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MSL Metrics: Measuring Success
December 2015
A FirstWord ExpertViews Dossier Report
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MSL Metrics: Measuring Success
Published December 2015© Copyright 2015 Doctor’s Guide Publishing Limited
All rights reserved. No part of this publication may be reproduced or used in any form or by any means graphic, electronic or mechanical, including photocopying, recording, taping or storage in information retrieval systems without the express permission of the publisher.
This report contains information from numerous sources that Doctor’s Guide Publishing Limited believes to be reliable but for which accuracy cannot be guaranteed. Doctor’s Guide Publishing Limited does not accept responsibility for any loss incurred by any person who acts or who fails to act as a result of information published in this document. Any views and opinions expressed by third parties and reproduced in this document are not necessarily the views and opinions of Doctor’s Guide Publishing Limited. Any views and opinions expressed by individuals and reproduced in this document are not necessarily the views and opinions of their employers.
Cover image: © Creativa Images | AdobeStock
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All Contents Copyright © 2015 Doctor’s Guide Publishing Limited. All Rights Reserved
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ContentsExecutive summary .............................................................................................................................. 1
Methodology and objectives ..........................................................................................................3
Research objectives ............................................................................................................................3
Contributors ...............................................................................................................................................4
Defining the value of the MSL role ............................................................................................5
MSL activities ..............................................................................................................................................5
How do MSLs provide value? ..............................................................................................................10
MSL-KOL relationships .....................................................................................................................10
Measuring performance and demonstrating value .....................................................13
What makes a high-performing MSL? ...............................................................................................13
Quantitative and qualitative MSL metrics ......................................................................................... 17
Systems and processes for data collection and analysis ............................................................22
Case study: metrics and evaluation ..............................................................................................24
Measuring MSL-KOL engagement ..................................................................................................... 27
Time spent with KOLs ........................................................................................................................ 27
Feedback from KOLs ........................................................................................................................30
Assessing the depth and value of the MSL-KOL relationship ...............................................33
Investigator-initiated trials ...........................................................................................................35
Case study: evaluating an MSL conducting an advisory board ............................................36
Internal performance evaluation ..........................................................................................................38
Perception and feedback from internal stakeholders ...............................................................38
Self-assessment ................................................................................................................................. 41
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MSL Metrics: Measuring Success
Observation and feedback from managers .................................................................................42
Demonstrating the value of an MSL ................................................................................................... 47
Shifting the balance towards qualitative value-based measures .........................................50
MSL recruitment, training and retention .............................................................................53
Recruitment and retention incentives ...........................................................................................53
Training ..................................................................................................................................................54
A recommendation for MSL training .........................................................................................56
Why do MSLs leave the company? ...............................................................................................58
MSL career progression ...................................................................................................................60
MSLs need to feel valued ................................................................................................................63
Conclusion ................................................................................................................................................64
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All Contents Copyright © 2015 Doctor’s Guide Publishing Limited. All Rights Reserved
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Methodology and objectivesThis FirstWord Dossier ExpertViews report provides insights into the various methods companies use to set targets for MSLs, the metrics they use to measure performance, and the incentives developed to attract and retain talent.
The information for this report was gathered from multiple sources, including primary research from in-depth telephone interviews with professionals from within the pharmaceutical industry and independent consultants, supported by secondary research.
Research objectivesDuring the course of the research, the following key questions have been asked:
nWhat changes in the healthcare system have had or will have the greatest impact on the way MSLs work?
nWhat skill set must a high-performing MSL possess today, how might this change in the future, and how are MSLs prepared to face new challenges?
nHow does a pharmaceutical company ensure that performance measures are aligned with business objectives?
nWhat systems and processes do companies have in place to collect, analyse and understand MSL performance data?
nHow reliable is MSL self-assessment?
nHow are companies tailoring metrics to match various MSL tasks?
nWhat approaches are being taken to measure the depth and value of the MSL-KOL relationship?
nHow often should data be analysed and MSL performance reviewed, and which factors determine this frequency?
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MSL Metrics: Measuring Success
ContributorsThe contributors were selected on the basis of their knowledge, experience and expertise. Interviews were conducted with the following consultants and individuals from the pharmaceutical industry:
nMichael Spyridon, Medical Science Liaison, Eisai EMEA, EU
nDominic Lawrance PhD, Medical Science Liaison Manager, Alimera Sciences
nMedical Science Liaison, Top 10 Pharma Company, EU
nSenior Medical Science Liaison, Top 20 Pharma Company, US
nAlan R Rosenthal PharmD, Principal, HRC, Inc. – Medical Affairs Management, US
nCharles White, Medical Science Liaison Director of Medical Affairs, MedSci Solutions LLC, US
nMedical Science Liaison Consultant, US
nMedical Science Liaison, Top 25 Pharma Company, EU
nJoe Schwab, Medical Affairs Consultant, US
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MSL Metrics: Measuring Success
Assessing the depth and value of the MSL-KOL relationshipSurveys that are designed around a series of check boxes or a simple rating scale from one to five, for example, have their limitations when it comes to assessing the depth and value of a relationship. An additional measure suggested by one expert would be the inclusion of a free text box where the KOL can add comments. Interviews may also be conducted to gain more comprehensive feedback. Nonetheless, our experts highlight difficulties in assessing the value of relationships in an environment where the MSL has limited, if any, influence over the behaviour of a KOL or the progress of a clinical trial.
“If opinion leaders don’t value what the MSL is bringing to them, then they’re not going to want to see them. So you want to be documenting that the KOLs are seeing the MSL as someone who is providing value to them. That value really is engaging in new information, reviewing, being responsive to questions or to concerns they may have. They could be on-label discussions, things that may be off-label, or disease state discussions – things you can bring to them that are new, that they may not have seen.”
Alan Rosenthal, Medical Affairs Management
“If you have a good relationship with somebody, they will usually take the time to do that [complete a survey]. If there’s a place for them to enter an open text field, they’ll enter things in there too, although that can be a little bit of a wild card.”
Joe Schwab, Medical Affairs Consultant
“I believe that qualitative feedback is extremely valuable in assessing the MSL value to the thought leader. It provides more depth than a Likert scale process and gives clear feedback to the MSL for TL/KOL engagement. A free text response may provide new and valuable information that we may not have known to ask about.”
Senior MSL, Top 20 Pharma Company
“Some of the things that we do maybe are [indicators of the depth of the relationship]. If a trial hasn’t been recruiting for example, and the MSL goes in and speaks with the principal investigator, and all of a sudden there are two patients in the study, then that is a way of seeing that that interaction has had a really positive benefit.
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Why do MSLs leave the company?While the results of the 2015 MSL Association survey indicated that 30 percent of respondents had been with their company for between five and 10 years,13 experts interviewed for this report suggest that there is a relatively high turnover rate for MSLs. One reason for this turnover, our experts highlight, is that MSLs are highly educated individuals who can get bored easily if they are not challenged. A suggested way to keep them interested is to engage them early in the development process and to make them feel that they are making a contribution.
Where companies do not have a healthy pipeline with which to engage their MSLs, there is inevitably natural wastage. MSLs often become expert in particular disease areas and, if pushed into an area where they don’t have the same level of interest due to lifecycle management within the business, they may be more easily tempted to move away.
At the same time, the system for recruitment is seen to be partly to blame. There is significant competition between companies for high-performing MSLs with specific experience in certain therapy areas from a limited talent pool.14 This means that MSLs who are in employment and seen to be successful are often head-hunted. One of our experts notes that a small proportion of people take on an MSL role and then decide they are not really suited to it, so move on to do something else.
“There’s a fair amount of turnover. They [MSLs] move around more than they should. I think what’s driving it is that they become an MSL with an advanced degree such as a PhD or an MD and they realise that they’re now being governed by sales representative regulations. They get bored because they’re not challenged.”
MSL Consultant
“There always has been and there will continue to be high turnover rates for MSLs. It is generally related to product lifecycle and opportunities for growth. It’s important for MSLs to stay engaged. They’re highly educated, well versed clinically and
13 Berry, R. (2015). Medical Science Liaison (MSL) ‘State Of The Nation’ 2015 Survey. Pharmaceutical Physician, 26, 18-26 Retrieved from http://www.msla.org.uk/images/Docs/PP2601.pdf
14 FirstWord (October 2015). Tomorrow’s MSLs: Evolving for a New Healthcare Landscape. Retrieved from http://uk.fwreports.com/tomorrows-msls/#.VlLreIROvKc
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