Why these soft skills will be essential in 2026

The End of an outdated HR model For decades, recruitment in the pharmaceutical industry relied on a model as rigid and industrial as a production line: generic job description, CV screening, HR interview, technical validation, hierarchical approval. A linear process often long, impersonal, and disconnected from the human realities of the role. But this model, inherited from another era, no longer holds up against today’s challenges. Between talent shortages, digital transformation, the rise of hybrid roles, and renewed candidate expectations, pharma recruitment must be rethought entirely. It’s no longer about filtering it’s about attracting. No longer about control it’s about building trust. Here are 7 key reasons why traditional methods have become obsolete in the pharmaceutical industry and what you can do to adapt. 1. A talent shortage that redefines the rules The imbalance between supply and demand The growth of biotechs, the intensification of clinical trials, advances in gene and cell therapy, and increasing regulatory demands have triggered a surge in hiring needs—without a proportional increase in talent supply. Certain functions such as: Regulatory Affairs Pharmacovigilance Biostatistics Data Management …have become structurally scarce, sometimes with fewer than one available profile for every three open positions. The rise of hybrid profiles The expansion of digital tools has led to the emergence of cross-disciplinary profiles: scientist + data, physician + project management, researcher + communicator. Yet, traditional recruitment frameworks too focused on rigid criteria (school, years of experience, job titles) fail to identify these high-potential, often unconventional profiles. 2. Candidate expectations have radically changed More purpose, less hierarchy New generations don’t just want to work in pharmaceutical industry they want to understand their contribution. A company with a clear, visible, and authentic mission attracts more than a big name lacking human vision. Today, candidates ask themselves: What is the social value of my role? Will my manager truly listen to me? Will I be able to learn and grow here? The search for a healthy balance Models based on “mandatory on-site presence, rigid schedules, systematic reporting” no longer work. Pharma candidates now expect: Flexibility (remote work, adaptable hours) Recognition (even beyond technical results) Clarity on career development opportunities Job ads that ignore these aspects now completely miss their target audience. 3. Processes that are too slow and too rigid Time to hire is now critical A slow recruitment process today means losing the candidate. 70% of pharma professionals accept another offer while still waiting for a response (source: LinkedIn Talent Trends). Frequent causes include: Excessive interview stages Absent or overloaded decision-makers Poor coordination between HR and business teams A response time exceeding 10 days drastically reduces candidate interest—and can even harm the company’s reputation. Outdated evaluation criteria Requiring 7 years of experience where 3 are sufficient, or rejecting a candidate without the “right degree” despite proven skills: these outdated practices prevent HR innovation. 4. HR tools no longer aligned with modern practices Traditional channels are saturated Job ads on classic platforms (Indeed, APEC, Monster) generate large volumes of applications but few truly qualified profiles. The most sought-after talents are elsewhere: On LinkedIn, in specialized groups In alumni networks Through referrals and professional events Candidate experience expectations have evolved Today’s candidates expect: Quick first contact A smooth, digitalized process Personalized feedback, even in case of rejection Companies that fail to respond in time or send impersonal automated replies instantly lose attractiveness. 5. Employer branding has become essential The role alone is no longer enough A competitive salary and an attractive job description no longer suffice. Candidates want an experience, a vision, and a community. They want to understand: The internal culture How employees are treated How much space there is for initiative and creativity Online reviews carry massive weight Candidates check: Glassdoor Indeed LinkedIn testimonials A poorly rated company seen as toxic or overly rigid will see its talent pool shrink dramatically. 6. The rise of soft skills in pharmaceutical industry Soft skills are now strategic The pharmaceutical industry is increasingly: Collaborative (cross-functional projects) Agile (frequent reorganizations) International (multi-country teams) Required skills now extend beyond scientific expertise. Companies are looking for people who: Adapt quickly Handle complex environments with ease Communicate effectively Inadequate evaluation tools Traditional MCQs or personality tests can’t detect these qualities. More effective alternatives include: Real or simulated job situations Cross-team feedback Contextual behavioral analysis tools (e.g., AssessFirst, PerformanSe) 7. A managerial culture often out of step Rigid hierarchies are a barrier Most pharma companies remain very vertical, with top-down management. This no longer aligns with today’s expectations especially among younger talent. Employees now expect: Inspiring leadership Co-creation Frequent feedback Annual reviews are no longer enough Today, HR and managers must be able to: Listen continuously Provide constructive, frequent feedback Adapt roles to match employees’ real strengths