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Exploring why marginalized groups are underrepresented in science careers within the pharmaceutical industry

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Exploring why marginalized groups are underrepresented in science careers within the pharmaceutical industry

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Exploring Why Marginalized Groups Are Underrepresented in Science Careers Within the
Pharmaceutical Industry
by
Adrienne Denise Williams-Melton

Rossier School of Education
University of Southern California
A dissertation submitted to the faculty
in partial fulfillment of the requirements for the degree of
Doctor of Education

May 2022

© Copyright by Adrienne Denise Williams-Melton 2022
All Rights Reserved

The Committee for Adrienne Denise Williams-Melton certifies the approval of this Dissertation

Jenifer Crawford
Kimberly Ferrario
Paula Carbone, Committee Chair

Rossier School of Education
University of Southern California
2022

iv
Abstract
There is an underrepresentation of Black, Indigenous, and People of Color in science careers in
the pharmaceutical industry. Blacks and Hispanics make up 4% and 5%, respectively, of the total
workforce for the 98 pharma companies surveyed (Biotechnology Innovation Organization,
2020a). There is limited research to satisfactorily explain the racial disparity beyond few BIPOC
have science and engineering degrees, yet BIPOC are attaining more doctorates but remain
underrepresented in STEM careers (National Science Board, 2020). The purpose of the study is
to explore the hiring processes used by hiring managers in pharmaceutical companies to fill
science occupations and determine if the process plays a role in marginalized groups being
underrepresented in the pharmaceutical industry. The study consisted of nine people managers
who were at the Director level or above and hired for scientific positions within the
pharmaceutical industry. Study participants worked in small- to large-sized pharmaceutical
companies based in the United States or for global pharmaceutical companies with an affiliate in
the United States. The study methodology was qualitative semi-structured interviews. Purposive
and network sampling were used to identify study participants.
Keywords: Pharmaceutical, science, BIPOC, consistency, hiring, competency

Dedication
To my dad, who instilled in me the value of education and hard work. Thank you for your
encouragement and motivation.

To my mom, who is here with me in spirit! I kept my promise! I know you are smiling up above.

To my husband, thank you for encouraging me and cheering me on every step of the way.

To my sister, family, and friends, thank you for your love, support, laughter, and encouragement
as I navigated this educational journey. I could not have done it without you!

To the Brain Trust, thank you for the laughter, venting sessions, guidance when I didn’t know
which way was up, and encouragement when I didn’t think I could write another page. I will
cherish you forever!

To Cohort 14/Saturday Warriors, thank you for the laughter, robust conversations, and
friendship. While I do not miss the early Saturday mornings, I do miss seeing your faces.

Acknowledgements
I would like to extend my appreciation to my committee chair, Dr. Paula Carbone. Thank
you for your guidance, encouragement, and wisdom as I journeyed through this process. To my
committee members Dr. Kimberly Ferrario and Dr. Jenifer Crawford, thank you for your
valuable insights and feedback as it helped me to clarify salient points and develop a better
product in the end. To faculty members, Dr. Deanna Campbell and Dr. Eric Canny, thank you for
imparting your advice and sharing your experiences with me—you challenged me to think about
my research study from different perspectives.

Table of Contents
Abstract .......................................................................................................................................... iv
Dedication ........................................................................................................................................ v
Acknowledgements ....................................................................................................................... vi
List of Tables ................................................................................................................................. ix
List of Figures .................................................................................................................................. x
List of Abbreviations ..................................................................................................................... xi
Chapter One: Overview of the Study .............................................................................................. 1
Background of the Problem ................................................................................................. 1
Statement of the Problem .................................................................................................... 3
Purpose of the Study ............................................................................................................ 4
Significance of the Study ..................................................................................................... 4
Limitations and Delimitations ............................................................................................. 5
Definition of Terms ............................................................................................................. 6
Organization of the Study .................................................................................................... 8
Chapter Two: Review of the Literature ......................................................................................... 10
K–12 Education: A Determining Factor in Career Trajectory .......................................... 10
Education to Career Transition .......................................................................................... 11
U. S. Pharmaceutical Industry ........................................................................................... 12
Employer Expectations and Perceptions ........................................................................... 18
Conceptual Framework ...................................................................................................... 22
Conclusion ......................................................................................................................... 26
Chapter Three: Methodology ......................................................................................................... 28
Research Question ............................................................................................................. 28
Overview of Design ........................................................................................................... 28

Research Setting ................................................................................................................ 29
The Researcher .................................................................................................................. 29
Data Sources ...................................................................................................................... 30
Participants ........................................................................................................................ 31
Instrumentation .................................................................................................................. 32
Data Collection .................................................................................................................. 33
Data Analysis ..................................................................................................................... 34
Validity and Reliability ..................................................................................................... 35
Chapter Four: Results or Findings ................................................................................................. 37
Participants ........................................................................................................................ 37
Findings Research Question 1: How Do Hiring Managers in the Pharmaceutical
Industry Describe the Hiring Process in Terms of Inclusive Hiring? ................................ 39
Summary ............................................................................................................................ 53
Chapter Five: Discussion ............................................................................................................... 55
Findings ............................................................................................................................. 55
Implications for Practice .................................................................................................... 67
Future Research ................................................................................................................. 71
Conclusions ....................................................................................................................... 72
References ..................................................................................................................................... 75
Appendix A: Interview Protocol .................................................................................................... 88
Appendix B: Informed Consent ..................................................................................................... 94

List of Tables
Table 1: Degree Requirements for Jobs With Fastest Growth per BLS 16
Table 2: Participant Profile 38
Table 3: Critical Competencies for Working in a Science Position 48
Table A1: Interview Questions and Supporting Literature 88

List of Figures
Figure 1: Cultural Capital in the Pharmaceutical Industry 26

List of Abbreviations
BIO Biotechnology Innovation Organization

BIPOC Black, Indigenous, and People of Color

FDA Food and Drug Administration

NIH National Institutes of Health

PhRMA Pharmaceutical Research and Manufacturers of America

S&E Science and Engineering

STEM Science, technology, engineering, and mathematics

1
Chapter One: Overview of the Study
This dissertation addresses the problem of the underrepresentation of Black, Indigenous,
and People of Color (BIPOC) in science, technology, engineering, and mathematics (STEM)
careers, specifically in the pharmaceutical industry (pharma). According to the National Science
Board (2020), African Americans and Hispanics remain underrepresented in Science and
Engineering (S&E) degree attainment and the S&E workforce. This disparity was most
significant in the life sciences, which directly impacts diversity in the pharma industry.
Employers also cite candidates with a blend of technical and soft skills that are highly needed but
challenging to find (Coalition of State Bioscience Institute, 2018). This highlights “there is a
national need for minority scientists in the fields of biomedical, clinical, behavioral, and health
services research” (Minority Health and Health Disparities Research and Education Act of 2000,
p. 2) to address the growing health disparities among minority patients (Odedina et al., 2019).
Furthermore, respondents to a survey sponsored by The Society for Human Resource
Management (2019) believe applicants lack technical skills regardless of job type, and soft skills
to a lesser extent like critical thinking, communication, and the ability to deal with complexity
and ambiguity. This problem is vital to address because to meet the growing demand for
scientists; the United States will need a diverse workforce and a blend of skills to sustain the
country's long-term growth, to advance scientific innovation, and to impact clinical research
(Baird et al., 2017; Oh et al., 2015; US Government Accountability Office, 2018).
Background of the Problem
The pharma industry strives to “discover and develop medicines that enable patients to
live longer, healthier, and more productive lives” by maintaining their health, reducing disease
progression, or curing their disease (Pharmaceutical Research and Manufacturers of America,

2
2020b, Our Mission: Who We Are section, para. 1). However, BIPOC's underrepresentation in
the pharma workforce impacts clinical research. Most large-scale clinical trials include
predominantly White participants and a small percentage of BIPOC (Oh et al., 2015). As a result,
scientists are unable to validate a drug's effectiveness in all populations and determine what
symptoms or adverse events (AE) may occur in specific groups (U. S. Food and Drug
Administration, 2019). In a systematic review of racial and ethnic disparities of AEs, Baehr et al.
(2015) found in eight of the studies analyzed, Asian patients had an increased risk of
anticoagulant-related AEs. In the 13 studies analyzed for diabetes agent-related AEs, Blacks had
an increased risk compared to Whites. In the opioid-related AEs, Whites had a higher risk in four
of seven studies analyzed, and in the two studies with Blacks identified, they were at a higher
risk for AEs. Odedina et al. (2019) argue that a diverse workforce can infuse cultural
perspectives into the study, concepts, designs, and implementation of research ideas, which
effectively leads to delivering healthcare interventions for all populations that support the
pharma industry's goal. The National Institutes of Health (2020) underscores the urgent need to
enhance diversity in the biomedical workforce to improve all U.S. citizens' health.
According to the Pew Research Center (2018), 4% of African Americans and 7% of
Hispanics work in the life science field. Biotechnology Innovation Organization (2020a)
surveyed 98 biotech companies and found that Blacks made up 4% and Hispanics 5% of total
employees; the percentage of BIPOC in scientific positions was unknown. The National
Institutes of Health (2019) acknowledges BIPOC has not had access to “training opportunities
and do not participate fully in the biomedical, clinical, behavioral and social sciences research
workforce” (p.1).

3
BIPOC who have the education and technical skills may lack the appropriate soft skills,
specific behaviors (Lindburg et al., 2019), or possibly experience racial discrimination
(Wingfield & Chavez, 2020; Johnson et al., 2017; Salvucci & Lawless, 2016), which may
prevent them from being hired. There is limited information on why BIPOC are not transitioning
to scientific positions in pharma; however, in the technology sector, employees with insight into
the problem cite very few BIPOC have degrees in S&E, hiring diverse candidates is not a
business priority, and employers are unwilling to change their hiring practices (Bloomberg,
2018; Dickey, 2019; Horton, 2018). More students, in general, are earning S&E degrees, and
although BIPOC are attaining more doctorates, they remain underrepresented in STEM careers
(National Science Board, 2020).
Statement of the Problem
The problem addressed is the disparity of Blacks and Hispanics working in scientific
occupations in the pharmaceutical industry. According to BIO (2020), Blacks and Hispanics
made up 4% and 5%, respectively, of the total workforce for the 98 pharma companies surveyed.
There is limited research to satisfactorily explain the racial disparity beyond few BIPOC have
science and engineering degrees, although BIPOC are attaining more doctorates (National
Science Board, 2020). Chapter Two delved into the pharmaceutical industry and its challenges,
career opportunities in the industry, educational requirements for science roles in pharma, and
the potential for bias to influence hiring decisions. With limited information available on
pharma’s expectations and perceptions for successful employment, tech was used as a proxy
since both industries hire for similar roles. Cultural capital theory was suitable to investigate the
competencies that were most critical for a career in the pharma industry since it had been used in
a similar manner for other fields (Almeida et al., 2018; Collyer et al., 2017; Cook et al., 2012,

4
Neil & Perry, 2015). Building on Pierre Bourdieu's three forms of capital, the conceptual
framework is used to exam the competencies pharma leaders seek for scientific occupations,
identify disparities for BIPOC who lack the knowledge and experience, and determine if
inequitable hiring practices contribute to BIPOC being underrepresented in the industry.
Purpose of the Study
The purpose of this study is to understand the competencies and qualifications pharma
leaders are seeking in candidates for scientific positions that may contribute to BIPOC being
underrepresented in the industry. The research aims to inform BIPOC on how better to prepare
themselves for a pharma industry career. The following research question will guide the project:
How do hiring managers in the pharmaceutical industry describe the hiring process in terms of
inclusive hiring?
Significance of the Study
The pharma industry is in the business of scientific innovation and developing treatments
to address patients’ most challenging health care issues (Biotechnology Innovation Organization,
2020c; Pharmaceutical Research and Manufacturers of America, 2020b). Marginalized
populations are disproportionately plagued with health issues (Cohen et al., 2002). Cohen et al.
(2002) argue the clinical research agenda is guided by principal investigators who choose
research as their career path and investigate health issues that are of interest or impact them. The
United States Census Bureau (2020) projects by 2030, the U.S. population will be 56% White
and 44% BIPOC, and by 2060 those percentages will reverse with Whites 44% and BIPOC 56%
of the U.S. population. As the demographics shift to a more diverse nation, BIPOC is not
pursuing careers in science at the same pace, making it difficult to diversify the biomedical
workforce. Cohen et al. (2002) argue a diverse workforce

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1. Advances cultural competency.
2. Increases access to high-quality health care services.
3. Strengthens the medical research agenda.
4. Ensures optimal management of the health care system. (p. 91)
Odedina et al. (2019) go a step further by arguing the advantages for a diverse biomedical
workforce in oncology, yet they apply to all therapeutic areas. Odedina et al. (2019) believe a
diverse workforce will increase minority participation in clinical research, infuse cultural
perspectives into the study concepts, designs, and implementation of research ideas, “effectively
and respectfully deliver healthcare interventions for diverse populations” (p. 577), and reduce or
eliminate health disparities for all patient populations (McGee et al., 2012). A diverse scientific
workforce can address unmet clinical needs, identify with patients, infuse cultural
appropriateness within the company, clinical research, and customer and patient interactions. It is
critical to attain its mission and most vital for developing treatments to address health care
issues. A diverse and inclusive workforce “benefits patients and society as a whole … and stems
directly from diverse experiences, ideas, and perspectives" (Lindburg et al., 2019, p. 481)
Limitations and Delimitations
Factors beyond my control were considered limitations (Creswell & Creswell, 2018).
This study intended to explore the hiring process used in the pharma industry for scientific roles
in terms of inclusive hiring. The goal was to educate BIPOC on preparing themselves for a
scientific position in the pharma sector. One limitation was the number of interview participants.
The aim was to interview six to eight participants; however, nine were interviewed. Considering
the size of the pharma industry, nine participants were a small study population. Another
limitation was a missed opportunity to delve into a few of the responses. For example, asking

6
participants who mentioned cultural fit to describe their company’s culture, values, and
behaviors. Or ask participants to provide concrete examples of how emotional intelligence could
benefit someone in a scientific role. Participants acknowledged the lack of diversity within their
companies and affirmed it was an issue. Thus, it was a missed opportunity to explore how each
participant could personally contribute to advancing diversity and inclusion within their
companies.
Also, there are delimitations, decisions I made that could influence the data collection in
the research study. The interview questions were organized to minimize bias and maximize ease
of conversation flow. Yet it was difficult to determine if subjects felt threatened, offended,
judged, or comfortable with questions related to hiring practices and diversity and inclusion
strategies. Another delimitation was the small participant pool. There are thousands of hiring
managers leading scientific teams in pharma, but bandwidth and time limitations hindered the
study’s expansion. Finally, using Bourdieu’s cultural capital theory as the basis for the study was
appropriate to me, but others may think otherwise; however, it has been applied in finance,
healthcare, and legal sectors.
Definition of Terms
The definition of terms used in the study ground the reader in understanding the research
design.
• Biomedical workforce refers to
individuals with earned degrees employed in a variety of career sectors,
including research and teaching in colleges and universities, research in
biotechnology and pharmaceutical industrial settings, research in government
laboratories, as well as non-research-intensive scientific careers including

7
science policy and regulation, and science communications that contribute to
the nation’s scientific goals and endeavors. (National Institutes of Health,
2020, The Biomedical Research Workforce, para. 1).
• Biotechnology couples cellular and biomolecular processes to develop technologies
and products to improve life (Biotechnology Innovation Organization, 2020c).
• Cultural competence are behaviors, mindsets, and policies that enable employees to
work in inclusive, cross-cultural environment (Centers for Disease Control and
Prevention, 2020a, What is Cultural Competence).
• Competency is the knowledge, capabilities, or skills that help an individual achieve
specific outcomes (The Society for Human Resource Management, 2020).
• Life sciences is a field of study category includes agricultural sciences and natural
resources, biological and biomedical sciences, and health sciences (National Science
Foundation, 2018).
• Pharmaceutical industry is a sector that “discover, develop, manufacture, distribute,
and market pharmaceutical products” (ScienceDirect, 2020, 12th International
Symposium on Process Systems Engineering and 25th European Symposium on
Computer Aided Process Engineering, para. 1).
• Race discrimination “involves treating someone (an applicant or employee)
unfavorably because he/she is of a certain race or because of personal characteristics
associated with race (such as hair texture, skin color, or certain facial features)” (US
Equal Employment Opportunity Commission, 2020, para. 1).

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• Scientific positions for this research project, scientific positions include researchers,
scientists, data scientists, biostatisticians, data managers, clinical scientists, medical
directors, safety scientists, medical information scientists.
• Soft skills represent a “dynamic combination of cognitive and meta-cognitive skills,
interpersonal, intellectual and practical skills” (Haselberger et al., 2012, p. 67). “Soft
skills include communication, teamwork, problem-solving, critical and innovative
thinking, creativity, self-confidence, ethical understanding, capacity of lifelong
learning, the ability to cope with uncertainty, as well as the willingness to accept
responsibility” (Succi & Canovi, 2019, p. 2–3).
• Unconscious bias is “feelings and thoughts about others that play a very important
role in influencing our judgment toward them” (Oberai & Anand, 2018, p. 14).
• Underrepresented minorities for this study refer to African Americans and Hispanics.
• Workplace racial discrimination focused on any aspect of employment, including
hiring, termination, pay, promotions, job accountabilities, benefits, etc. (US Equal
Employment Opportunity Commission, 2020).
Organization of the Study
This study consists of five chapters. The first chapter provided an overview of the
proposed framework for the study, stakeholders, research questions, key concepts, and
terminology most commonly used in the underrepresentation of BIPOC in STEM careers in the
pharma industry. Chapter Two provides a review of the current literature supporting the
significance of the problem. It also expands on the conceptual framework. Chapter Three
presents the qualitative methodology. It describes the study participants, the protocol for data
collection and analysis, the qualitative paradigms, and strategies to improve trustworthiness.

9
Chapter Five, the final chapter, provides recommendations for addressing the problem of practice
based on the study results and literature.

10
Chapter Two: Review of the Literature
The literature review focuses on several aspects of underrepresented Black, Indigenous,
and People of Color (BIPOC) in scientific positions in the pharmaceutical (pharma) industry.
The review begins with the historical context of the problem, examining how disparities in
access to high-quality science, technology, engineering, and mathematics (STEM) education in
K–12 schools can determine a career in pharma. It then provides challenges and opportunities in
the pharma industry. Following the overview is information on the employer expectations of the
competencies, skills gaps, and degree requirements for candidates seeking STEM positions. A
thorough search of the literature confirms there is limited data on the pharma industry's hiring
practices. In contrast, most of the literature focuses on the underrepresentation of BIPOC in
clinical trial research. Therefore, hiring practices in the technology sector (tech), will be used as
a proxy for this specific problem since science jobs are generally the same in tech and pharma.
K–12 Education: A Determining Factor in Career Trajectory
While this dissertation addresses BIPOC in scientific positions in the pharma industry,
the issue of underrepresentation did not begin at the phase of transitioning from degree to career.
It started with systemic challenges in the K–12 education system that are well documented
(Berube, 2014; Google, Inc., & Gallup, Inc., 2016; National Science and Technology Council,
2013). The disruption caused by COVID-19 and the racial unrest due to the killings of George
Floyd, Breonna Taylor, Ahmad Arbry and others has raised the consciousness of the United
States and the world. The seminal events of 2020 unmasked the systemic racism in healthcare,
education, and other areas of our society.
Students are entitled to the prospect of obtaining a high-quality education (No Child Left
Behind Act, 2002); however, in the United States, the funding is not equitable. Funding comes

11
from federal, state, and local resources, with local property taxes funding a considerable portion
of the education system. Schools in low-income areas lack resources and materials to engage
students' minds and spark curiosity, thus limiting students’ exposure to STEM curricula and
consideration as a future career path. Insufficient resources in high-need schools correlate
directly to educational investments at the school and family levels (Darling-Hammond, 2019).
As a result, opportunity and attainment gaps are widened for students in these areas compared to
predominantly White, suburban areas (Roscigno et al., 2006, p. 2123). An urban school's
economic impact with limited tax revenues due to lower property values translates to lower tax
revenues, which directly impact the available resources for those schools. Schools with this
status experience a higher-than-average student/teacher ratio, limited advanced placement
courses, limited resources/materials, disengaged staff (Smith et al., 2016), and may lack teachers
trained in using technology to aid in student learning (Barrett et al., 2014).
Schools operating with these challenges contribute to limited STEM exposure (Adamson
& Darling-Hammond, 2012; National Science Board, 2014; Schiller et al., 2010; Smith et al.,
2016). COVID-19 revealed another factor, children in low-income or rural environments may
not have access to broadband internet (Vogels, 2020). According to the National Science
Foundation (2015) and Pew Research Center (2018), BIPOC students tend to select non-STEM
majors in college. Thus, limiting the number of BIPOC who are eligible for scientific jobs in the
pharma industry National Science Foundation (2015).
Education to Career Transition
Employee demographics for the pharma industry are sparse. According to one survey of
97 biotech employers, BIPOC make up less than 10% of total employees (African Americans,
4%; Latinx, 5%; and Native American and Pacific Islanders, less than 1%) (Biotechnology

12
Innovation Organization, 2020a). Using Silicon Valley tech companies as a proxy for scientific
positions, the Equal Employment Opportunity Commission (2014) paints a dimmer picture.
African Americans and Latinx represent 2.5% and 4%, respectively, of BIPOC tech
professionals in the valley. It demonstrates the dire need for BIPOC in the pharma industry.
According to the National Science Board (2019), the representation of BIPOC with
advanced degrees has increased, yet they continue to fall behind S&E degree recipients.
Approximately 51% of BIPOC work in S&E or S&E-related occupations, which is slightly
below other groups; however, BIPOC looking for employment in the S&E field stands at 12%
for African Americans and 15% for Hispanics which is proportionately higher than other groups
National Science Foundation (2019). One issue lies in the academic institutions being sought for
talent, but BIPOC with degrees from prestigious institutions (e.g., Stanford; MIT; University of
California, Berkeley) still find it difficult to find a job in their field (Quoctrung & Miller, 2016;
Weise & Guynn, 2014). Another reason is BIPOC may lack the networks to learn about
employment opportunities.
U. S. Pharmaceutical Industry
The pharmaceutical industry discovers and develops medicines to aid patients in living
healthier lives and improving patient outcomes (Amgen, 2020; Biotechnology Innovation
Organization, 2020c; Novartis, 2020; Pfizer, 2020; Pharmaceutical Research and Manufacturers
of America, 2020b; Roche, 2020; Vertex Pharmaceuticals, 2020). These medicines help lower
healthcare costs overall, with fewer hospital admissions and emergency room visits (Roebuck et
al., 2011). As researchers study and understand the human body and disease biology more,
therapies have evolved. Gone are the days of one drug to control a medical condition. For
example, the National Cancer Institute (2020) estimates more than 100 cancer types, and the

13
American Cancer Society (2020) predicts more than 1.8 million new cancer cases will be
diagnosed in 2020. There are more oncology drugs on the market than ever before to address
cancer patients' unmet medical needs. There is an increase in research to address neurological
disorders and rare diseases such as Alzheimer’s Disease and Parkinson’s Disease. In recent
years, big pharma companies have been shifting to personalized healthcare, developing drugs
with companion biomarker tests to help healthcare providers to identify targeted treatments for
their patients’ disease (Carrigan & Krahn, 2016).
Pharmaceutical Industry Challenges
Although the pharmaceutical industry is in the business of developing life-saving
therapies, in recent years, the industry's reputation has fallen into a downward spiral (Kessel,
2014; McCarthy, 2019; Perry et al., 2014; Pew, 2013; Walton, 2019). The industry is plagued
with a reputation of high-cost therapies, criticized for money spent on lobbyists, disparaged for
their profit margins, and criticized for the restrictive eligibility criteria in clinical trials (Kessel,
2014; Kirzinger, 2019; Mahon et al., 2016; Pew, 2013). The industry faces criticism from
patients, providers, insurance companies, and the public for the high cost of therapies (Kessel,
2014; Kirzinger, 2019; Perry et al., 2014). Kesselheim et al. (2016) argue the driving factors in
the high cost of therapies are the result of the U.S. government protecting pharma manufacturer
monopolies and government-funded Medicare benefits. Turck’s (2017) perspective differs as
illustrated through the cost of cancer drugs. Cancer drugs and associated healthcare costs were
on a steady rise; however, as science advances, targeted cancer drugs are administered to more
patients, reducing associated healthcare expenses such as fewer hospital stays. Prescription drugs
account for 1% of the national health expenditure (Center for Medicare and Medicaid Services,

14
2018), but it has a significant impact on public perception. Unfortunately, the public’s criticism
of the industry does not end there.
U.S. citizens take issue with the money industry spends on lobbying. Lobbying is defined
as “any attempt by individuals or private interest groups to influence government decisions”
(Britannica, 2020, Politics and Political Systems, lobbying, para. 1). Between 1999 and 2018, the
pharma industry spent an average of $233 million annually on lobbying the U.S. government
(Wouters, 2020). The public views profits and lobbying contributions as a significant factor in
prescription drugs' high cost (Kirzinger, 2019; Kim, 2019; Steinbrook, 2020). However, Unsal
(2018) and Jaffe and Le (2015) infer government subsidies allow for innovation and less risk-
averse behavior in the industry. Developing new medicines costs the industry approximately $2
billion. Government subsidies allow pharma to be less risk-averse when the cost burden is
shared. Both perspectives have merit. The pharma industry's reality is unique because it is a for-
profit business whose driving mission is to develop therapies that support patients' healthier
lives.
While developing therapies for patients is the primary goal, patients of color most often
experience barriers to participating in pharma-sponsored clinical trials. Researchers consider
many variables during the trial design phase (e.g., research questions, study objectives, patient
safety, criteria of the study population, and schedule of assessments). Studies have offered
nuanced findings to address clinical trial design barriers. Mahon et al. (2016) concluded study
designs with restrictive eligibility criteria, particularly in phase III, are needlessly restricted.
Adams-Campbell et al. (2004) argue comorbidities, particularly in African Americans, exclude
patients from enrolling in clinical trials. Researchers need to carefully consider which comorbid
characteristics to include safely in the trial design. In Penberthy et al.'s (2012) study of African

15
American and White cancer patients, comorbidities were the leading cause of trial exclusion. The
clinical trial design is a complex process and a significant investment for pharma companies.
Minority Health and Health Disparities Research and Education Act of 2000 states, “there is a
national need for minority scientists in the fields of biomedical, clinical, behavioral, and health
services research” to address the growing health disparities among minority patients (Odedina et
al., 2019). Dresser (1992) highlights National Institutes of Health-sponsored clinical trials where
White men were the primary participants and benefited from novel treatments. However, the
clinical trials were for diseases that affected both genders and all races (i.e., heart disease,
migraines, HIV/AIDS).
The National Institutes of Health Revitalization Act of 1993 responds to the
underrepresentation of women and BIPOC in clinical research. The NIH established guidelines
for the inclusion of women and BIPOC participants in NIH-sponsored clinical research to report
sex and race outcomes. However, Gellar et al. (2018) determined in their analysis of 137 clinical
trials published in leading medical journals in 2015 that 26% enrolled one sex in the trials. The
median was 46% women enrolled in trials. A staggering 77% of the 2015 published articles did
not include sex in the analysis, nor did they explain, demonstrating a gap remains in inclusive
trials and reported outcomes.
Distrust is another factor that plagues the healthcare system, dating back to historical
events like the Tuskegee syphilis study and the cloning of Henrietta Lacks’ cells. The Tuskegee
study was a government-sponsored trial in which 600 Black men were misled about the purpose
of the trial and gave their informed consent based on false information (Centers for Disease
Control and Prevention, 2020b). In Ms. Lacks’ case, she sought treatment at Johns Hopkins
Hospital for cervical cancer. Her immortal cells, referred to as HeLa, were collected without she

16
or her family’s consent and used for research. Many researchers and companies continue to use
those cells to develop new treatments through a grant approval process (Caplan, 2013; Nature,
2020). In both trials the researchers were homogenous groups. Research shows diverse teams are
smarter, innovative, challenges different thinking, increases performance, financially outperform
other companies, and are culturally sensitive (McKinsey, 2020; Reynolds, 2019; Rock and Grant,
2016).
The pharma industry has its challenges, and the lack of BIPOC in scientific occupations
compounds challenges like high-cost therapies and lack of diversity in clinical trials. Minority
scientists can provide a cultural perspective for research ideas (Odedina et al., 2019) to increase
the representation of BIPOC in clinical trials and to contribute to scientific innovation.
Career Opportunities and Educational Requirements in Pharmaceutical Industry
According to the U.S. Department of Labor’s Bureau of Labor Statistics (BLS), three of
the top 20 fastest growing occupations are scientific, and they apply to the pharmaceutical
industry. Statisticians, data scientists and mathematical science, and research analysts' fields are
expected to grow by 35%, 31%, and 25%, respectively, between 2019 and 2029. These
occupations and other scientific positions require at a minimum a bachelor of science degree
(The Coalition of State Bioscience Institute, 2018); however, a review of similar roles and other
scientific positions demonstrates a preference for a master’s degree or doctoral degree (role
dependent) with less experience and a bachelor of science degree with more years of experience.
Using LinkedIn (2021) job postings as the source, Table 1 illustrates advanced degrees are
preferred for the jobs BLS projects will have the fastest growth. Search terms include the jobs
with the fastest growth (statisticians and biostatistician, data scientists and research analysts).
The results were filtered by experience level (entry or associate); date posted (March 6–13,

17
2021); job type (full time); company (pharma and biotech); and location is based on the states
(California, Massachusetts, New Jersey, and New York) with the largest population of pharma
jobs (U.S. Bureau of Labor Statistics, 2019).
Table 1
Degree Requirements for Jobs With Fastest Growth per BLS
Job title Company (state),
size
Required degree Preferred degree
Study statistician Sanofi (MA),
> 10,000
PhD or MS with 2 years of
pharma experience

Statistician Epic Sciences
(CA),
51–200
MS in Biostatistics, Public
Health, or relevant
quantitative field

Biostatistician Vyaire Medical
(CA),
1,001–5,000
PhD
MS with 5 years of experience

Biostatistician Inflammatix (CA),
11–50
MS in relevant field
PhD in relevant field

Statistician Abbott (AC),
>10,000
BS in Statistics with 9 years of
experience
MS with 7 years of experience
PhD with 5+ years of related
work experience

Data scientist Teva (MA),
> 10,000
MS with 2 years in highly
technical discipline
PhD with 2 years of
experience in life
science
Data scientist Natera (CA),
1,000–5,000
BS with 1 year of experience
in scientific data analysis
MS
Data scientist Grail (CA),
201–500
BS with 4 years of relevant
experience
MS with 2 years of relevant
experience
PhD in technical discipline

Data scientist Mantra (CA),
11–50
PhD or MS with 3 years of
relevant experience

Data scientist Takeda (MA),

MS with 3+ years of
experience
PhD and relevant course work

Note. Sampling is from LinkedIn job postings.

18
The U.S. pharma industry employs nearly 400,000 people, with 14% engaged in
scientific positions (United States Bureau of Labor Statistics, 2020). Scientific roles include
statisticians, data scientists, microbiologists, biologists, biochemists, chemists, environmental
scientists, epidemiologists, pharmacists, physicians, nurses, medical scientists, clinical laboratory
technicians, and research analysts among others.
According to the National Science Board (2019), the proportion of BIPOC employed
scientists and engineers in science and engineering (S&E) occupations hovered at 13% in 2017;
however, this is based on 7 million employed S&E occupations within the United States. The
S&E workforce is 5% of the 143 million workers employed in the United States (National
Science Board, 2019).
Employer Expectations and Perceptions
Pharma’s workforce requirements continue to evolve to address the industry's challenges
(Nugent & Kulkarni, 2013). Research and development investments continue to grow while at
the same time, customers, like insurance companies, negotiate for lower rates. The U.S. Federal
Drug Administration (FDA) drug application review process is moving faster; thus, there is
increased competition. These and other factors create a need for a blend of competencies.
Besides an educational background in a life science discipline, a clear understanding of the
industry and FDA regulations, soft skills, and the ability to work on cross-functional teams are
critical competencies for pharma (Lavrynenko et al., 2018; Lindburg et al., 2019; Nugent &
Kulkarni, 2013).
Competencies
In the last decade, the industry has evolved by clarifying the competencies that will lead a
candidate to succeed in the role. Influencing, decision-making, critical thinking, creative

19
thinking, problem-solving, operating through ambiguity, and extensive communication skills are
required of all candidates (Lindburg et al., 2018; Teijeiro et al., 2013). A decade ago, the
industry invested in training to support employees to meet these new demands. According to the
Pew Research Center (2016), adults working in STEM fields with advanced degrees believe
ongoing learning and development will be required throughout their career, and state on the job
training is the best approach.
In recent years, leaders have begun to seek candidates with the right blend who can
immediately get up to speed; however, they are finding it difficult to fill the positions. Decreased
investment in training coupled with a perceived shortage of candidates with the right
competencies as defined by the expectations of the group in power creates a problem for the
industry. But Lavrynenko et al. (2018) and McDonough (2017) point to a disconnect between the
job announcements and the competencies hiring managers articulate during the interview
process. Job descriptions tend to be vague or less of a priority when describing competencies
required in addition to the technical skills.
Skill Gaps
Pharma is a dynamic industry that needs to quickly advance innovative research to
address the demands of an evolving healthcare landscape (Ford et al., 2020). For example, as a
result of the COVID-19 pandemic, scientists were quickly able to develop a vaccine by learning
from previous research on similar viruses (Ball, 2020). Also, funding was readily available to run
multiple clinical trials and with the large COVID-19 patient population, manufacturers were able
to expedite trial enrollment (Ball, 2020). “They [pharma] need an organization that will thrive in
today’s market while simultaneously preparing for the next market disruption” Ford et al., 2020,
p. 16). Employers cite a shortage of skills hampers their ability to recruit qualified candidates

20
(Alic, 2018; The Coalition of State Bioscience Institute, 2018; Moss, 1996; McLaughlin, 2019;
SHRM, 2019). However, there is a divergence in which skills are most critical. The Society for
Human Resource Management (2019) surveyed its members who work in human resources, and
in their experience, applicants lack the technical skills required for specific jobs. However, they
agree soft skills (i.e., problem-solving, critical thinking, creativity) are essential. According to
The Coalition of State Bioscience Institute (2018), their members agree there is a demand for
technical skills due to the evolving healthcare landscape. Still, the demand for soft skills is most
critical.
Sinche et al. (2017) demonstrated PhD candidates specifically develop the requisite skills
(i.e., creativity, cross-functional collaboration, career planning) during their doctoral training.
However, they may lack confidence or awareness of their knowledge and skills because they are
focused on technical skills. Alic (2018) points out that employers define skills differently, and
they want candidates that have it all—educational attainment, technical skills, competencies.
Conversely, job seekers assert that even when qualified, they are not hired, and others indicate
discrimination is the cause of not being hired (Pew Research Center, 2018). McLaughlin et al.
(2019) contend in addition to technical knowledge, graduates need communication,
collaboration, curiosity, adaptability, critical thinking, and problem-solving competencies. There
are limitations in the research, such as the small sample size and participants selected. There Is a
general agreement in identifying soft skills and recognizing recent graduates' skill gaps who are
applicants. But the agreement ends there.
Discrimination and Bias
The pharma industry believes their business should represent the patients they serve
(Pharmaceutical Research and Manufacturers of America, 2020b; Biotechnology Innovation

21
Organization, 2020c); however, expanding racial and ethnic diversity in STEM continues to be a
work in progress (Biotechnology Innovation Organization, 2020b; Bui et al., 2016; Pew
Research Center, 2018; Yadav, 2020). The literature on the pharma industry is limited. A review
of the literature in fields that hire for scientific occupations such as tech and academia illustrate
employer bias contributes to BIPOC' unsuccessful hiring (Whitaker, 2019; Yadav, 2020). In a
study conducted by the Pew Research Center (2018), 72% of Blacks in STEM careers surveyed
cited discrimination in recruiting, hiring, and promoting as contributing factors for Blacks and
Hispanics being underrepresented in STEM careers. Similarly, Kapor Center for Social Impact
(2018) identified barriers and biases in recruitment, resumé review, and interviewing in their
research on the leaky tech pipeline.
Overt discrimination generally is not prevalent in the workplace. However, unconscious
biases—“feelings and thoughts about others that play a very important role in influencing our
judgment toward them” (Oberai & Anand, 2018, p. 14) exist and materialize in hiring and
promotion decisions. Chua and Mazmanian (2020) and Manjoo (2014) both reinforce technology
companies' commitment to diversity, but the data dispute the commitment. In 2014, Manjoo
reported Google's engineering workforce was nearly 85% male, and the total workforce was 70%
male, with BIPOC severely underrepresented in the company. Findings suggested many of
Google's practices were rooted in culture. Chua and Mazmanian (2020) interviewed 36 large tech
companies and suggested social class (language, connections, and presence) factors into hiring
decisions. In essence, companies are looking for a cultural fit. Research in the last few years
highlights a diverse workforce leads to more innovation, creativity, and productivity (McKinsey,
2018; Phillips, 2014; Potochny, 2020; Schindler, 2019).

22
The pivotal events of 2020 unveiled the racism that exists in many structures of society.
Like other industries, pharma responded with a list of commitments such as increasing the
representation of BIPOC, implementing measures and educational programs to raise awareness
of unconscious bias and blind spots to promote a culture of inclusion (Biotechnology Innovation
Organization, 2020b; Pharmaceutical Research and Manufacturers of America, 2020a).
Conceptual Framework
This study's conceptual framework is based on cultural capital theory, developed by
French sociologist Pierre Bourdieu. According to Bourdieu (2002), capital can present itself in
three ways: economic capital (convertible into currency), social capital (consist of connections
and depending on conditions, is convertible into economic capital), and cultural capital. Cultural
capital explained the disparities in students' academic performance in France's educational
system and underscored the value of education can result in social inequality (Bourdieu, 1979).
Pierre Bourdieu’s (2002) concept of the cultural capital theory consists of three forms: the
embodied state is part of our physical being and is the knowledge an individual acquires over
time through education, self-motivation, and social interactions; the objectified form is the
material and symbolic goods an individual possesses to signal their social class; and the
institutionalized state refers to the way society measures or ranks an individual’s cultural capital
which signals to employers an individual’s embodied cultural capital, such as skills and tastes
(Bourdieu, 2002).
Paul DiMaggio’s research on cultural capital brought the concept into mainstream
America. In his seminal work, he demonstrated class is an intrinsic part of the academic
experience and success (DiMaggio, 1982). In his analyses from a random sample of White 11th
grade respondents to Project Talent, DiMaggio showed that cultural capital impacts grades. The

23
cultural capital theory is widely recognized and often used in the education setting; however, it
has been used to understand the inequalities in healthcare (Collyer et al., 2017), has been applied
in areas of recruitment in law firms (Cook et al., 2012), recruitment of skilled migrants (Almeida
et al., 2018), and recruitment in professional financial firms (Neil & Perry, 2015).
Collyer et al. (2017) conducted interviews with 41 gatekeepers (physicians, nurses,
administrators, etc.) in the Australian healthcare system. Researchers examined the impact
gatekeepers’ decisions have on patients’ experiences. They found hierarchies of knowledge and
power in the network can operate as capital. Access to this capital depends on forms of
knowledge that are not equally distributed and controlled, ensuring choices are limited to patients
who have access to private medical insurance. Gatekeepers working in for-profit institutions hold
the knowledge (e.g., clinical, healthcare system, rules of the game.) and use it to assist insured
patients with the treatment decision process. However, gatekeepers working in public and
nonprofit institutions lack cultural capital (access to critical data) to inform the decision-making
process for uninsured patients.
Cook et al. (2012) examined how London's top legal firms' recruitment and selection
processes propagate elites and elitist culture. Using a multiprong research approach, authors
examined a database of attorneys' educational backgrounds, training and recruitment collateral,
and industry press materials; and 48 semi-structured interviews with individuals working in elite
law firms. Researchers used Bourdieu’s three forms of cultural capital to identify recruits with
the cultural fit. The objectified state starts with the training and recruitment collateral, allowing
individuals to self-select in or out of the recruitment process. The institutionalized form is the
complete application packet. The embodied state is the interview process and the decision
maker's assessment of the recruit and cultural fit. The assessment of the participants’

24
backgrounds reveals culture capital is at play. The data illustrates cultural capital exists. First,
most of the sample hold degrees from elite universities (e.g., Oxford and Cambridge), with a
mere 7% holding degrees from other universities. Second, firm application forms ask for
hobbies, clubs, and social affiliations. Education and social affiliations symbolize cultural
capital. Lastly, firm members review the applications, and can select individuals with similar
cultural fit.
Almeida et al. (2018) examined how hiring decision-makers’ limited understanding of
non-western cultures can negatively influence their perception of candidates from the region.
Findings suggest that decision-makers who have exposure to other groups, primarily in the
workplace, can positively impact their views of the candidates' educational background and
professional experiences. Neil and Parry (2015) assessed the recruitment practices of
professional financial firms and how they perceive the skills needed in the firms. At the same
time, their research was limited to two rounds of interviews. Representatives from seven small
and mid-tier firms and nine mid-tier and Big 4 firms were interviewed. Like other studies, Neil
and Parry's findings showed cultural fit is a component of recruitment practices. Their results
also suggest a preference for hiring native country financial experts or skilled migrants who have
successfully assimilated into the culture. Neil and Parry’s research demonstrates skilled migrants
who lack the preferred educational background and requisite skills to meet the needs of
Australian accounting firms lack the cultural capital required for hiring.
The cultural capital theory is appropriate to explore the competencies that are most
critical for the transition to a career in the pharma industry. Building on Bourdieu's three forms
of capital, the conceptual framework examines the competencies pharma leaders seek for
scientific occupations and identifies disparities for BIPOC who lack the knowledge and skills.

25
The embodied state refers to an individual’s behavior and knowledge attained through education
(Parry & Jackling, 2015); the objectified form is the resources the industry leverages to recruit
and hire the appropriate individuals. The institutionalized state refers to formal education,
qualifications, and experiences (e.g., research focus, mentored by a well-known subject matter
expert, published research in top tier journal, worked in a specific lab, etc.). In Figure 1, the left
box outlines what the research says is critical for a career in science—formal education, industry
experience, technical skills relevant to the job, and soft skills (e.g., critical thinking, creativity,
problem-solving, etc.). The areas of cultural capital (right box) illustrate the conceptual
framework from the perspective of pharma leaders hiring for scientific occupations. The
embodied state reflects the competencies and skills, and educational knowledge pharma leaders
are seeking in the individual and perhaps it provides insight into the leaders’ being and
knowledge. The objectified form examines the channels pharma leaders’ access to recruit for
scientific occupations (i.e., alumni, job boards, scientific conferences, etc.). The institutionalized
state refers to the complete package pharma leaders seek in candidates. For example, formal
education could be defined as holding relevant degrees or attending a specific academic
institution. An individual may have the ideal qualifications (e.g., subject matter expert, has
relevant certifications, or demonstrates certain competencies). Lastly, industry experience or
experience in a specific area may be relevant.

26
Figure 1
Cultural Capital in the Pharma Industry

Conclusion
BIPOC representation in scientific careers is bleak within the pharma industry. The
purpose of this research project is to learn about the competencies hiring managers seek in
scientific roles and to understand if they perceive disparities for BIPOC seeking to fill the jobs.
The goal is to generate recommendations to build a more diverse pipeline for the pharma
industry.
In the literature review, I examined why BIPOC are underrepresented in scientific jobs,
starting with K–12 education. Next, the review delves into pharma and some of the unique
challenges that set the industry apart from others (i.e., high-cost therapies, disparaged profit
margins, distrust of the healthcare system due to historical events, etc.). The literature focused on
education requirements for science careers and competencies and skills pharma leaders expect
when hiring for science occupations. Pierre Bourdieu's (2002) cultural capital theory lays the
foundation to determine the causes behind the underrepresentation of BIPOC in scientific careers
and if bias contributes to the narrative. The visual representation of the conceptual framework

27
(Figure 1) guides this research project. Chapter Three discusses the research project's
methodology.

28
Chapter Three: Methodology
This chapter describes the qualitative approach used to conduct the study, including an
overview of the research design, research setting, data sources, and instrumentation methods.
The purpose of this study was to identify the competencies pharmaceutical (pharma) leaders seek
in scientific jobs and to determine if disparities in competencies contribute to the
underrepresentation of BIPOC in these roles. The research question that guided the examination
of embodied, objectified, and institutionalized forms of cultural capital was:
Research Question
How do hiring managers in the pharmaceutical industry describe the hiring process in
terms of inclusive hiring?
Overview of Design
This study aimed to understand the competencies pharma leaders seek when hiring for
scientific positions, identify gaps in competencies, and learn if unconscious bias was a
contributing factor. The methodological approach was a qualitative study, phenomenological in
nature, using semi-structured interviews. A qualitative research design was used to understand
the “meaning individuals or groups ascribe to a social or human problem” (Creswell & Creswell,
2018, p. 4). Phenomenological research allows one to understand the essence of human
experiences (Merriam & Tisdell, 2016). The primary data source used to address the research
question was qualitative interviews with pharma hiring managers.
Qualitative interviews were conducted to address the research question, how do hiring
managers in the pharmaceutical industry describe the hiring process in terms of inclusive hiring?
For this research study, it was critical to understand the hiring process and determine if there
were gaps in competence for BIPOC pursuing scientific jobs. BIPOC will benefit from knowing

29
where those disparities are so they can work to address them in preparation for career readiness
in the STEM workforce. Qualitative interviews were the best method to explore this area and
gain a deeper understanding of hiring managers’ perspectives.
Research Setting
According to the U.S. Bureau of Labor Statistics (2019), nearly 54,000 people are in
scientific occupations. That was approximately 14% of the 400,000 pharma employees in the
United States workforce. The pharma industry consisted of four sectors: manufacturing,
distribution, research and development, and corporate, with the largest populations in California,
Massachusetts, New York, and New Jersey (U.S. Bureau of Labor Statistics, 2019). For this
study, participants were purposely selected from the pharma industry's manufacturing and
research and development sectors since most science occupations resided in these areas. Also,
participants were employed at start-up to large companies, and the number of employees varied
in size. Participants were purposely selected from eight companies to determine if company
attributes had any bearing on the underrepresentation of BIPOC in scientific occupations. A few
of the participants were former colleagues who worked at other pharma companies leading teams
in science functions. Other participants were identified through network sampling and met the
criteria previously outlined. I contacted subjects to participate in the study via email or LinkedIn
messaging. Each participant received the informed consent information described in Appendix B
and were asked to confirm their participation by replying to the email.
The Researcher
As an African American female employed at a pharma company, I was mindful of my
biases and assumptions and recognized I needed to journey through this process cautiously. It
required self-reflection and scrutinizing the presentation of data and findings. My experiences

30
and the experiences of others could not pollute the process. For example, I heard accounts of
individuals from marginalized groups who were fully qualified and consistently passed over for
jobs where the person selected lacked the requisite qualifications. Reflecting on interview
debriefs that I attended, colleagues sometimes criticized the information a BIPOC candidate
shared but excused similar comments when shared by a White candidate. I heard similar
situations occurred at other pharmaceutical and tech companies. It further demonstrated the
necessity for impartiality through the interview process. Aware of these biases, I worked to
remain objective when analyzing the data and presenting findings.
A limitation of the interview was the nature of my presence. I could bias the participant’s
responses (Creswell & Creswell, 2018). Therefore, I attempted to structure the interview
questions to obscure my positionality from being the focal point. Doing so dissuaded participants
from altering how they answered questions about diversity and BIPOC candidates.
Data Sources
Conducting qualitative interviews with Directors and Vice Presidents who hired
candidates for STEM occupations within pharma allowed me to gain insight into the disparities
in competencies that prohibited BIPOC from garnering coveted scientific positions. When
relevant, I asked for artifacts where applicable and supported the discussion; however, artifacts
did not materialize since the information was for confidential internal purposes only.
Interviews
The primary method for data collection for this research study was interviews. Interviews
were appropriate because they gather the perceptions of participants’ lived experiences to best
answer the research question. The interview questions were informed by the literature reviewed
in Chapter Two. I did not choose observations and surveys for this project because the methods

31
did not support the study's purpose, which was to gain insight into the disparities in
competencies that prohibited BIPOC from garnering scientific jobs. Furthermore, unknown
biases may emerge in the data analysis of participants. The qualitative approach allows the
reader to experience the participants' essence (Merriam & Tisdell, 2016). The interviews were
semi-structured to allow for fluidity in the questions based on how the conversation progressed
(Merriam & Tisdell, 2016). This research study aimed to better prepare future BIPOC candidates
for scientific jobs in the pharma industry.
Participants
Study participants were comprised of people managers who were Directors or Vice
Presidents in STEM occupations that hired for scientific jobs within pharma. These participants
were in the best position to answer the research question because they developed the job
description, consulted with the recruiter on where to post job announcements, reviewed the
applications, interviewed candidates, and made the hiring decisions. Purposive sampling and
network sampling were common approaches for identifying participants (Merriam & Tisdell,
2016). I identified some participants who met the criteria and asked them to refer me to another
participant that met the requirements. Nine participants were interviewed, and the majority were
BIPOC. A mixture of participants from different racial backgrounds provided an opportunity for
additional data. Examining disparities in competencies through the lens of hiring managers
reflected their own experiences. Each participant’s lived experience varied, thus providing
additional data points. It was vital to include BIPOC in the sample because these racial groups
were the focus of the research project. Study participants worked in research and development,
medical affairs, or clinical science in small- to large-sized pharmaceutical companies based in
the United States and global companies with an affiliate in the United States.

32
Instrumentation
A qualitative approach was used in this research study, as it allowed for the most
insightful data collection for my research focus. Nine interviews were conducted using a semi-
structured approach. The interviews allowed insight into the competencies hiring managers
sought for science occupations and discerned disparities in BIPOC who lacked the knowledge
and skills. Interviews were conducted using a semi-structured approach. The interview protocol
(Appendix A) consisted of approximately 15 questions with potential probes if particular themes
surfaced, describing how specific competencies applied to the work or described the partnership
between the hiring manager and recruiter. The goal was to create an atmosphere where
participants felt comfortable sharing their perspectives on why BIPOC remained
underrepresented in science occupations.
The interview questions addressed three areas (embodied state, objectified state,
institutionalized state) as outlined in the Cultural Capital in the Pharmaceutical Industry (Figure
1). The first question was a background question used to understand the participant’s role within
the company, how long they had been in the industry, and to learn what their experience was
transitioning from education to career. The remaining questions aligned with the framework and
were designed to answer the research question. The following few questions were knowledge
questions aligned to the embodied state (referred to an individual’s behavior, conduct, and
knowledge attained through education), focused on the competencies and technical skills critical
for science-relation occupations in the organization, and whether they differed for specific
professions (Lindburg et al., 2018; Teijeiro et al., 2013). The next few questions continued
within the framework's embodied state. They were opinion-based to learn about the behaviors
critical for these occupations and learned about the participants' prioritization process when a

33
position was challenging to fill (Nugent & Kulkarni, 2013). The next questions were knowledge-
based, aligned to the objectified state (resources the industry leveraged to recruit and hire the
appropriate individuals) and embodied state, and helped understand the recruitment process and
identified factors contributing to successful hiring. Also, if they were looking for different
competencies and behaviors if they were a postdoc candidate or recently completed their
doctorate. At that juncture, the questions evolved to the crux of the interview to better understand
why BIPOC were underrepresented in science occupations and addressed the institutionalized
state (formal education, qualifications, and experiences). Participants shared their perspectives
on how the industry was doing in hiring diverse candidates and the causes and potential solutions
to address the challenge. At this point, the goal was to uncover their perspectives and learn if
their company or organization had a diversity and inclusion strategy. It was also an opportunity
to identify approaches to solving the problem.
Data Collection
To recruit participants into the study, already identified as meeting the criteria, I emailed
them from the USC account or contacted them via LinkedIn messaging and invited them to
participate. The message contained the study's purpose and goal, the expected duration of the
interview, and the assurance to keep the information anonymous and confidential. If participants
agreed, I followed up with the Informed Consent email (Appendix B) and confirmed their
participation by replying to the email.
Nine interviews were conducted via Zoom. In one instance, there were technical
difficulties, and the interview was conducted via telephone. Each interview took approximately
30 minutes. In consideration of Patton’s (2002) “Tips for Tape-Recording Interviews: How to
Keep Transcribers Sane,” I used the Zoom university account instead of my employer account.

34
Using the university Zoom account ensured the interview recordings did not become of the
property of my employer. It is my employer’s policy to maintain all documentation for 10 years
in case a product is subject to a legal hold. It was best to use the university account to avoid this
scenario. At the start of each interview, I reiterated the study's purpose and goal and asked each
participant if they had questions. Second, I asked each participant for their permission to record
the interview. All participants gave their permission to be recorded. For the one participant
whose interview continued via telephone, she also gave permission to be recorded. Once the
interview was underway, I used a notebook to capture notes and salient points as a back-up to the
recording. The interview questions included a list of probes to delve for additional details or
clarify points (Creswell & Creswell, 2018). At the close of the interview, I thanked the
participant for their time, asked if I could follow for another interview if I needed to clarify
statements, and committed to sending them a memo of the interview within 72 hours that
confirms my understanding of the discussion (Creswell & Creswell, 2018).
Data Analysis
Data analysis was a complex process used to answer the research question (Merriam &
Tisdell, 2016). For semi-structured interviews, qualitative techniques were the preferred method
for analyzing data (Creswell & Creswell, 2018). The analysis did not begin once the data were
collected (Merriam & Tisdell, 2016). It was a continuous process that started after the first
interview. Thus, it allowed me to identify themes throughout the procedure and compare data
points from one interview to the next.
As mentioned earlier, the data analysis process was complex and continuous. According
to Creswell and Creswell (2016), qualitative data analysis was a progressive process. The first
step in the process was to organize the data collection by transcribing the data from the first

35
interview and review written field notes. Second, examine the data, reflected in the interview, the
information collected, and general thoughts. Data was transcribed using Rev.com transcription
services. Third, the data was coded in themes that answered the research question (Merriam &
Tisdell, 2016). The final step was to look beyond what is there in black and white. It involved
making inferences of the data to understand the themes that truthfully answered the research
question (Merriam & Tisdell, 2016).
Validity and Reliability
According to Lincoln and Guba (1985), validity and reliability in a qualitative study
comprised credibility and trustworthiness, among other standards. Strategies that improved my
trustworthiness included triangulation by conducting interviews with participants from various
pharma companies and, if needed, second interviews with the same participants to clarify points
(Merriam & Tisdell, 2016). I applied other strategies such as constant data comparisons, thick
description, field notes, and data reconstruction. To ensure credibility, I presented data and
findings that were accurate and in a manner that allows readers who may not be familiar with the
pharmaceutical industry to understand. It required drawing comparisons to the tech industry.
According to McCarthy (2019), Americans viewed the pharma industry as the most despised
business sector in the United States, so maintaining objectivity was critical for this research
project. As mentioned in the literature review, Americans' negative perspectives reflected high
drug costs, and the financial influence pharma had over politicians.
Additionally, I used the same interview protocol for all participants; however, probes
were included in the protocol and applied to elicit more detailed answers or clarify ideas. A
standard procedure involved following up with each participant with a memo of the conversation

36
within a few days of the interview to ensure I captured the interview's essence. Lastly, I made
constant comparisons of interview data to identify themes and determine any outliers in the data.
Ethics
BIPOC are sorely underrepresented in STEM positions in the pharma industry. Congress
sensed that “historically, underrepresented populations are the largest untapped STEM talent
pools in the United States…and should encourage full participation of individuals from these
populations in STEM fields” (American Innovation and Competitiveness Act, 2017, Sec. 305 (3)
and (4)). Understanding the pharma industry's critical competencies for candidate selection could
enhance the STEM curriculum used in higher education (Lindburg et al., 2019; McLaughlin et
al., 2019).
As an African American female who has worked in the industry for over 15 years, I
grappled with underlying assumptions I could make based on my experiences and colleagues'
experiences. As noted already, I heard stories about BIPOC who are fully qualified, are passed
over, and the person selected for the position does not have the requisite qualifications.
Reflecting on interview debriefs that I attended, colleagues sometimes quibble over the
information the minority candidate shared in comparison to a White candidate. Recognizing
interview questions could bring up similar experiences or past harms for study participants, my
approach was empathetic, and I took cues from their verbal responses and body language to
determine how far to probe. I included some former colleagues as participants in the study. It
was important I remained impartial and avoided the temptation to interject my thoughts and
feelings into their responses.

37
Chapter Four: Results or Findings
As stated in Chapter One, the goal of this study was to learn what competencies
pharmaceutical (pharma) leaders look for in candidates for scientific jobs and how it might have
contributed to BIPOC underrepresentation in this field within the pharma industry. The study's
goal was to educate BIPOC on better preparing for a job in the pharmaceutical sector. The
fundamental issue that motivated the research study was:
How do hiring managers in the pharmaceutical industry describe the hiring process in
terms of inclusive hiring?
The conceptual framework, based on Pierre Bourdieu's cultural capital theory, looked at
the hiring process from three perspectives. The embodied state represented the competencies,
behaviors, and academic knowledge that pharma leaders (also referred to as hiring managers)
sought. The objectified state investigated the routes through which pharma executives recruited
candidates. The candidates' qualifications, industry experience, and formal education were
referred to as the institutionalized state.
Participants
Study participants (also referred to as hiring managers) were solicited from eight pharma
companies, ranging from small (less than 100 employees) to large (1,000 or more employees).
Two of the large companies were global companies with an affiliate in the United States. I used
purposive sampling and network sampling techniques to identify participants for the study. The
participants were at the Director level or above, employed in scientific division of a pharma
company, hired candidates for scientific positions, and represented three racial groups. Table 2
outlines the profile of study participants. Pseudonyms were used for each participant. An

38
experienced hiring manager was defined as someone with at least 3 years of experience
managing direct reports; new hiring managers had less than 3 years of experience.

Table 2
Participant Profile
Participant Job level New or experienced
hiring manager
Race/
ethnicity
Company size
Sidney Director Experienced White Large
Caroline Vice president Experienced Black Large
Joy Director New Asian Large
Kameron Director New Asian Mid-size
Alex Vice president Experienced Asian Mid-size
Nicole Senior director New Black Small
Kevin Director New Black Large
Giselle Senior director Experienced White Large
Avery Vice president Experienced White Small

Note. Participants are also referred to as hiring managers since they hire for scientific positions.

39
Findings Research Question 1: How Do Hiring Managers in the Pharmaceutical Industry
Describe the Hiring Process in Terms of Inclusive Hiring?
The findings of the interviews conducted during the research project are discussed in this
section. The research topic focused on the hiring method used by pharma hiring managers to fill
scientific positions. The interview questions were designed to obtain descriptions of the hiring
process and better understand how the process might affect inclusive hiring. Employer
expectations of competencies, abilities, and degree requirements for applicants pursuing STEM
roles were detailed in the literature study presented in Chapter Two, as well as a need for
applicants who fit in with the team. Three main issues that emerged from the interviews are
explored in the following section. The themes are (a) recruitment strategies used to solicit
applicants, (b) candidate screening and evaluation processes, and (c) cultural fit.
Recruitment Strategies Used to Solicit Applicants
The first theme that emerged was some recruitment strategies highlighted a barrier in
equitable awareness of job openings. Over half of the participants’ companies hired recruitment
agencies. All participants used their networks to amplify job openings, particularly openings
within their own departments. While both methods appear typical, based on participant
responses, it demonstrated a practice that is not inclusive for all candidates.
Job Boards and Recruitment Agencies
Study participants were asked to describe the marketing channels used to promote
openings beyond their company website. Five of the nine participants explained that their
companies work with a third-party recruitment agency to find applicants. Kevin stated, “there is
a third-party vendor that may assist, and they would do some of the LinkedIn or other searches
beyond what we do.” In other words, the company did not just rely on applicants to find the

40
openings. External recruiters proactively sought candidates who seemingly aligned to the needs
of the job description. On the other hand, Avery stated that while some positions were
extensively advertised, “I noticed that there are a lot of things that are not listed at all publicly.”
Joy also noted that in some instances, companies worked with “an agency to help for those
highly specialized roles.” Other participants mentioned working with their Human Resources
partner, and they brought in external agencies to help with recruitment.
Six of the nine participants—Avery, Caroline, Joy, Kameron, Kevin, and Nicole—stated
the company or Human Resources used social media platforms to announce openings, and five
of those hiring managers referenced LinkedIn by name. Nicole stated that their company works
with a “dedicated recruiter who uses all social media channels, including LinkedIn, to reach out
to various candidates.” Joy found “posting job positions on social network very helpful,
especially LinkedIn;” however, Kevin shared in his experience, “very few hires actually come
from LinkedIn in the past few years.” Some hiring managers benefited from posting on
LinkedIn, while others did not. It's unclear whether the platform worked because a participant’s
company actively sought people while another relied on job seekers to uncover opportunities.
Sidney, Giselle, and Alex also mentioned LinkedIn as a primary source of recruiting.
Personal and Professional Networks
Participants were also asked if they informed their networks, and if so, to describe the
networks. All nine participants mentioned sharing job announcements with their networks,
including their personal and professional networks, finding candidates through referrals, and
leveraging scientific conferences. The experiences of Avery, Sidney, Giselle, and Nicole were
most salient. Sidney stated, “it would start with HR, and then we would take that posting and
share that post on LinkedIn or ISMAP or HBA.” A few participants mentioned sharing the

41
company's LinkedIn post with their LinkedIn networks. Nicole shared in addition to the usual
channels, they use their diversity inclusion team's network for advertising positions. Avery also
shared there were instances where networking did not work. Upon reflecting on the question,
Avery realized,
We were willing to make more compromises about what we were willing to absorb and
train ... when we had to shift to a recruiter ... this recruiter went out and found some
excellent candidates who met a lot more of the criteria than some of our internal referrals.
I started to get more picky and not just settling as much and thinking I really want to push
hard to get the best candidate.
Avery realized the compromise was tied to trust. There is a level of trust that comes with
referrals.
You trust the people who are being referred to you by your own colleagues, I'm guessing,
that they kind of will have your back, and they in some ways will maybe even step in to
help meet some of those gaps more willingly if it's someone that they're invested in
personally.
Like Avery, Giselle mentioned referrals are an effective way to recruit candidates because of the
trust between colleagues.
Most of the participants mentioned they informed former colleagues, current team
members, business partners, etc., about their openings. However, Sidney discussed the challenge
of hiring people you know.
If you're going to stay with the same group and continue to hire the same group, that's
always going to be a challenge ... I think we'll need to start looking out. I understand
where the safety is and the comfort in going with a network of people you know, but I

42
think if we are going to be inclusive and draw people from marginalized backgrounds, I
think we're going to have to step outside of that comfort zone.
Joy added, “I think we could be more creative in how we do that [recruit] ... haven't thought it
through ... I feel like everybody's doing the same thing, and there must be a way to do this that
will catch people's eyes that's different.” Nicole mentioned leveraging medical societies and
medical society meetings to find candidates. Kameron shared her personal experience “I went to
a job fair. ... No one ever told me that this is a potential career for someone with an advanced
degree. So, I think that might help get the word out that there are these alternate careers.” Thus,
going to a job fair may seem like a more traditional method, but nowadays, it is underutilized as
a way to learn about various careers in the pharma industry
Screening and Evaluating Candidates
The second theme that emerged was their approach to screening and evaluating
candidates. They prioritized the candidates’ pharma experience and their narration of those
experiences. Participants gave a detailed account of what they were looking for when reviewing
resumes and interviewing candidates. Within this theme, three subthemes emerged: resume
review, candidate interviews, and the interview evaluation process.
Resume Review
All nine participants expressed that experience was the first thing they reviewed on
resumes. For this study, experience was defined as pharma experience or experience in a specific
area of focus. When participants reviewed resumes, they said they looked at depth and breadth of
experience. For example, Sidney looked beyond paid work experience, “I would also look for
other ways that they have contributed to their career. Whether that's volunteer, whether that's

43
publications potentially, whether that's being a teacher advisor.” Caroline discussed specifically
if the vacancy was within a medical affairs organization.
I think that they need to have experience within medical affairs, understand what medical
affairs does. And then I would say second to that is launch experience is helpful. So,
disease-area experience becomes more of a nice to have, but knowing how to have a
launch, and what it is medical affairs is all about, is critical for being able to hit the
ground running.
Caroline shared experience also provided insight about the candidate.
You're looking for ... how long did they stay at various institutions. ... Did it look like it
was going from one thing to the other? Was it more of a progression? They're going to
fill that out verbally when you interview them, but you're looking to see whether, on
paper, it looked like a thoughtful, organized progression of skill development.
Caroline added it was a warning when a candidate frequently changed companies. Kameron
alluded to the differences in experience if the candidate came from a large versus small pharma
company.
Once I see they have experience, I look to see, well, what kind of experience? And then
I'll dig in deeper ... they worked at Company Z or a bigger company. What were the roles
they had? Because usually, at bigger companies, the roles tend to be broader ... if it's a
small company, I just like to get a sense of the size of the company.
Joy, who worked for a large company, shared similar thoughts about the company's size but
explained that the responsibilities vary based on headcount resources.
A bigger company, they have a bigger team. For Company X, they've got 60 people in
that department, so you can have layers. You have people very, very junior, do kind of

44
more technical work, and then you have people who are senior, provide more sort of
guidance, mentorship. But in a smaller company, you can't afford that, right? So, you
need people who are experienced, and who can make decisions ... and be responsible for
those decisions.
All participants were clear, experience was the first section they reviewed on the resume, and
then they looked at other areas of the resume. Alex surmised, “it’s how someone characterizes
their experience ... sometimes a CV or resume can be a data dump ... it tells me a lot about how
that person has invested in building something that represents them in the absence of their own
voice.” The resume was generally the candidate’s first introduction to the hiring manager.
Managers first assessed how candidates presented themselves in written form, and then reviewed
their depth and breadth of industry experience. Next, they reviewed the candidate’s scientific
educational background.
Formal education was a critical section on a resume for scientific jobs. All
participants, except Avery and Nicole, discussed that formal education is a prerequisite
for scientific employment. Advanced degrees seemed to be needed for scientific roles for
the study participants' fields of science. Two of the eight managers mentioned a candidate
must have a scientific background and an MD, PhD, or PharmD degree. In comparison,
Giselle noted a PhD degree as “suitable for some roles.” Joy shared, “the minimal in our
field will be a master’s [degree]. Anything short of a master probably won't do. I know
some companies, and some departments, require a PhD ... sometimes the emphasis is
more on experience than the difference between PhD or master.” The literature review in
Chapter Two discussed how tech companies screen resumes for candidates with tech
degrees from prestigious Ivy League institutions (Quoctrung and Miller, 2016; Weise and

45
Guynn, 2014); however, three of eight hiring managers interviewed did not give credence
to this point. Kevin mentioned degrees were essential and stated, “I don't think we're at a
place where we can look at institutions because the client [candidate] pool isn't that big.”
Kameron echoed the importance of the degree, and it “doesn't matter which university it's
from.” Caroline described a candidate’s institution or who they may have researched with
was more of a note, “If I don't recognize the names, or if it's, says, a foreign institution ...
Yeah, the institution factors in, but I don't make judgments or just because it's Harvard
they're qualified.” Based on personal experience, Caroline indicated that requirements
differed for scientific occupations in a pharma company's research and development
division. Based on the thoughts expressed by the hiring managers, Alex recapitulated, “I
think there are amazing people that didn't go to a big-name school. I don't think going to
a small school, or a less well-known school precludes you from any opportunities.” For
these hiring managers, a scientific education outweighed the prominence of the degree-
granting institution.
Candidate Interviews
Participants were asked to describe the most critical competencies for working in their
organization and how they assessed if candidates have them. Six of nine participants (Joy, Kevin,
Sidney, Nicole, Avery, and Giselle) stressed communication was a critical competency. Joy
explained that because they worked with different stakeholders,
you have to tailor the message so that you are not overwhelming people, but you get your
points across ... the ability to effectively communicate to various levels of colleagues, and
cross-functionally. And ... be able to read behind the science are important.

46
In the Medical Science Liaison role, Kevin characterized how communication was applied in
their work. “You need to be able to have a rapport ... be self-aware ... able to listen, and ... able to
answer questions that arise during the conversation.” The other four participants agreed
communication is vital, with a couple stressing the importance of communicating the science to
various stakeholders.
Five of nine participants said working cross-functionally and collaboratively were also
critical competencies. Joy explained,
Because we are very highly interdisciplinary, so the ability to work with others, the
openness, kind of interpersonal skills, teamwork, that has to really come up. It's not I, I, I.
I shined. I did all of this by myself.
Caroline added that it was also important that candidates needed to be “able to work in a highly
matrixed organization and have it been highly collaborative.” Sidney, Alex, and Avery agreed
with Caroline and Joy, but their remarks were brief. Sidney stated, “definitely cross-functional
collaboration for sure is imperative.” Alex responded, “working collaboratively, working with
stakeholders across many different functions.” Avery elaborated, “so those that I see who are
really successful, are those who are good at communications, good at people interactions, good
at organizing themselves and others.” Based on the participants' responses, they agreed with this
list.
Sidney also included risk-taking and understanding competitor information on her list of
important competencies. Nicole identified “flexibility or agility, because it is a small company
with limited resources,” and the candidate should be a “leader in shaping our strategy.”
Participants identified scientific acumen as a critical competency. Alex thought the candidate
should have “strong technical acumen from a science background perspective.” Nicole said the

47
candidate must have “passion for science, a deep understanding of the science.” Kevin was more
specific in his explanation, “the most important skills are credibility and scientific acumen and
ability to have good communication skills and articulate the information to clinicians.” Giselle
said, “scientific acumen, clinical research capabilities, as well as clinical practical clinical hands-
on experience with patient management.” Participants also looked for candidates to demonstrate
specific behaviors to understand how they may act. Table 3 highlights the frequency of
competencies study participants thought were most critical in their areas of science and
illustrates the consistency with the literature.

48
Table 3
Critical Competencies for Working in a Science Position
Competencies How many times referred Connection to literature
Effective communication 9 Lindburg et al. (2018) and
Teijeiro et al. (2013)
Teamwork and collaboration 6 Lindburg et al. (2018) and
Teijeiro et al. (2013)
Scientific or technical
acumen
6 Lindburg et al. (2018)
Cross-functional work 5 Lindburg et al. (2018)
Interpersonal/ social skills 3 Teijeiro et al. (2013)
Emotional intelligence 3
Take risks 1 Lindburg et al. (2018)
Competitive landscape 1 Nugent and Kulkarni (2013)
Flexibility or agility 1 Lindburg et al. (2018) and
Teijeiro et al. (2013)

Each participant was asked about the behaviors they seek in candidates for scientific
positions. Most reiterated what they described as competencies. Three of nine participants
specifically said emotional intelligence is critical when interacting with others. According to
Clark and Polesello's (2017) analysis of the literature, emotional intelligence may be useful in
fostering positive attitudes toward diversity, assisting with interactions among colleagues, and
assisting in dispute resolution. To master the competencies, a few of the participants agreed
candidates must have demonstrated emotional intelligence to be attuned to team dynamics and
stakeholder needs. Alex stated, “what is their emotional intelligence in terms of working
collaboratively, working with stakeholders across many different functions.” Kameron added it
was difficult to ascertain their people skills when reviewing the resume. They elaborated,
emotional intelligence helps with

49
Understanding who the folks are and what they need from this ... tailoring your
approach in how you reach out to them for guidance or how you reach out to them
for feedback. Because everyone's sort of a little different and so sort of being, I
guess, attuned to that.
Beyond emotional intelligence, humility, eagerness, and excitement were also noted. Avery
described they were looking for a candidate who demonstrated humility and was vulnerable
enough to admit, “this is what I'm good at, but here's my area where I don't feel as confident or
comfortable.” While at the same time, the candidate should have been able to demonstrate they
were “eager to learn, eager to participate, eager to contribute, to help the team succeed, to be a
team player.” Similarly, Kameron added, “Do they seem excited? Do they know anything about
our company? Do they seem excited about the mission, or are they looking for the next job, and
it could be anywhere?” Joy referenced the importance of inclusive behavior, “I think having
more sensitivity and appreciation of people [who] are not alike.” Emotional intelligence may also
help businesses create cultures that value diversity and collaboration.
Interview Evaluation Process
Participants were asked how they determined if candidates had the core competencies
required to understand the screening and evaluation process better. Most participants leveraged
the interview process to determine the depth of the competencies. In responding to the question,
five of nine hiring managers described multiple colleagues interviewed the candidates. Avery
described a multi-prong approach. Before interviews, she said the hiring managers sent
interviewers “the goals, objectives and what I'm [hiring manager’s] looking for, and ... the kind
of information I want to have them evaluate.” On the day of interviews, “individual people from
different functions interview independently, separately, to ask their own questions from their

50
own perspective of how they interact with people.” Sometimes candidates were asked to give a
presentation. It allowed interviewers to ask questions, understand how the candidate thought and
responded to questioning, and saw how they presented themselves under pressure. Alex also had
multiple colleagues interview candidates, but one interviewer assessed for technical capabilities,
and other interviewers assessed for “specific domains ... assign collaboration to one ...
stakeholder management to another,” and so on. Similar to Alex, Sidney asserted that multiple
colleagues in different roles interviewed candidates and had different perspectives because of
their position. Kameron shared that candidate met everyone on the team, which was about 10
people. She, like other participants, mentioned a 30-minute one-on-one interview with each
candidate was insufficient time to judge if the candidate was appropriate for the role. The hiring
manager had each candidate “meet everyone and then see if everyone got the same” perception
of the candidate.
Giselle discussed the preference was to have “multiple conversations [with a candidate]
in different settings.” Formal interviews with various colleagues and casual, informal
opportunities to determine how they “engage people if any, and how they manage, kind of not
orchestrated conversation and situations.” Giselle added, “I specifically ask for people to
interview the individuals based on what I know how great they are in, in communication. For
example, I wanted to have experts interviewing people in different aspects.” Joy, Caroline,
Kevin, and Nicole did not elaborate on their fundamental approach to interviewing candidates.
Based on these five participants, multiple interviews seemed to be preferred as an avenue to get
to know the candidate better and determined if they had the competencies and personality
specific for the open position.

51
Participants were also asked for their opinion on how the industry was doing in hiring
scientists from racially diverse groups. Seven of nine participants, with the exception of Joy and
Alex, thought there was room for improvement. Alex stated, “I think it’s okay. I don't think it's
amazing.” Joy added, “it's highly racially diverse, if not overly diverse.” Joy and Alex based
their responses on their fields of study and team demographics—both shared their teams are
predominantly Asian. The other participants thought there is an opportunity for the industry to
increase racial diversity. Kevin stated, “more work needs to be done to at least have
representation that's at least consistent with the general population representation.” Caroline
added, “if you look at the numbers, the industry is not doing well very well ... especially when it
comes to senior positions within ... medical affairs.” Alex and Nicole had somewhat of a mixed
opinion on how the industry faired in hiring scientists from racially diverse backgrounds. Nicole
thought some companies “have a concerted effort to ensure that they’re hiring diverse candidates
... and then there are others that either don’t have the means or it’s an afterthought.” Alex
clarified, “it’s [industry] okay. I don’t think it’s amazing.” Alex and Joy mentioned within their
fields of science; the groups skewed toward Asian and far East Asian. Avery shared in
companies they had previously worked, there was “a lot of representation from different groups
... but suspected it “is partly reflective of the Bay Area and maybe not representative of the
whole industry.” Avery added there did not seem to be much diversity at scientific conferences,
alluding to the disparity within diversity the industry compared to a specific region.
When asked If their company had a strategy to address the disparity in marginalized
groups being underrepresented, five of nine participants (Alex, Giselle, Caroline, Joy, and
Nicole) affirmed, and the strategies generally aligned to the maturity and size of the company.
For example, Alex worked for a mid-size company with multiple initiatives focused on

52
recruitment and talent management. Their company worked with Historically Black Colleges and
Universities (HBCU) to “recruit and build our talent pool early” and brought students in for
“internships, projects, and different opportunities ... to help prepare people further for life
sciences in general.” Giselle worked for a large company, and shared hiring managers in her
company are required to take training that helps managers “to really look for biases and try to be
aware of those biases so that they can actually counter them.” She added her company has
guidelines for including culturally diverse colleagues on interview panels. Caroline also worked
for a large company and shared there was broad support from senior leadership, the strategy was
regularly communicated, and for the most part, it was integrated into their business processes.
Caroline added, “my concern is ... will it be sustainable ... once other things compete for your
attention, will that just fall by the wayside?” Kameron, and Sidney replied that their company
strategies were in the works, meaning senior leaders or a working group was in the early stages
of development. Kevin and Avery mentioned they had not seen a strategy. Kevin worked for a
large employer. He shared, there was “more communication, more workshops, more internal
discussion about this disparity ... there's a little bit more communication about the disparity and
economic divide.” In contrast, Avery worked for a small company and explained, “we have
actually some nice diversity, I think probably more diversity than the average company. But I
don’t think we have a formal policy.” Based on the data reported, companies are at various
stages of a diversity and inclusion strategy.
Cultural Fit
The last theme that emerged was the idea of an organizational cultural fit. While it is not
a prominent theme, it is worth noting since cultural fit can exclude candidates that are different
and create unintended bias (Grensing-Pophal, 2017; Kendall, 2017). Two of nine participants

53
(Kameron and Giselle) discussed identifying candidates who would fit within the team. Kameron
described that they “want somebody who wants to be here, who is a good fit.” They elaborated
on the statement by adding, “if they're [candidate] not really giving me anything. ... Is it going to
be tough for them to like fit in and get to know other team members and build relationships?”
Giselle articulated the point, “if they are individually a great candidate, but they don't fit in the
team, it's a no go for me.” She further explained individuals worked in teams and expressed the
need for a “person to really fit in ... the organization's culture because they will move around.”
She reflected on a recent candidate experience as “I thought her cultural fit was always there.
There were a lot of things that they [employer] could teach, but the cultural fit was very difficult
to teach." Giselle did not hire the candidate for the position, but she did not indicate if cultural fit
contributed to her decision. Other participants, like Kevin did not describe candidates in terms of
cultural fit but instead, the holistic function of the team. His approach was to “look at the caliber
of MSLs or other team members that you had, that you want them to have a similar skillset,
perhaps experience and knowledge level so that they would all work functionally as a team.”
Conversely, Joy described a separate perspective, “if you have a team, what’s the composition of
the team? Can this person bring something that your other teammates do not have? Contribute in
a more unique way?” Essentially, Joy assessed the uniqueness and value-add the candidate
contributed to the team which differed from how other participants described “fit.”
Summary
There was limited research on BIPOC underrepresentation in science careers in the
pharma industry; therefore, tech sector was used as a proxy for the pharma industry since they
hired for many of the same scientific roles. All nine participants interviewed said they used their
personal networks to publicize job vacancies. Two participants, Avery and Giselle, agreed

54
referrals were an effective way to recruit because they trusted their colleagues. The findings are
consistent with the literature (The Kapor Center for Social Impact, 2018; Pew Research Center,
2018). Unless the participants had a diverse network of contacts, referrals and leveraging
personal networks were two recruitment methods that encouraged hiring more of the same
individuals.
In summary, the research findings showed that recruitment resources such as personal
networks and third-party recruitment agencies highlighted an issue in fairness when announcing
job openings. The findings showed to be successful in role candidates needed to demonstrate
effective communication, teamwork, collaboration, scientific acumen, effective cross-functional
interaction, interpersonal skills, flexibility, knowledgeable about the competitive landscape, able
to take risks, and emotional intelligence. The inability for a candidate to effectively narrate their
pharma experience in written and verbal forms affected study participants assessment of the
candidate, which is not restricted to marginalized groups. Limited experience in the
pharmaceutical sector and the lack of a formal degree in life sciences reduced the prospect of
employment. The interview approach highlighted prospects for unconscious bias to emerge
during the interview process. Finally, hiring for cultural fit, was an opportunity for unintended
bias. The findings did not show whether BIPOC candidates were subjected to a greater degree of
discrimination. The results of this study add to the limited literature on hiring practices used in
the pharmaceutical business.

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Chapter Five: Discussion
BIPOC are underrepresented in science positions in the pharmaceutical (pharma)
industry. The purpose of this study was to understand more about the pharma hiring process, and
the competencies that hiring managers look for in candidates for scientific roles and determine if
this contributed to BIPOC underrepresentation in this field. The purpose of the project was to
educate BIPOC on better preparing for a career in the pharma industry.
Semi-structured, qualitative interviews were conducted to address the research question:
How do hiring managers in the pharmaceutical industry describe the hiring process in terms of
inclusive hiring? Nine hiring managers at the director level or above who worked for pharma
companies headquartered in or with an affiliate in the United States were interviewed.
Understanding the employment process and determining if there were any gaps in competency
for BIPOC pursuing scientific positions was crucial for this research study.
Findings
Four notable findings from the study highlighted that hiring processes used in the study
participants' companies were deficient in inclusive practices and ultimately contributed to
BIPOC being underrepresented in science positions. The first was recruiting potential applicants
through personal networks provided a level of comfort and trust; however, unless those networks
were racially diverse, it was an inequitable form of recruitment that excluded BIPOC. Second, to
be successful in role, competencies such as effective communication, teamwork, collaboration,
scientific acumen, working cross-functionally, interpersonal skills, flexibility, and
knowledgeable about the competitive landscape, were critical. Three of nine participants said
emotional intelligence (EQ) was critical when interacting with others. While this finding was not
specific to BIPOC, the literature showed EQ was useful in fostering positive attitudes toward

56
diversity and aided companies in creating a culture that valued diversity and collaboration
(Kamps & Englebrecht, 2011). Third, techniques used in participants' interview processes
highlighted opportunities for unconscious bias to affect the interview outcome. Lastly,
participants shared they sought candidates who fit within the team, filled a gap on the team, or
filled the team's needs. Cultural fit could be problematic without a deep understanding of the
organization's culture (Grensing-Pophal, 2017).
Personal Networks Support Hiring of Homogenous Candidates
The first key finding indicates using personal networks to recruit candidates, highlights
an inequity in the recruitment process and supports hiring more of the same individuals. Data
suggested that leveraging personal networks for recruitment purposes are not a fair practice for
BIPOC, unless the participants networks are racially and ethnically diverse. As Trimble and
Kmec (2011) noted, using networks (e.g., friends, colleagues, family) benefited some job seekers
who had the connections and social capital. Leveraging personal networks to raise awareness of
job openings suggests there is a level of trust between the study participant and their network.
Avery surmised, “You trust the people who are being referred to you by your own colleagues,
I'm guessing, that they kind of will have your back, and they in some ways will maybe even step
in to help meet some of those gaps more willingly if it's someone that they're invested in
personally.” A few study participants echoed Avery’s theory by suggesting personal networks
and referrals were used because there was some level of trust between the hiring manager (study
participant) and individuals within their network. While trust may be beneficial, it may also be
clouded by unconscious biases. The established network and “endorsement” of the candidate's
character gives the candidate an advantage in the hiring process (Trimble & Kmec, 2011).

57
While it is sensible to inform a personal network, it gives the network an unfair
advantage. Networks with similar characteristics based on social class, race, shared philosophy
promote a homogenous environment. For instance, two study participants of Asian nationality
shared their teams were predominantly Asian. A conclusion cannot be drawn that the
participants’ networks were used to announce job openings because information on this topic
was not collected; however, one might infer personal networks may have contributed to the
teams’ make-up. Another participant alluded to the population of employees who worked in
outcomes research had a large Asian presence. Research indicates that networks generally
include people from the same racial group (Michelman et al., 2021; Public Religion Research
Institute Survey Reports, 2016; Stainback, 2008).
As Study participant Sidney shared, “if we are going to be inclusive and draw people
from marginalized backgrounds, I think we're going to have to step outside of that comfort zone”
of continuing to hire from the same familiar groups. Of the nine participants interviewed, Sidney
was the only one who directly acknowledged a behavior change was needed to diversify
recruitment practices. Kevin supported Sidney’s view when he suggested to focus on diversity
and inclusion “means going to where those people [diverse candidates] are or sending out
announcements that we have open positions to those communities where they are.” Alex also
mentioned the underrepresentation of African Americans and Hispanics in the sciences and
indicated if there were networks available in the life sciences that represented BIPOC, they
would prioritize these networks. Research suggests candidates who received internal referrals or
had social connections with someone within the company to vouch for them and guarantee their
organizational fit factored into hiring decisions; however, BIPOC were less likely to know
someone at the company to which they were applying to deploy critical resources on their behalf,

58
thus it perpetuated inequalities for gender and racial/ethnic groups (Chua & Mazmanian, 2020;
Pedulla & Pager, 2019; Trimble & Kmec, 2011).
The use of personal networks and referrals as a primary source of recruitment and hiring
demonstrates cultural capital exists within the pharma industry. The objectified state of cultural
capital examined the resources hiring managers used to recruit for scientific occupations. While
all nine participants mentioned networks, a couple of participants also cited scientific
conferences, another source within the objectified state. Both the networks and scientific
conferences give one group an advantage over another group simply by having first-hand
knowledge that there is a job opening. In the case of the network, study participants informed
their network, thus any candidate that is in the hiring process by way of that connection has an
advantage because of the level of trust that exists between the participant and candidate. For
candidates recruited through scientific conferences, the trust factor may not exist, but there are
synergies because the candidates are likely scientists or work in the industry if they attended a
scientific conference. Avery mentioned there was nice diversity in her company, but there was
not much diversity at conferences. This implies that White scientists predominantly attended
scientific conferences, thus it illustrates another homogenous recruitment source where more of
the same benefits from first-hand knowledge. Overall, the findings are consistent with the
literature; however, they contribute to the body of literature specifically for the pharma industry.
The industry should be aware of this insight for future recruitment practices.
Competencies May Disclose Framing Bias
The findings showed the relevant competencies needed for working in areas of science
and to be successful in role included effective communication, teamwork, collaboration,
scientific acumen, effectively working on a cross-functional team, interpersonal skills, flexibility,

59
knowledgeable about the competitive landscape, able to take risks, and emotional intelligence
(EQ). Participants shared examples to reiterate the importance of specific competencies.
Effective communication was the most critical competency among participants. Caroline stressed
the candidate needs to be strong in science and “able to translate the science and communicate
the science to multiple stakeholders.” Participants that were in customer-facing scientific roles
agreed with her. Nicole said she needed candidates that can communicate with “diverse
audiences in a manner that in which each of these audiences can understand, and we can
maintain the communication.” Kevin concurred that understanding stakeholders and the ability to
articulate the science was crucial. The pharma industry is in the business of developing therapies
and generating scientific evidence. But in order for these therapies to get FDA-approval for
patient use, pharma must effectively communicate the evidence to internal and external
stakeholders customized for the specific audience. Teamwork and collaboration are other
competencies used in scientific positions. For example, Sidney shared in the publication planner
role teamwork and collaboration is used to bring various groups together to “discuss publication
strategy and appropriate publications.” Caroline also shared candidates needed to be highly
collaborative to work in a highly matrixed organization.
With the exception of EQ, the list of competencies was fairly consistent with the
literature (Lavrynenko et al., 2018; Lindburg et al., 2019; Nugent & Kulkarni, 2013). Three
participants (Alex, Caroline, and Kameron) referenced emotional intelligence as a key
competency and two other participants described attributes of EQ. They described EQ in
connection with effective communication skills and interpersonal skills. Emotional intelligence
is a person’s ability to manage their feelings and empathize with others. A person with high EQ
can recognize emotions —both their own and the emotions they see in others—and act in such a

60
way that helps them succeed. EQ was not identified in the literature as a specific competency for
positions in the pharma industry (Lavrynenko et al., 2018; Lindburg et al., 2019; Nugent &
Kulkarni, 2013). Yet, participants shared instances of why it is needed in their field. Caroline,
shared in her role, she interacted with many cultures and so emotional intelligence and
intellectual awareness was important. She observed how candidates answered her interview
questions to ascertain EQ. Kevin explained when a team member is conversing with a customer,
they need to be self-aware, able to listen, and respond to the customers’ questions. Alex
expressed EQ is needed for cross-functional work and added during candidate interviews “what
examples are they giving that characterize that skill, because that tells me how they think.”
Kameron described the candidate needed to be able to “read the room” and have people skills to
manage stakeholders’ expectations. Joy explained the notion of tailored messages for different
stakeholders, so they are not overwhelmed. Giselle mentioned with the decreased hierarchical
structure it was important to assess the candidates’ executive presence to understand how they
would show up in front of customers and cross-functional teams.
The participants’ exemplars illustrated the importance of a well-rounded candidate to
engage with stakeholders in a meaningful and influential way. While there does not appear to be
any bias towards racially diverse groups. There is the potential for framing bias. Framing bias is
being influenced by the way in which information is presented rather than the information itself
(Pinder, n.d.). In a few instances, participants explained they assessed candidates for how they
responded to interviews questions rather than the content of their responses. This could influence
the decision to hire one candidate over another if interviewers unconsciously judged candidates’
behaviors. Additionally, if the required and desired competencies are not documented in the job
announcement, it leaves candidates unaware of the soft skills that are critical for the role. While

61
demonstrating EQ is not specific to BIPOC, the literature showed EQ was beneficial for
cultivating positive attitudes about diversity, navigating interactions amongst diverse groups, and
conflict management. Ultimately, helping businesses transform their culture into one that values
diversity and collaboration (Antonakis et al., 2009; Kamps & Engelbrecht, 2011). All the
participants were in varying stages of their diversity and inclusive work. While the literature did
not specifically identify EQ as a competency or soft skill relevant in the scientific workforce, its
attributes seemed to support a move in a positive direction. Thus, companies should clarify
required and desired skills in job announcements.
The findings showed the likelihood of employment was diminished without a formal
education. With the exception of Avery and Nicole, all participants agreed a formal education in
a science discipline was foundational for any science role in pharma industry. As mentioned
earlier, candidates generally have a formal education in a life science discipline. Participants also
agreed a formal life science education at the master or PhD level was necessary to fulfill many
scientific vacancies. Quoctrung and Miller (2016) and Weise and Guynn (2014) suggested
individuals with Ivy League educations were favored over individuals without an Ivy League
degree; and agreed, BIPOC with degrees from prestigious institutions still find it challenging to
find a job in their field. However, findings from this study do not indicate candidates with an Ivy
League education are favored over candidates with an education from a less-known institution.
Limited pharma industry experience also reduced candidates’ probability for
employment. Participants stated the candidate’s experience was the first thing they reviewed on
the resume. They searched for people familiar with the pharmaceutical sector and who worked
on specific projects, like launches or clinical trial operations. They sought candidates who were
also familiar with their fields of science, such as health economics, clinical trial development, or

62
medical monitoring. These findings support Nugent and Kulkarni's (2013) assertion that a
thorough understanding of the pharmaceutical sector and FDA rules are essential. With the
evaluation process for drug applications moving at a faster rate, there is more competition and
based on the participants responses a need for experienced employees to meet the competitive
demands. While this study represents a small sample of hiring managers for scientific positions
in the pharma industry, it does imply other hiring managers will also seek candidates with
industry experience. Doing so creates an equity gap between candidates who do and do not have
experience (Powell, 2018). Field et al. (2020) suggest when filling open positions, consider
hiring based on the candidate’s holistic skill set versus credentials and industry experience.
Possessing the competencies required for scientific positions, along with formal
education in a life science discipline, and industry experience exhibits cultural capital within the
pharma industry. Embodied cultural capital explores the competencies hiring managers seek in
candidates for scientific occupations. All nine participants shared the competencies (effective
communication, teamwork, collaboration, scientific acumen, effectively working on a cross-
functional team, interpersonal skills, flexibility, knowledgeable about the competitive landscape,
able to take risks, and emotional intelligence) that were most critical for roles within their field
of science. A demonstration of those competencies is advantageous for securing a scientific role.
Candidates with a master or PhD degree in a life science field and experience working in pharma
or biotechnology aligns to institutionalized cultural capital.
Generally, the findings are consistent with the literature with two notable differences.
First, based on participant responses and exemplars provided, EQ is required and should be
included in the list of competencies relevant for working in the pharma industry. As participants
pointed out, communicating data is crucial for scientific roles and candidates need to have EQ,

63
intellectual awareness, and be able to assess the room. Second, the candidate’s degree-granting
institution is less important than the degree and field of study. Overall, these findings contribute
to the literature for the pharma industry and provide insight for a candidate who may be
interested in pursuing a scientific role in the industry.
Emergence of Unconscious Bias
Techniques used in study participants’ interview processes highlighted the potential for
unconscious bias to affect the outcome of interviews, resulting in a process that was inequitable
for all candidates. Participants shared multiple colleagues interviewed the candidates during the
interview process. Colleagues were from the same team, experts in the competency sought, or
they represented different business functions. According to Mulki and Stone-Sabali, 2021,
having candidates interview with multiple team members is good and a diverse committee is
preferred. Candidates will feel more welcomed and represented with a diverse committee as it
signals diverse viewpoints and thoughtfulness. Avery has representatives from different business
functions interview candidates. The interviewers “ask their own questions from their own
perspective of how they interact with people.” This approach underscores the potential for bias.
While it is fine for interviewers to ask their own questions, the questions should be the same for
each candidate. The questions should be asked in a structured environment and in an objective
manner accompanied by a scoring rubric to ensure equity in the process (Knight, 2018; Shubeck
et al., 2020). Before the interviews, Avery sent interviewers the “goals, objectives and what I'm
looking for, and not the exact questions but the kind of information I want to have those other
interviewers evaluate.” It is a best practice to set expectations with the interviewers before
interviews begin (Glastonbury et al., 2021; Rozario et al., 2019). Alex maps the interviewers
based on their competency strength. “I really try to make it about specific domains. So, I might

64
assign collaboration to one person. I might assign stakeholder management to another ... majority
of the assessments really are about that cross-functional capability as demonstrated by
examples.” Sidney also mentioned a “rigorous interview process, meaning that you are
interviewing with quite a few people who are going to have a different perspective because of
their role in the company.” Alex and Sidney’s approaches are similar and neither approach raises
a red flag, but if the interviewers represent a dominant culture for their particular field, race, or
role, they could lean toward candidates that are familiar in looks or perspectives.
Two participants, Kameron, and Giselle discussed approaches they implemented to
ensure the interview process is equitable. Kameron acknowledged if a hiring manager or
interviewer “wanted to get a sense of who they [candidates] are, you could look on LinkedIn ...
or google people” before the interview. To minimize bias, Kameron purposedly does not search
for the candidates on those platforms: “I just go off of what the resume is, what they said. And I
just want to meet them and talk to them.” Reviewing the resume on face value lessens bias
tendencies at the screening phase. Choosing not to google a candidate or review the LinkedIn
profile shows discipline and a desire for a fair hiring process. Candidates' inadvertent inclusion
of protected and unprotected personal attributes in their online profiles creates a potential for bias
and discrimination (Acquisti & Fong, 2020; Evuleocha & Ugbah, 2018). While Giselle’s
preference is to interview candidates in both formal and informal settings “to see how they lead
conversations” and engage with people, her company has transformed their hiring process with a
lens on diversity. Hiring managers are required to take unconscious bias training before posting
their first job announcement. The training helps managers “to really look for biases and, try to be
aware of those biases so that they can actually counter them” if needed, during the interview and
subsequent panel debriefs. Giselle mentioned the company is moving to panel interviews and

65
there are guidelines around diverse interview panels, what to look for, and “the transparency of
the distribution or the demographics of the employees that we have is going to help us to
understand where we are.” The hiring practices Giselle’s company has implemented and setting
expectations with interviewers before interviews as Avery mentioned, are consistent with the
literature (Knight, 2018; Mulki & Stone-Sabali, 2021; Shubeck et al., 2020). Documenting and
standardizing the hiring process is favored from a diversity and inclusion perspective to ensure
the process is equitable for all candidates (Mulki & Stone-Sabali, 2021).
There are multiple ways bias can show up in the hiring process. Based on the findings it
seems the opportunity is greatest in the interview phase. It is during this phase that
institutionalized cultural capital is well established since candidates are able to describe their
experiences, qualifications, and elaborate on their educational background.
Cultural Fit
Cultural fit is the last notable finding. While it was not a prominent topic of discussion
during participant interviews, it is worth noting because it can impede equity if candidates are
prohibited from being hired if they do not fit the cultural norms within an organization. A few
participants shared they sought candidates who fit within the team, filled a gap on the team, or
filled the team’s needs. Kevin shared he wanted candidates to “have a similar skillset, perhaps
experience and knowledge level so that they would all work functionally as a team.” This is an
acceptable practice, but in doing so a candidate may have been overlooked that demonstrated
unique qualities that would make for a more effective functional team. In essence, the hiring
manager should consider what the candidate can contribute to the team or organization versus if
the candidate fits within the present culture. Giselle expressed the importance of team dynamics.
She elaborated, “If they are individually a great candidate, but they don't fit in the team, it's, it's a

66
no go for me.” As she explained she sought candidates that fit the organization’s culture, not the
team culture because collaboration is critical and employees are dynamic—over time, they may
change positions within the company. This approach is consistent with the literature as long the
organization’s culture, values, and behaviors are transparent and understood (Grensing-Pophal,
2017; Mulki and Stone-Sabali, 2017). Kameron described fit from the perspective of working in
a smaller company where employees’ positions are broader in responsibilities. While “some of
its personality,” cultural fit is more about the behavior the candidates exhibited:
Do they seem excited? Do they know anything about our company? Do they seem
excited about the mission or are they looking for the next job and it could be anywhere,
right? You want someone who ... and I try to get a sense of what their career aspirations
are. Is there room for them to grow here? If not, are they just going to stay here for a year
or two and then move on? Like we want somebody long-term. So those are some of the
considerations that go to mind about fit is do they believe in the mission?
Kameron sought candidates that illustrated a desire to join the company and contribute to
furthering the mission. While the questions posed are all valid concerns, equity could have been
hindered if a candidate did not exhibit traits of excitement. Conversely, Joy shared a difference
perspective that is consistent when hiring for inclusion versus cultural fit, “if you have a team,
what’s the composition of the team? Can this person bring something that your other teammates
do not have? Contribute in a more unique way?”
Cultural fit is a slippery slope into discrimination territory and has legal implications if
individuals are hired because they look and talk like the dominant culture within an organization
(Kendall, 2017). None of the study participants described cultural fit in terms of looks or dialect.
However, equity can still be impeded if one is unaware of the organization’s present cultural

67
characteristics, what characteristics are modifiable, or lack the ability probe for cultural fit in
interviews as a factor in the hiring decision (Kendall, 2017; Mulki and Stone-Sabali, 2017).
Cultural fit is a complex concept that requires organizational clarity and deep understanding
before factoring it into the interview process.
Implications for Practice
Findings revealed there are aspects of the hiring process that are inequitable. All
participants mentioned there is work to do to transform pharma into a more diverse and inclusive
industry. Achieving that goal requires adopting a consistent hiring process that is equitable for all
candidates. The majority of pharmaceutical businesses are represented by the BIO and PhRMA
organizations. Both groups reaffirmed their commitment to equity, urging their members to
invest in a diverse workforce and expand job possibilities in the industry (Biotechnology
Innovation Organization, 2020b; Pharmaceutical Research and Manufacturers of America,
2020a). The commitment to equity by BIO and PhRMA implies that its members agree. While
this is likely true, the transformation must take place at the company level and will have the most
impact. There are practical consequences for firms, but it is vital that executive leadership buys
in, supports the initiatives, communicates the business and ethical rationale on a regular basis,
and models inclusive conduct for their people. The consequences are especially important for
hiring managers and interview committee members, and they also promote the industry's
transition to a more diverse and inclusive environment.
One implication is that pharma companies should seek out and cultivate relationships
with BIPOC organizations (e.g., historically black colleges and universities (HBCU), minority
serving institution (MSI), National Society of Black Engineers, Society for Advancement of
Chicanos/Hispanics and Native Americans in Science, and so on) (Bhalia, 2019). Building a

68
degree of confidence and respect between the pharma company and BIPOC organization is a
critical first step in building a partnership (Mulki & Stone-Sabali, 2021). The ideal way to create
ties and alliances with BIPOC organizations is for talent and acquisitions to work together with
medical affairs or research and development departments. The next key step is for the pharma
company and BIPOC organization to establish goals and benefits of their collaboration.
Internship possibilities, access to mentors, and an improved life science curriculum with input
from pharma scientists, for example, are all advantages of an MSI. Relationships with BIPOC
groups are beneficial since they provide a pharma company with a varied talent stream for future
employment needs. In addition, companies should consider partnering with recruiters who serve
the interests of BIPOC to reach a broader and more diverse applicant pool (Bhalia, 2019).
Organizations employ two key sources to recruit and hire individuals, both creating connections
and identifying recruiters with expertise working with BIPOC groups enhance objectified
cultural capital.
A second implication supports categorizing required and desired skills and clearly
delineating how the skills will be applied in the workplace (Mulki & Stone-Sabali, 2021).
Participants noted many of the competencies (effective communication, teamwork, collaboration,
scientific acumen, effectively working on a cross-functional team, interpersonal skills, flexibility,
knowledgeable about the competitive landscape, and able to take risks) that are already
documented in the literature (Lavrynenko et al., 2018; Lindburg et al., 2019; Nugent & Kulkarni,
2013), but a few of the participants shared emotional intelligence is critical for science positions
to have a better understanding of team dynamics and stakeholder needs. Participants
‘descriptions of emotional intelligence were nuanced. Moving forward, EQ should be listed as a
required competency in job announcements, defined with a descriptor of how it is applied in the

69
workplace so that it is not left up to the applicant’s interpretation. Doing so precludes
interviewers from being gatekeepers of this knowledge. It further promotes equity in the hiring
process. This recommendation can be simply implemented by hiring managers in collaboration
with their Human Resource partner. The hiring manager usually creates a new job description or
revises an existing one depending on the position's requirements. They would know best which
abilities are necessary for the function because they are hiring for it. This work may be part of
the Human Resource partner's function and responsibilities, or it may be split with the recruiting
manager, depending on the company's structure and size. Because it represents the competences,
skills, and educational knowledge that hiring managers want in a candidate, this implication
corresponds with embodied cultural capital.
Another implication supports an inclusive hiring process as described below. One
participant shared in her company, hiring managers were required to complete unconscious bias
training to better understand their own biases before interviewing candidates. Acknowledging
one's personal prejudices demonstrates acknowledgement of their presence as well as a
willingness to be conscious of them while making hiring decisions. The participant added
company guidelines support culturally diverse interview panels. (Bhalia, 2019; Glastonbury et
al., 2021). Pharma companies that are in the early phase of their diversity and inclusion strategy
should consider evolving to an inclusive hiring process. A process that is all encompassing has
four key components.
1. Blind information on resumes that may evoke a biased review (e.g., candidate’s
name, cultural affiliations, and academic institutions).
2. Interviewers involved in the hiring process need to recognize their own biases. To get
to the point of recognition, interviewers need to attend unconscious bias training to

70
identify and understand their biases in an effort to mitigate prejudicial hiring
decisions.
3. Utilize diverse interview committees to increase the diversity of thought and help
applicants feel more comfortable and represented. It also indicates a more diverse
group will have a voice in the hiring decision.
4. Standardize the interview process. The recruiting manager should set expectations
with the interview committee prior to interviewing candidates. The interview
questions that will be utilized by the interview panel should be predetermined by the
hiring manager or committee. Each interviewer should ask each candidate the
identical questions. Finally, construct a scoring rubric to guarantee that each
candidate is fairly scored and that the interview process is equitable.
Giselle shared that her company had implemented these measures, which were consistent
with diversity and inclusion strategies explained in the literature. Human resource business
partners, either on their own or in collaboration with the company's diversity and inclusion team,
are most suited to implement an inclusive hiring process. Furthermore, they are more likely to
influence hiring managers and interview panels to complete the employment process.
Institutionalized cultural capital is aligned with an inclusive recruiting procedure. The interview
committee evaluates an applicant thoroughly during the interview process. It is at this point that
the committee evaluates their qualifications, experiences, and determines whether they possess
the skills and education required for the post.
The last implication supports that when considering cultural fit in the context of a new
hire; interviewers need to be well versed in the organization's culture, values, and behaviors
(Grensing-Pophal, 2017). Also, the hiring manager should consider what the candidate can

71
contribute to the team or organization versus if the candidate fits within the present culture. The
three participants that discussed cultural fit had diverging explanations of what it meant. If
interviewers can align on their organization’s culture, values, and behaviors, as recommended by
Grensing-Pophal (2017), it warrants they fairly assess candidates from a baseline of
understanding, and it ensures an overall equitable process. Aligning on the organization’s
culture, beliefs, and behaviors can be difficult if the company hasn't established them yet. If not,
executive leadership's input will be required. Embodied and institutionalized cultural capital can
be used to assess cultural fit. It is better aligned with institutionalized capital if the interview
committee evaluates a candidate based on how they fit into the team. However, the most suitable
approach is to view the candidate through the prism of objectified cultural capital by
understanding the organization's culture and considering the candidate’s distinctiveness and
value they can offer to the group.
Future Research
This research study provided some insights into why BIPOC are underrepresented in
science roles within the pharma industry and paves the way for future research. To ensure an
equitable and inclusive hiring process, consistency is critical in how applicants are screened and
interviewed. Existing literature supports uniformity in interview evaluations to minimize bias
and guide interview committee discussions (Glastonbury et al., 2021; Rozario et al., 2019).
While the study revealed the competencies most critical for scientific positions, future research
might focus on how hiring managers can better define and describe how the competencies will
be used in the workplace. In addition, studies might look at specific competencies as being
inherently bias, such as effective communication. If a candidate's native language is not
American English, their resume may be judged harshly by the screener in contrast to other

72
applicants, or it may be disregarded entirely (Cocchiara et al., 2016). This pattern of conduct
may persist during the interview phase. Moreover, future research might examine if a company's
size, years in business, and geographical location contribute to disproportionate employee
populations. One participant described their company as small with a nice balance of diversity.
The experience differed from other study participants who had larger employee populations,
were established, and answered to shareholders. A comparative study on how equity is supported
in hiring may illuminate best practices applicable to pharma and other industries. Future research
might examine the success of the interventions provided below:
1. Identify and cultivate relationships with BIPOC organizations and recruiters who
serve the interests of BIPOC to reach a broader and more diverse applicant pool.
2. Standardize job announcements by including required and desired skills.
3. Implement an inclusive hiring process that includes unconscious bias training for
interview committees, consistent interview questions and scoring rubric.
4. Align on what cultural fit means to the company. Know the organization's culture,
values, and behaviors before interacting with candidates.
Finally, it is worthwhile to investigate collaborations between pharma companies and BIPOC
groups in order to uncover best practices that might be used by corporations that lack a broad
scientific talent pipeline.
Conclusions
The pivotal events of 2020 and 2021 (COVID-19, continuous killings of unarmed Black
and Brown citizens, the Insurrection on January 6, 2021, and other historical moments)
unmasked the systemic racism and inequities that exist in this county. The good news is the
pharma industry recognizes it is not immune to racism and so it is working to bring about

73
constructive and long-term structural changes in order to meet the needs of employees and
patients (PhRMA, 2020). The industry is committed to transforming so that its workforce better
reflects the general population (PhRMA, 2021). The study explored if hiring processes had a role
in BIPOC being underrepresented in science positions. Based on the findings identified through
the perceptions of the nine participants, the answer is affirmative.
The findings show that more BIPOC are needed in science roles but that identifying them
is difficult, necessitating pharma businesses to improve their current hiring processes. Findings
suggested that leveraging personal networks for recruitment purposes are not a fair practice for
BIPOC. Companies should cultivate relationships with BIPOC organizations and recruiters that
specialize in BIPOC recruitment. The findings also suggested that in addition to the other soft
skills, communication, collaboration, etc., EQ is critical in a science role. Companies should
clarify required and desired skills in job announcements. Additionally, techniques (e.g.,
reviewing candidate profiles on social media and interview committee members that share
similar looks and perspectives) used in interview processes highlighted room for unconscious
bias to affect the interview outcome. To make the interview process more inclusive, diversify the
interview committee members, create standardized questions and a scoring rubric to ensure all
candidates are equally assessed. Lastly, employees urgently need to align on what cultural fit
means within their company before interviewing anyone. Every employee must understand their
culture, values, and behaviors.
The pharma industry strives to "develop medicines that enable patients to live longer,
healthier, and more productive lives" (Pharmaceutical Research and Manufacturers of America,
2020b, Our Mission: Who We Are section, para. 1), but the underrepresentation of BIPOC in the
pharma workforce impacts clinical research. Drug approvals hinge on the success of large-scale

74
clinical trials. Trials that predominantly enroll White study participants (Oh et al., 2015).
Increased BIPOC representation in clinical research is sorely needed to ensure treatments work
for all patient populations. But to achieve it, a more diverse workforce is needed to infuse
cultural perspectives into the study concepts, designs, and implementation of research ideas.
Doing so increases the likelihood BIPOC will meet the criteria for clinical research, thus,
scientists can substantiate a drug's effectiveness in all populations.

75
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88
Appendix A: Interview Protocol
Introduction:
First, thank you agreeing to participate in my study. The purpose of this study is to understand
the competencies pharma leaders are seeking in candidates for scientific occupations and how
they may contribute to marginalized groups being underrepresented in the industry. The research
aims to inform people of color on how better to prepare themselves for a pharma industry career.
The interview will take about 1 hour. I am requesting your permission to record the interview;
your identity will remain anonymous and confidential. Do you have any questions before we
start?

Table A1
Interview Questions and Supporting Literature
Research question Interview questions Supporting literature and
conceptual framework

Context of the study

Give me a brief synopsis of your
organization’s responsibilities.

What are the scientific occupations
in your organization? Limit it to
your department.

United States Census Bureau.
(2020). Demographic
turning points for the United
States: Population
projections for 2020 to
2060.
https://www.census.gov/
content/dam/Census/library/
publications/2020/demo/p25
-1144.pdf

89
Research question Interview questions Supporting literature and
conceptual framework
Research Question 1:
How do hiring
managers in the
pharmaceutical
industry describe
the hiring process
in terms of
inclusive hiring?
What critical competencies are most
important for working in your
organization?

How do you go about recognizing
critical competencies such as
agility, works in ambiguity, or
demonstrates critical thinking?

How are these competencies applied
in your work?
Lindburg, L., Bozinovic, L.,
and Susek, R. (2019). As the
life science industry evolves,
so do its talent needs.
Careers and Recruitment,
37, 481–484.

Embodied state

How do you discern if the candidate
has the competency?

How do you the decide?

Cook, A. C. G., Faulconbridge,
J. R., and Muzio, D. (2012).
London’s legal elite:
Recruitment through cultural
capital and the reproduction
of social exclusivity in city
professional service fields.
Environment and Planning
A: Economy and Space,
44(7), 1744–1762.
https://doi.org/10.1068/a436
05

Embodied state
What are the behaviors/ dispositions
you seek in candidates for
scientific positions?

How do you go about recognizing if
a candidate has those?
Lindburg, L., Bozinovic, L.,
and Susek, R. (2019). As the
life science industry evolves,
so do its talent needs.
Careers and Recruitment,
37, 481–484.

Nugent K., & Kulkarni, A.
(2013). An interdisciplinary
shift in demand for talent
within the biotech industry.
National Biotechnology, 31,
853–855.

Embodied state and
Institutionalized state

90
Research question Interview questions Supporting literature and
conceptual framework
I know there are instances where it
takes a while to identify the
appropriate candidate.

In those cases, how do you prioritize
what’s most critical?

[probe] In other words, what must a
candidate demonstrate and what’s
nice to have?

Lindburg, L., Bozinovic, L.,
and Susek, R. (2019). As the
life science industry evolves,
so do its talent needs.
Careers and Recruitment,
37, 481–484.

The Society for Human
Resource Management.
(2019). The skills gap 2019.
https://www.shrm.org/hr-
today/trends-and-
forecasting/research-and-
surveys/Pages/Skills-Gap-
2019.aspx

Embodied state

When you are seeking applicants for
a new position, do you inform
your networks?

[probe] If yes, describe your
networks?
Cook, A. C. G., Faulconbridge,
J. R., and Muzio, D. (2012).
London’s legal elite:
Recruitment through cultural
capital and the reproduction
of social exclusivity in city
professional service fields.
Environment and Planning
A: Economy and Space,
44(7), 1744–1762.
https://doi.org/10.1068/a436
05

Objectified state
What channels other than your
corporate site do you use to
announce job openings?

[probe] If they mention universities
or labs, ask about HBCUs or
MSIs. If they mention
organizations, ask about
SACNAS, NSBE, etc.
Parry, N., and Jackling, B.
(2015). How do professional
financial services firms
understand their skill needs
and organise their
recruitment practices?
Accounting Education,
24(6), 514–538.
https://doi.org/10.1080/0963
9284.2015.1109528

Objectified state

91
Research question Interview questions Supporting literature and
conceptual framework
When examining resumes, what are
you looking for in a candidate
particularly if they recently
completed their doctorate?

What might cause you to dismiss
one and take a closer look at
another?

[probe] Depending on how they
answer inquire about fellowships,
internships, lab experience,
leadership responsibilities
Parry, N., and Jackling, B.
(2015). How do professional
financial services firms
understand their skill needs
and organise their
recruitment practices?
Accounting Education,
24(6), 514–538.
https://doi.org/10.1080/0963
9284.2015.1109528

Institutionalized state
What is your opinion on how the
industry is doing in hiring
scientists from racially diverse
backgrounds?
Institutionalized state

Are individuals from marginalized
groups underrepresented in these
types of positions?

If no, why do you believe this is the
case?

Bloomberg. (2018). Tech
companies are still
struggling to hire black
workers. Fortune.
https://fortune.com/2018/06/
08/tech-companies-hiring-
black-workers/

Institutionalized state

92
Research question Interview questions Supporting literature and
conceptual framework
Does your company have a strategy
to address the disparity?
[probe] If yes, tell me more?
If no, how do you feel about it?
McKinsey. (2020). Diversity
wins: How inclusion matters
report.
https://www.mckinsey.com/
~/media/McKinsey/Featured
%20Insights/Diversity%20a
nd%20Inclusion/Diversity%
20wins%20How%20inclusio
n%20matters/Diversity-
wins-How-inclusion-
matters-vF.pdf

Biotechnology Innovation
Organization. (2020a).
Measuring diversity in the
biotech industry: Building
an inclusive workforce.
https://www.bio.org/right-
mix-matters

Do you feel your organization is
following their own strategy?

What are thoughts on the success of
the strategy?

[probe] Can you give examples of
that?
McKinsey. (2020). Diversity
wins: How inclusion matters
report.
https://www.mckinsey.com/
~/media/McKinsey/Featured
%20Insights/Diversity%20a
nd%20Inclusion/Diversity%
20wins%20How%20inclusio
n%20matters/Diversity-
wins-How-inclusion-
matters-vF.pdf

How is your organization
contributing to the solution?

[probe] Do you have thoughts on
what else might be done?
McKinsey. (2020). Diversity
wins: How inclusion matters
report.
https://www.mckinsey.com/
~/media/McKinsey/Featured
%20Insights/Diversity%20a
nd%20Inclusion/Diversity%
20wins%20How%20inclusio
n%20matters/Diversity-
wins-How-inclusion-
matters-vF.pdf

93
Research question Interview questions Supporting literature and
conceptual framework
Is there anything else you’d like to
share?

Debrief: Thank you for participating in the research study. If needed, would you mind if I follow
up if I have additional questions? I will follow-up in the next three days with a memo of the
interview to ensure I captured the essence of your responses. Thank you once again for your
time.

94
Appendix B: Informed Consent
Email from Researcher to Participant
“My name is Adrienne Melton, and I am a graduate student at the University of Southern
California, in the Rossier School of Education. I am inviting you to participate in a research
study.
I am interested in learning more about the hiring process for scientific occupations and
how it may contribute to marginalized groups being underrepresented in the pharmaceutical
industry. The interview will take about an hour. All information will be kept anonymous and
confidential. If anonymous, this means that your name will not appear anywhere and no one
except me will know about your specific answers. If confidential, I will assign a number to your
responses, and only I will have the key to indicate which number belongs to which participant.
In any articles I write or any presentations that I make, I will use a made-up name for you, and I
will not reveal details, or I will change details about where you work, where you live, any
personal information about you, and so forth.
“The benefit of this research is that you will be helping us to understand what is the blend
of competencies, technical skills, and experiences that allow for the transition from education to
career, thus helping graduate students better prepare for a scientific career in pharma. If you do
not wish to continue, you have the right to withdraw from the study, without penalty, at any
time.”

Participant
Email consent that acknowledges “All of my questions and concerns about this study
have been addressed. I choose, voluntarily, to participate in this research study.”

Abstract (if available)

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The underrepresentation of African Americans in information technology: an examination of social capital and its impact on African Americans’ career success

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Creator Williams-Melton, Adrienne Denise (author)

Core Title Exploring why marginalized groups are underrepresented in science careers within the pharmaceutical industry

School Rossier School of Education

Degree Doctor of Education

Degree Program Organizational Change and Leadership (On Line)

Degree Conferral Date 2022-05

Publication Date 02/17/2022

Defense Date 12/09/2021

Publisher University of Southern California (original), University of Southern California. Libraries (digital)

Tag BIPOC,competency,consistency,hiring,OAI-PMH Harvest,pharmaceutical,Science

Format application/pdf (imt)

Language English

Contributor Electronically uploaded by the author (provenance)

Advisor Carbone, Paula (committee chair)

Creator Email adrienne.williamsmelton@gmail.com,aw23161@usc.edu

Permanent Link (DOI) https://doi.org/10.25549/usctheses-oUC110520283

Unique identifier UC110520283

Legacy Identifier etd-WilliamsMe-10342

Document Type Dissertation

Format application/pdf (imt)

Rights Williams-Melton, Adrienne Denise

Type texts

Source 20220124-usctheses-batch-908 (batch), University of Southern California (contributing entity), University of Southern California Dissertations and Theses (collection)

Access Conditions The author retains rights to his/her dissertation, thesis or other graduate work according to U.S. copyright law. Electronic access is being provided by the USC Libraries in agreement with the author, as the original true and official version of the work, but does not grant the reader permission to use the work if the desired use is covered by copyright. It is the author, as rights holder, who must provide use permission if such use is covered by copyright. The original signature page accompanying the original submission of the work to the USC Libraries is retained by the USC Libraries and a copy of it may be obtained by authorized requesters contacting the repository e-mail address given.

Repository Name University of Southern California Digital Library

Repository Location USC Digital Library, University of Southern California, University Park Campus MC 2810, 3434 South Grand Avenue, 2nd Floor, Los Angeles, California 90089-2810, USA

Repository Email cisadmin@lib.usc.edu