The digitalization of HR processes in pharmaceutical recruitment: A revolution underway

Nicolas Grancher • 19 septembre 2025

The pharmaceutical sector is undergoing an unprecedented transformation. The rise of biotechnology, the emergence of personalized medicine, and the widespread use of artificial intelligence are reshaping research, production, and patient care. Yet another revolution, more discreet but equally decisive, is taking place: the digitalization of HR processes, particularly in recruitment.


In an environment where talent is scarce, where competition between laboratories and biotech start-ups is fierce, and where new generations of candidates demand speed, transparency, and flexibility, traditional recruitment methods are no longer enough. Digital technology has now become a strategic lever to attract, select, and retain top talent.



But what does this digitalization really mean? What benefits does it bring to the pharmaceutical sector? And what precautions should be taken to ensure it remains an effective tool without dehumanizing recruitment?

1. Understanding the digitalization of HR processes


1.1 A deep transformation


Digitalization is not just about replacing paper resumes with online forms. It encompasses the entire recruitment cycle:

  • Posting job offers on digital platforms and professional social networks.
  • Automated CV screening using preselection algorithms.
  • Remote video interviews.
  • Online skills assessments and role-playing exercises.
  • Digital onboarding with training modules and e-learning.


This approach radically transforms how pharmaceutical companies interact with candidates.


1.2 The integration of AI and data


Artificial intelligence tools and predictive analytics enrich the recruitment process through:

  • Intelligent matching between candidate skills and job requirements.
  • Automated behavioral and technical assessments.
  • Personality analysis via digital tests and role-playing scenarios.
  • Candidate journey tracking, similar to a customer experience.


Recruitment thus becomes faster, more precise, and better documented.


2. Why digitalization is crucial in pharmaceutical recruitment


2.1 A sector under pressure


Pharmaceutical careers demand rare skills, particularly in clinical research, regulatory affairs, and data science. Talent shortages make every recruitment strategic. Digital tools shorten timelines and facilitate connections.


2.2 More demanding candidates


Generations Y and Z, highly connected, prefer fast and transparent processes. Long or unresponsive recruitment discourages them. Digitalization addresses this demand by improving the overall candidate experience.


2.3 Global reach


Pharma recruitment goes beyond borders. Digital platforms enable global sourcing of talent and remote interviews without geographical constraints.


3. The advantages of digitalization for pharmaceutical recruitment


3.1 Time and efficiency gains


  • Automated application screening.
  • Simplified scheduling of video interviews.
  • Online technical assessments.


Result: Recruiters can focus more on qualitative interactions.


3.2 Enhanced candidate experience


  • Real-time tracking of application status.
  • Automated feedback to avoid frustrating silence.
  • A smoother process that strengthens employer branding.


3.3 Better decision-making with data


Recruiters benefit from objective comparison tools, reducing biases linked to first impressions. Soft skills can also be detected through digital behavioral tests.


3.4 A Potential reduction in bias


A well-designed algorithm can limit discrimination based on age, gender, or origin by focusing solely on skills and job fit.


4. Concrete examples in pharmaceutical industry


  • Automated Screening: A major pharmaceutical company reduced initial application processing time by 60% thanks to intelligent sorting software.
  • Online Technical Tests: A biotech specializing in biotherapies evaluates candidates’ statistical skills before interviews, ensuring a high level of expertise.
  • Digital Onboarding: Integration portals provide e-learning modules, videos, and regulatory training to standardize and speed up new employee onboarding.


5. The limits and risks of digitalization


5.1 Loss of human connection


The risk lies in reducing candidates to data points. Yet qualities like ethics and communication cannot be fully assessed by algorithms.


5.2 Technological bias


If algorithms are not properly calibrated, they may reinforce existing inequalities (favoring certain degrees or career paths).


5.3 Tool overload


Too many digital tools can complicate recruiters’ work. Coherent integration is essential.


5.4 Data privacy concerns


In such a sensitive sector, protecting candidates’ personal data is crucial. GDPR sets a strict framework for this.


6. Toward a balance between digital and human


6.1 Digital as a facilitator


Tools should automate repetitive tasks, leaving recruiters responsible for building authentic connections with candidates.


6.2 Humanizing key stages


Personalized feedback, quality interviews, and an empathetic approach remain essential to retaining talent.


6.3 Training recruiters and managers


Digitalization does not replace human expertise—it amplifies it. Teams must be trained to use these tools wisely.


7. The future of HR digitalization in pharmaceutical industry


7.1 Predictive recruitment


Some companies already anticipate HR needs using AI, based on ongoing R&D projects.


7.2 Digitalized collaborative recruitment


Platforms allow managers and even teams to actively participate in the selection process.


7.3 The arrival of virtual reality



In the near future, candidates may be immersed in virtual environments simulating lab situations to test their reactions.

FAQ

  • What is the digitalization of HR processes in pharmaceutical recruitment?

    It is the integration of digital technologies and AI into all stages of recruitment, from job posting to onboarding.

  • What are the main benefits for pharmaceutical companies?

    It saves time, improves the candidate experience, supports more objective decision-making, and helps reduce recruitment biases.

  • Does digitalization dehumanize recruitment?

    Not if used properly. Digital tools should be seen as facilitators, while humans retain the final decision-making power and maintain the relationship with the candidate.

  • What risks should be taken into account?

    The loss of human connection, algorithmic biases, the overuse of poorly integrated tools, and issues related to data protection.

  • Is digitalization suitable for all pharma position

    Yes, but it is particularly effective for technical and scientific roles, where skills can be assessed through online tests.

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.