: through internal surveys (satisfaction at 30/60/90 days), retention rate at 6 months, competency level achieved, and manager feedback.

What candidates really feel during a pharmaceutical interview

par Nicolas Grancher • 30 janvier 2026
An interview in the pharmaceutical industry rarely leaves candidates indifferent. Even experienced professionals, accustomed to demanding environments, often walk away with a mix of relief, doubt, and unanswered questions. “Was I clear enough?” “Did I say what I was supposed to say?” “Was it too formal? Not formal enough?” “Did we have the right feeling?” These questions are universal. Yet, they are rarely voiced. In a sector as rigorous as the pharmaceutical industry, emotions tend to have little space in the official discourse, even though they are omnipresent in candidates’ real experiences. This article aims to put words to what candidates truly go through during an interview, in order to better understand it, reduce unnecessary anxiety… and regain a sense of control over the experience. Immediate tension: being assessed without losing credibility From the very first minutes, many candidates experience a familiar sensation: the tension of being evaluated. Interviews are often structured, highly framed, and sometimes very technical. The setting is established quickly: competencies, responsibilities, compliance, processes. This framework can create a paradoxical feeling: - on one hand, it is reassuring (you know what to expect), - on the other, it is pressurising (you feel observed and analysed). Many candidates experience: - fear of giving an approximate answer, - concern about not being “at the expected level,” - the feeling that every word matters. This tension is normal. It does not indicate a lack of competence or poor preparation. It reflects an environment where mistakes carry a high cost. The weight of formality: between respect and distance Another frequent feeling is formality. In the pharmaceutical sector, interviews are often: - highly structured, - minimally improvised, - conducted by several interviewers. For some candidates, this framework feels safe. For others, it creates a sense of relational distance. Many candidates internally ask themselves: - “Can I be myself?” - “Should I stay strictly factual?” - “Is it appropriate to show my motivation?” This internal questioning can lead to significant mental fatigue. Candidates constantly juggle between who they are and who they believe they should appear to be. The strange feeling of constantly having to “prove” oneself Even for experienced profiles, interviews often revive a familiar sensation: the need to justify oneself. To justify: - career choices, - transitions, - periods of doubt, - technical limitations. Some candidates feel a sense of unfairness: “My career path is coherent why do I still have to defend it?” This feeling is particularly strong in a sector that values stability, compliance, and linear progression. Atypical career paths, although increasingly common, often require more explanation. Post-interview doubt: a universal experience Once the interview is over, another phase begins: the internal debrief. In the hours or days that follow, many candidates replay the conversation mentally: - a response they could have phrased differently, - a question they misunderstood, - a moment of hesitation. This doubt is amplified by two factors common in the pharmaceutical sector: - long response times, - limited or no detailed feedback. When information is missing, interpretation takes over. And interpretation fuels self-criticism. The “feeling”: a source of hope… and anxiety The feeling plays an ambiguous role in the candidate experience. When the exchange is smooth, human, and respectful, candidates often leave feeling hopeful. When it is colder or very formal, anxiety sets in. What many candidates don’t realise is that: - a very formal interview is not necessarily a negative signal, - a good interaction does not guarantee a positive decision. From the recruiter’s perspective, “feeling” does not always mean immediate alignment. It may simply reflect a highly standardised professional framework. The fear of not having been “enough” - Clear enough. - Precise enough. - Technical enough. - Convincing enough. This fear is particularly strong among candidates who: - compare themselves to others, - are aware of market tension, - know that similar profiles are competing for the role. It can create a lingering impression of never doing enough, even when the background is solid. What candidates rarely realise… but is very real  One important point deserves to be stated clearly: there is uncertainty on the recruiter’s side as well. Recruiters and hiring managers in the pharmaceutical sector: doubt - compare, - hesitate, - arbitrate. Silence or hesitation is not always linked to a negative impression. More often, it reflects the complexity of the decision-making process. How to better navigate the interview experience While not all parameters are within a candidate’s control, some levers can help: Accept discomfort Discomfort is part of the process. Resisting it only increases tension. Focus on clarity rather than performance Being understandable is more valuable than being impressive. Remember that an interview is a two-way meeting You are also assessing the environment, the team, and the culture. Avoid overinterpreting immediately afterward Let emotions settle before drawing conclusions. Regaining agency as a candidate Putting words to what you feel helps reduce confusion. Realising that these emotions are widely shared makes it easier to put things into perspective. An interview is not a verdict on your professional worth. It is one step, in a specific context, at a specific moment in time.

Ce que les candidats ressentent vraiment lors d’un entretien pharmaceutique

par Nicolas Grancher • 30 janvier 2026
Un entretien dans l’industrie pharmaceutique laisse rarement indifférent. Même les profils expérimentés, habitués aux environnements exigeants, en ressortent souvent avec un mélange de soulagement, de doute et d’interrogations. « Est-ce que j’ai été assez clair·e ? » « Est-ce que j’ai dit ce qu’il fallait ? » « Est-ce que c’était trop formel ? Pas assez ? » « Est-ce que j’ai eu le bon feeling ? » Ces questions sont universelles. Pourtant, elles sont rarement exprimées. Parce que dans un secteur aussi rigoureux que le pharmaceutique, les émotions ont peu de place dans le discours officiel , alors qu’elles sont omniprésentes dans l’expérience réelle des candidats. Cet article propose de mettre des mots sur ce que vivent vraiment les candidats lors d’un entretien, afin de mieux comprendre, de dédramatiser… et de reprendre un peu de maîtrise sur l’expérience. Une tension immédiate : être évalué sans perdre sa crédibilité Dès les premières minutes, une sensation s’installe chez beaucoup de candidats : la tension de l’évaluation . Les entretiens sont souvent structurés, cadrés, parfois très techniques. Le décor est posé rapidement : on parle compétences, responsabilités, conformité, processus. Ce cadre peut générer un sentiment paradoxal : d’un côté, il rassure (on sait à quoi s’attendre), de l’autre, il met sous pression (on se sent observé, analysé). Beaucoup de candidats ressentent alors : la peur de dire une approximation, la crainte de ne pas être “au niveau attendu”, l’impression que chaque mot compte. Cette tension est normale. Elle ne signifie ni un manque de compétence, ni un défaut de préparation. Elle est le reflet d’un environnement où l’erreur a un coût élevé . Le poids du formalisme : entre respect et distance Un autre ressenti fréquent est celui du formalisme . Dans le secteur pharmaceutique, les entretiens sont souvent : très structurés, peu improvisés, menés par plusieurs interlocuteurs. Pour certains candidats, ce cadre est sécurisant. Pour d’autres, il crée une forme de distance relationnelle. Beaucoup se demandent alors : « Est-ce que je peux être moi-même ? » « Est-ce que je dois rester très factuel·le ? » « Est-ce que montrer mes motivations est approprié ? » Ce questionnement interne peut générer une fatigue mentale importante. Le candidat jongle en permanence entre ce qu’il est et ce qu’il pense devoir montrer . Le sentiment étrange de devoir “prouver” en permanence Même pour des profils expérimentés, l’entretien ravive souvent une sensation bien connue : devoir se justifier . Justifier : ses choix de carrière, ses transitions, ses périodes de doute, ses limites techniques. Certains candidats ressentent une forme d’injustice : « Mon parcours est cohérent, pourquoi dois-je encore le défendre ? » Ce sentiment est d’autant plus fort que ce secteur valorise la stabilité, la conformité et la progression linéaire. Les parcours atypiques, bien que de plus en plus fréquents, demandent souvent plus d’explications. Le doute après l’entretien : un classique universel Une fois l’entretien terminé, une autre phase commence : le débrief intérieur . Dans les heures ou les jours qui suivent, beaucoup de candidats repassent mentalement l’échange : une réponse qu’ils auraient pu formuler autrement, une question mal comprise, un moment de flottement. Ce doute est amplifié par deux éléments fréquents dans notre secteur: des délais de réponse longs, peu de feedback détaillé. L’absence d’information laisse place à l’interprétation. Et l’interprétation nourrit l’auto-critique. Le feeling : une source d’espoir… et d’inquiétude Le feeling occupe une place ambiguë dans le ressenti candidat. Quand l’échange est fluide, humain, respectueux, beaucoup repartent avec de l’espoir. Quand il est plus froid ou très formel, l’inquiétude s’installe. Mais ce que beaucoup ignorent, c’est que : un entretien très formel n’est pas forcément un mauvais signal, un bon échange ne garantit pas une décision positive. Le feeling, côté recruteur, ne signifie pas toujours adhésion immédiate. Il peut simplement refléter un cadre professionnel très normé . La peur de ne pas avoir été “assez” Assez clair·e. Assez précis·e. Assez technique. Assez convaincant·e. Cette peur est particulièrement forte chez les candidats qui : se comparent beaucoup, connaissent la tension du marché, savent que d’autres profils similaires sont en lice. Elle peut générer une impression diffuse de ne jamais en faire assez , même lorsque le parcours est solide. Ce que les candidats ressentent rarement… mais qui est pourtant réel Un point important à rappeler : côté recruteur aussi, il y a de l’incertitude. Les recruteurs et managers du secteur pharmaceutique : doutent comparent, hésitent arbitrent. Le silence ou l’hésitation ne sont pas toujours liés à une mauvaise impression. Ils sont souvent liés à la complexité de la décision. Comment mieux vivre l’expérience d’entretien Sans pouvoir contrôler tous les paramètres, les candidats peuvent agir sur certains leviers : 1. Accepter la part d’inconfort L’inconfort fait partie de l’exercice. Le refuser augmente la tension. 2. Se concentrer sur la clarté plutôt que la performance Être compréhensible vaut mieux qu’être impressionnant. 3. Se rappeler que l’entretien est une rencontre Vous évaluez aussi l’environnement, l’équipe, la culture. 4. Ne pas surinterpréter à chaud Laissez retomber l’émotion avant de tirer des conclusions. Reprendre du pouvoir côté candidat Mettre des mots sur ce que l’on ressent permet de sortir de la confusion. Comprendre que ces émotions sont partagées par beaucoup aide à relativiser. L’entretien n’est pas un verdict sur votre valeur. C’est une étape, dans un contexte donné, à un moment donné.