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Background and Objectives <p>The biopharmaceutical industry requires fast role adaptation and comprehensive competency development to thrive in a rapidly evolving and challenging environment. Whilst competency frameworks exist for some roles, lack of a function-wide framework remains a challenge. The objective of this pilot study was to evaluate the applicability and potential utility of the Medical Affairs Professionals of Australasia (MAPA) competency framework within Amgen’s Medical Affairs to support role-specific competency development.</p> Methods <p>This competency framework encompasses six domains: scientific and technical knowledge; evidence generation; compliance, governance and ethics; leadership, strategic vision and professionalism; communication and collaboration; and business knowledge/acumen; each with specific sub-domains with four clearly defined levels from novice to expert. Implementation involved self-assessment followed by managerial ratification for competency level. Overall team and affiliate results were made available on a PowerBI dashboard. The pilot included a diverse range of roles from Amgen Medical Affairs, such as Medical Science Liaisons (MSLs), MSL Managers, Medical Advisors, Medical Capability &amp; Operations, Medical Communications, and Therapy Area Leads.</p> Results <p>Our pilot consisted of 42 staff and revealed relatively general levels of consistency for benchmarks across our three affiliates. Most participants met or exceeded the benchmark set for their roles. We observed some variance between self and manager competency level assessment and relevance/applicability of all capabilities for all roles but this was addressed by self and manager discussions to agree on a consensus value.</p> Conclusion <p>This pilot confirmed the MAPA competency framework’s feasibility and relevance across diverse Medical Affairs roles and affiliates. While benchmarks were generally consistent, minor differences were observed across Australia, China, and Japan. The successful pilot outcomes highlight the potential for this framework's adoption across the biopharmaceutical industry's medical affairs for developmental discussions and planning.</p>

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Evaluating the MAPA Medical Affairs Competency Framework: Insights from Amgen-Led Pilot Study in Australia, Japan and China

  • 期刊论文

  • 发表日期：

    2025年11月5日

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  • Riaz Abbas,
  • Orin Chisholm,
  • Victoria Elegant,
  • Seigo Susa,
  • Samantha Richards,
  • Cae Tolman

摘要

Background and Objectives

The biopharmaceutical industry requires fast role adaptation and comprehensive competency development to thrive in a rapidly evolving and challenging environment. Whilst competency frameworks exist for some roles, lack of a function-wide framework remains a challenge. The objective of this pilot study was to evaluate the applicability and potential utility of the Medical Affairs Professionals of Australasia (MAPA) competency framework within Amgen’s Medical Affairs to support role-specific competency development.

Methods

This competency framework encompasses six domains: scientific and technical knowledge; evidence generation; compliance, governance and ethics; leadership, strategic vision and professionalism; communication and collaboration; and business knowledge/acumen; each with specific sub-domains with four clearly defined levels from novice to expert. Implementation involved self-assessment followed by managerial ratification for competency level. Overall team and affiliate results were made available on a PowerBI dashboard. The pilot included a diverse range of roles from Amgen Medical Affairs, such as Medical Science Liaisons (MSLs), MSL Managers, Medical Advisors, Medical Capability & Operations, Medical Communications, and Therapy Area Leads.

Results

Our pilot consisted of 42 staff and revealed relatively general levels of consistency for benchmarks across our three affiliates. Most participants met or exceeded the benchmark set for their roles. We observed some variance between self and manager competency level assessment and relevance/applicability of all capabilities for all roles but this was addressed by self and manager discussions to agree on a consensus value.

Conclusion

This pilot confirmed the MAPA competency framework’s feasibility and relevance across diverse Medical Affairs roles and affiliates. While benchmarks were generally consistent, minor differences were observed across Australia, China, and Japan. The successful pilot outcomes highlight the potential for this framework's adoption across the biopharmaceutical industry's medical affairs for developmental discussions and planning.