Can someone tell me why we have hospital representatives?

[anonymous]

The hospital representative in my area is nice and all, but all the person does is call on the doctors in my offices cause "access is impossible" at the hospital. Conveniently the rep also wants to call on doctors I have already gotten to prescribe. Why not go to different targets and see if we can get a greater breadth of prescribers.

I foresee the hospital team being absorbed in with the CSS teams (clearly with inflated salaries) I heard leadership is wondering what the heck they're doing out there, but CSS team is required to have 5 targeted calls a day, and HAS is not held to the same standard. All they need to do is say they were working on an account. No requirements otherwise.

The representative has yet to get any hospital to get it on formulary. I know I have heard there are a few HAS that have been successful, so maybe it's just my hospital representative that is useless.

 

[anonymous]

The hospital representative in my area is nice and all, but all the person does is call on the doctors in my offices cause "access is impossible" at the hospital. Conveniently the rep also wants to call on doctors I have already gotten to prescribe. Why not go to different targets and see if we can get a greater breadth of prescribers.

I foresee the hospital team being absorbed in with the CSS teams (clearly with inflated salaries) I heard leadership is wondering what the heck they're doing out there, but CSS team is required to have 5 targeted calls a day, and HAS is not held to the same standard. All they need to do is say they were working on an account. No requirements otherwise.

The representative has yet to get any hospital to get it on formulary. I know I have heard there are a few HAS that have been successful, so maybe it's just my hospital representative that is useless.

EXACT same thing happening in my area. hAS doing nothing but calling on docs already prescribing (and they never made one call on the docs before they prescribed) and basically not working or being held accountable while they enjoy their $140,000 starting salary would I make my 99,900 busting my Ass day in and day out. I've had it!!!

 

[anonymous]

This is an antiquated position that still lingers in pharma, much like the "DM" position. They make money, accomplish nothing, and most likely are leftover from the old days

 

[anonymous]

This is an antiquated position that still lingers in pharma, much like the "DM" position. They make money, accomplish nothing, and most likely are leftover from the old days

Obviously NPC learned nothing from the KAM roles from the past. Overpaid warm bodies who do none of the hard work but want full credit when there is a win. And yes, they are making $140000. Nice loyalty novartis.

 

[anonymous]

The hospital representative in my area is nice and all, but all the person does is call on the doctors in my offices cause "access is impossible" at the hospital. Conveniently the rep also wants to call on doctors I have already gotten to prescribe. Why not go to different targets and see if we can get a greater breadth of prescribers.

I foresee the hospital team being absorbed in with the CSS teams (clearly with inflated salaries) I heard leadership is wondering what the heck they're doing out there, but CSS team is required to have 5 targeted calls a day, and HAS is not held to the same standard. All they need to do is say they were working on an account. No requirements otherwise.

The representative has yet to get any hospital to get it on formulary. I know I have heard there are a few HAS that have been successful, so maybe it's just my hospital representative that is useless.

It's kind of a joke in our district. We think the manager is on to her. She hasn't gotten it on at any of her hospitals, and another HAS has it on almost all of hers.

She says she wants to super target and help in the offices where they are already prescribing for that "share of voice". Too funny more like, so she can take credit for what they're already doing. Why doesn't she just go to different offices to get new prescribers. I think if the manager had someone go by her place, she probably does not leave the house on many days.

 

[anonymous]

What area are you in?

 

[anonymous]

The hospital representative in my area is nice and all, but all the person does is call on the doctors in my offices cause "access is impossible" at the hospital. Conveniently the rep also wants to call on doctors I have already gotten to prescribe. Why not go to different targets and see if we can get a greater breadth of prescribers.

I foresee the hospital team being absorbed in with the CSS teams (clearly with inflated salaries) I heard leadership is wondering what the heck they're doing out there, but CSS team is required to have 5 targeted calls a day, and HAS is not held to the same standard. All they need to do is say they were working on an account. No requirements otherwise.

The representative has yet to get any hospital to get it on formulary. I know I have heard there are a few HAS that have been successful, so maybe it's just my hospital representative that is useless.

And the predictable hospital vs field based rep has invariably started. Clearly, the job descriptions are different, yet the two cannot coexist with this high potential volume product. There are too many areas geographically that need to be addressed without having both. The teams that are aligning themselves the best are those that leverage access opportunities, regardless of hospital or office. In my territory, I've had plenty appointments where I've gladly invited my CSS into a hospital appointment that opened up a door to a "no see" office, with the opposite being true. And, the rep would've have been dead in the water if I hadn't been looking out for the greater good of our team. I've also had my CSS alienate very important customers that will connect the hospital to the community, that I'm now doing damage control on because the rep hasn't taken the time to understand the complexities. Rather, it's been "why haven't you prescribed", or I've "been in here 10 X and you haven't written". You know.. The me, me, me, approach? Maybe because with all of your clinical expertise you haven't given the prescriber as compelling of a reason as you may think to warrant writing. We've all been guilty of this self-centered approach. Remember, we launched this drug in the middle of summer when no P&T meetings are happening. In September, residents and fellows are transitioning back and the hospital system has come out of hibernation. Also, depending on where you are in the country, politics are prevalent and incremental wins are the name of the game. No different than your office where you finally get one doc, that you've called on 10 X, out of a huge practice to have a positive experience and that filters over to his colleagues. The issue with Novartis and other true non hospital companies, is they never clearly communicate what the job roles are, primarily because they don't know. Sure, there are hospital AND field based reps that are useless, don't understand disease state management and/or how a patient flows throughout a system, or how the politics effect prescription writing. Rather than complaining on an anonymous board, take the time to better understand what we do. Or better yet, communicate to your manager that you can work the system and get Entresto stocked and on formulary quicker. It can be your chance to shine. Careful what you wish for.

 

[anonymous]

And the predictable hospital vs field based rep has invariably started. Clearly, the job descriptions are different, yet the two cannot coexist with this high potential volume product. There are too many areas geographically that need to be addressed without having both. The teams that are aligning themselves the best are those that leverage access opportunities, regardless of hospital or office. In my territory, I've had plenty appointments where I've gladly invited my CSS into a hospital appointment that opened up a door to a "no see" office, with the opposite being true. And, the rep would've have been dead in the water if I hadn't been looking out for the greater good of our team. I've also had my CSS alienate very important customers that will connect the hospital to the community, that I'm now doing damage control on because the rep hasn't taken the time to understand the complexities. Rather, it's been "why haven't you prescribed", or I've "been in here 10 X and you haven't written". You know.. The me, me, me, approach? Maybe because with all of your clinical expertise you haven't given the prescriber as compelling of a reason as you may think to warrant writing. We've all been guilty of this self-centered approach. Remember, we launched this drug in the middle of summer when no P&T meetings are happening. In September, residents and fellows are transitioning back and the hospital system has come out of hibernation. Also, depending on where you are in the country, politics are prevalent and incremental wins are the name of the game. No different than your office where you finally get one doc, that you've called on 10 X, out of a huge practice to have a positive experience and that filters over to his colleagues. The issue with Novartis and other true non hospital companies, is they never clearly communicate what the job roles are, primarily because they don't know. Sure, there are hospital AND field based reps that are useless, don't understand disease state management and/or how a patient flows throughout a system, or how the politics effect prescription writing. Rather than complaining on an anonymous board, take the time to better understand what we do. Or better yet, communicate to your manager that you can work the system and get Entresto stocked and on formulary quicker. It can be your chance to shine. Careful what you wish for.

As a CSS, I agree with most of this. 2 out of the 3 has reps are very good and have been helpful in my district and I have learned a ton from. The other is useless

 

[anonymous]

What does the Hospital Rep do once its on the Hospital formulary? Or even once the Hospital has been presented the information. The Hospital Rep in my area calls me every day to ask what I am doing and ask can they come with me. They have nothing to do.

 

[anonymous]

And the predictable hospital vs field based rep has invariably started. Clearly, the job descriptions are different, yet the two cannot coexist with this high potential volume product. There are too many areas geographically that need to be addressed without having both. The teams that are aligning themselves the best are those that leverage access opportunities, regardless of hospital or office. In my territory, I've had plenty appointments where I've gladly invited my CSS into a hospital appointment that opened up a door to a "no see" office, with the opposite being true. And, the rep would've have been dead in the water if I hadn't been looking out for the greater good of our team. I've also had my CSS alienate very important customers that will connect the hospital to the community, that I'm now doing damage control on because the rep hasn't taken the time to understand the complexities. Rather, it's been "why haven't you prescribed", or I've "been in here 10 X and you haven't written". You know.. The me, me, me, approach? Maybe because with all of your clinical expertise you haven't given the prescriber as compelling of a reason as you may think to warrant writing. We've all been guilty of this self-centered approach. Remember, we launched this drug in the middle of summer when no P&T meetings are happening. In September, residents and fellows are transitioning back and the hospital system has come out of hibernation. Also, depending on where you are in the country, politics are prevalent and incremental wins are the name of the game. No different than your office where you finally get one doc, that you've called on 10 X, out of a huge practice to have a positive experience and that filters over to his colleagues. The issue with Novartis and other true non hospital companies, is they never clearly communicate what the job roles are, primarily because they don't know. Sure, there are hospital AND field based reps that are useless, don't understand disease state management and/or how a patient flows throughout a system, or how the politics effect prescription writing. Rather than complaining on an anonymous board, take the time to better understand what we do. Or better yet, communicate to your manager that you can work the system and get Entresto stocked and on formulary quicker. It can be your chance to shine. Careful what you wish for.

 

[anonymous]

What does the Hospital Rep do once its on the Hospital formulary? Or even once the Hospital has been presented the information. The Hospital Rep in my area calls me every day to ask what I am doing and ask can they come with me. They have nothing to do.

Ask the folks that have worked in previous hospital divisions with nvs.. You can find them on linked in.

 

[anonymous]

And the predictable hospital vs field based rep has invariably started. Clearly, the job descriptions are different, yet the two cannot coexist with this high potential volume product. There are too many areas geographically that need to be addressed without having both. The teams that are aligning themselves the best are those that leverage access opportunities, regardless of hospital or office. In my territory, I've had plenty appointments where I've gladly invited my CSS into a hospital appointment that opened up a door to a "no see" office, with the opposite being true. And, the rep would've have been dead in the water if I hadn't been looking out for the greater good of our team. I've also had my CSS alienate very important customers that will connect the hospital to the community, that I'm now doing damage control on because the rep hasn't taken the time to understand the complexities. Rather, it's been "why haven't you prescribed", or I've "been in here 10 X and you haven't written". You know.. The me, me, me, approach? Maybe because with all of your clinical expertise you haven't given the prescriber as compelling of a reason as you may think to warrant writing. We've all been guilty of this self-centered approach. Remember, we launched this drug in the middle of summer when no P&T meetings are happening. In September, residents and fellows are transitioning back and the hospital system has come out of hibernation. Also, depending on where you are in the country, politics are prevalent and incremental wins are the name of the game. No different than your office where you finally get one doc, that you've called on 10 X, out of a huge practice to have a positive experience and that filters over to his colleagues. The issue with Novartis and other true non hospital companies, is they never clearly communicate what the job roles are, primarily because they don't know. Sure, there are hospital AND field based reps that are useless, don't understand disease state management and/or how a patient flows throughout a system, or how the politics effect prescription writing. Rather than complaining on an anonymous board, take the time to better understand what we do. Or better yet, communicate to your manager that you can work the system and get Entresto stocked and on formulary quicker. It can be your chance to shine. Careful what you wish for.

So let me be clear. I want to take advantage of the opportunity to maximize my earnings, and have never had a problem partnering in the past. I have also in the past had teammates that are useless as tits on a boar.

The puzzling thing is we have hospital reps that have "like" hospitals that (as you said, launched during the summer) have effectively gotten the product added because they are hard workers and know how to work the hospital. My hospital counterpart supposedly had great relationships and hospital experience of which none have yielded an addition to the formulary. NOT ONE SINGLE ONE.

We are expected to share with them, (which I do) but have to pull teeth to get a definitive status where she is at with each hospital. I got credentialed because I want to be able to go into my local hospital because she is "waiting it out" and I think to myself, "For what?" My manager told me to let her take the lead, which is fine, but there hasn't even been an attempt to call on this hospital. I have a long history in this geography, and have willingly brought her in on calls, and connected her with stakeholders that can help her efforts because I want her to be successful cause it means I will be successful in the long run. I've asked other reps what kind of experience they've had in that hospital; as things have changed since I was able to access 5 years ago, but they said at the very least she should be building rapport with the pharmacist and staff. No effort being made. I just don't understand it. I have made many attempts, and without being very direct and asking what the hell are you doing out there, I don't know any other way to approach her that doesn't sound negative.

 

[anonymous]

So let me be clear. I want to take advantage of the opportunity to maximize my earnings, and have never had a problem partnering in the past. I have also in the past had teammates that are useless as tits on a boar.

The puzzling thing is we have hospital reps that have "like" hospitals that (as you said, launched during the summer) have effectively gotten the product added because they are hard workers and know how to work the hospital. My hospital counterpart supposedly had great relationships and hospital experience of which none have yielded an addition to the formulary. NOT ONE SINGLE ONE.

We are expected to share with them, (which I do) but have to pull teeth to get a definitive status where she is at with each hospital. I got credentialed because I want to be able to go into my local hospital because she is "waiting it out" and I think to myself, "For what?" My manager told me to let her take the lead, which is fine, but there hasn't even been an attempt to call on this hospital. I have a long history in this geography, and have willingly brought her in on calls, and connected her with stakeholders that can help her efforts because I want her to be successful cause it means I will be successful in the long run. I've asked other reps what kind of experience they've had in that hospital; as things have changed since I was able to access 5 years ago, but they said at the very least she should be building rapport with the pharmacist and staff. No effort being made. I just don't understand it. I have made many attempts, and without being very direct and asking what the hell are you doing out there, I don't know any other way to approach her that doesn't sound negative.

As a long term hospital rep, formulary additions will vary based on the type of hospital system we are referring to here. A larger, multi-hospital system in NY, California or in NE often times takes far longer to gain acceptance vs smaller community hospitals with minimal red tape, as you're already aware of. Also, as you know some hospitals added from day one without any effort from the particular rep. I am more alarmed that the rep isn't fostering any relationship development with the key stakeholders in your institutions. A few of my hospitals have mandatory wait times before a new product can be added. That said, I am leveraging every existing relationship and building new with the goal of hitting the ground running once Entresto is added. And of course, partnering with my FAS' at every turn to make sure we do well. Good luck and hope you resolve your issue

 

[anonymous]

What does the Hospital Rep do once its on the Hospital formulary? Or even once the Hospital has been presented the information. The Hospital Rep in my area calls me every day to ask what I am doing and ask can they come with me. They have nothing to do.

If you don't have a extensive amount of hospital experience, you're less marketable moving forward with inevitable changes in the industry, lack of access and system constraints. Look around us. We're far less of a commodity and companies are seeing limited value in a one dimensional rep. New company launches are looking for years of experience navigating complex systems. Eventually we'll all see the demise of office based reps for the most part, primarily to be taken over by a true account manager that can manage a system, determine access points and move business. Our days are numbered and very few of us will be around to argue who does what. Do you job and enjoy it while it lasts. You never know when you'll need a strong network to land that next gig..

 

[anonymous]

If you don't have a extensive amount of hospital experience, you're less marketable moving forward with inevitable changes in the industry, lack of access and system constraints. Look around us. We're far less of a commodity and companies are seeing limited value in a one dimensional rep. New company launches are looking for years of experience navigating complex systems. Eventually we'll all see the demise of office based reps for the most part, primarily to be taken over by a true account manager that can manage a system, determine access points and move business. Our days are numbered and very few of us will be around to argue who does what. Do you job and enjoy it while it lasts. You never know when you'll need a strong network to land that next gig..

Account managers take people out to dinner, other than that who the hell knows what they do all day

 

[anonymous]

Ditto all of that !

 

[anonymous]

The simple answer is some Hospital reps are very good - and some are horrible. And the good ones are needed. Systems these days are vertically connected, so the truth is we need solid Hospital Reps working well with solid CSS reps because everything and everyone is connected.

The CSSs that whine about what Hospital reps do generally don't have the full knowledge of things. It's concerning that some HASs don't have formulary wins - they are the ones I would question. And I think that is what OP is stating. But a good HAS rep knows a formulary win is just the beginning and is relatively easy. The hard part is keeping it on formulary - thus creating pathways and journeys from admit to discharge to increase in-patient business. Plus, it is expected that HASs also call on shared targets with the CSSs to bring a different element. Not a better element - a different, and hopefully effective, element.

It's juvenile for HAS reps to state the standard "you don't know what we do"…but the truth is that a strong and knowledgable HAS that can work a hospital and/or system are invaluable to Novartis right now since few people in the division truly has the skill set.

 

[anonymous]

And the predictable hospital vs field based rep has invariably started. Clearly, the job descriptions are different, yet the two cannot coexist with this high potential volume product. There are too many areas geographically that need to be addressed without having both. The teams that are aligning themselves the best are those that leverage access opportunities, regardless of hospital or office. In my territory, I've had plenty appointments where I've gladly invited my CSS into a hospital appointment that opened up a door to a "no see" office, with the opposite being true. And, the rep would've have been dead in the water if I hadn't been looking out for the greater good of our team. I've also had my CSS alienate very important customers that will connect the hospital to the community, that I'm now doing damage control on because the rep hasn't taken the time to understand the complexities. Rather, it's been "why haven't you prescribed", or I've "been in here 10 X and you haven't written". You know.. The me, me, me, approach? Maybe because with all of your clinical expertise you haven't given the prescriber as compelling of a reason as you may think to warrant writing. We've all been guilty of this self-centered approach. Remember, we launched this drug in the middle of summer when no P&T meetings are happening. In September, residents and fellows are transitioning back and the hospital system has come out of hibernation. Also, depending on where you are in the country, politics are prevalent and incremental wins are the name of the game. No different than your office where you finally get one doc, that you've called on 10 X, out of a huge practice to have a positive experience and that filters over to his colleagues. The issue with Novartis and other true non hospital companies, is they never clearly communicate what the job roles are, primarily because they don't know. Sure, there are hospital AND field based reps that are useless, don't understand disease state management and/or how a patient flows throughout a system, or how the politics effect prescription writing. Rather than complaining on an anonymous board, take the time to better understand what we do. Or better yet, communicate to your manager that you can work the system and get Entresto stocked and on formulary quicker. It can be your chance to shine. Careful what you wish for.

Say what you will, but time and time and time again, when things hit the fan, the hospital reps are the first to go.