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| 8 minute read

Talent trends and solutions for the life sciences sector

This article is part of our Biotech Review of the Year - Issue 12 publication.

How, where and when we work has transformed over the last few years. The impacts of Covid-19 and the rapid evolution of AI has resulted in a modern day industrial revolution. 

The life sciences sector has been at the epicentre of these developments – evolving and growing at a remarkable rate. Yet one constant remains – the shortage of talent. With a global talent shortage within the sector, strategic solutions in place to sustainably manage talent pipeline.

Why is there a talent shortage?

This question is not simple to answer. 

The life sciences industry is uniquely positioned with a constant demand for R&D of medicines, treatments, devices and diagnostics. However, technological advancements and innovation mean expertise in data science, digital, maths and engineering are of growing importance. Keeping pace with these evolving expectations is a significant challenge across the sector. Traditionally, and necessarily, it has been an ‘in-person’ industry so can find itself a step behind when fishing in the same talent pool as tech companies.

A myriad of external factors have disrupted the industry, for better or for worse such as:

  • Unprecedented industry growth – recruitment pipelines struggle to match pace with the expanding number of job vacancies, with new business models and a shifting focus into new-found fields of research driving talent demands;
  • Covid-19 – the pandemic created an unprecedented opportunity for pharmaceutical development, but also caused a seismic shift to our working habits with an emphasis now on flexible working patterns, remote working and a higher value placed on policies and perks; 
  • Technological revolution – the emergence of new fields such as MedTech are attracting increasing investment for new medical technologies and devices;
  • Underinvestment in upskilling – with the sector growing each year, there is limited need to make redundancies. However, lack of turnover can cause skills to plateau, widening the talent gap ever further if employers do not look to invest in up-skilling/re-skilling initiatives;
  • Challenges to global mobility – the industry continues to feel the ripple effects of Brexit, which has had an understandably profound impact on global mobility both to and from the UK; and
  • Regulated roles – for good reason, the pharmaceutical industry is heavily regulated. However, with qualification requirements varying globally it can be difficult for those in regulated roles to have a flexible international career. 

Solutions

With so many nuanced challenges it is clear that there is no quick fix. Employers can tailor their approach by adopting various strategies best suited to tackling their unique challenges.

Tapping into the global talent pool

Successful management of a sustainable talent pipeline will rely to a certain extent on the sector’s ability to tap into the global talent pool. A number of routes to entry may be utilised to bring skilled professionals in to the UK. Employers should consider a three-pronged approach to: (i) utilise international recruitment; (ii) improve the international agility of the existing workforce; and (iii) take advantage of the international students coming to the UK for higher education.

A number of UK immigration routes may be harnessed to compete with other countries in order to bring overseas talent to the UK. A Skilled Worker visa is the most used route to fill a wide variety of roles, from biochemists and software developers through to chief executives. However, companies would be wise to explore alternative visas such as:

  • Global talent – to bring leaders in academia or research to the UK, including leaders in the fields of digital technology such as AI;
  • Scale-up worker – designed for those coming to work for a fast-growing UK business;
  • Global mobility – this collection of five visas can be used to improve international agility of the existing workforce; and
  • Student or graduate – with international students more likely to enrol in courses relating to computing, engineering, technology and mathematical sciences, they could play a key role in meeting these demands. 

Recruitment

A number of employers may choose to focus on bringing new talent and skills into their existing workforce. There are a broad range of recruitment strategies to consider.

Increasing the talent pool

  • STEM students – for the last decade 45% of undergraduates have consistently chosen STEM subjects. AI, computer science and engineering courses are also growing in popularity. Companies should engage with universities and students to build relationships at an early stage.
  • Creative employment models – offering project-based contracts may appeal to professionals seeking consultancy work who can bring specialised and sought-after skills. Employers can explore other flexible arrangements such as part-time roles, job sharing, internships or apprenticeships.
  • Target tech professionals – work within life sciences is rewarding with a focus on improving health and quality of life. Organisations can leverage their unique offerings and place an emphasis on their vision for digital transformation when marketing themselves. Embracing a candidate-centric approach will catch the eye of a wider audience.
  • STEM leavers – those with a STEM background who have left work elsewhere could be accessible to employers. The industry may have significantly changed since they stepped away and investing in returners’ programmes could incentivise skilled individuals to re-consider a career in life sciences.
  • Global talent – tactics such as international job board postings, utilising LinkedIn’s job search feature and transparent job adverts detailing immigration support may increase a company’s presence overseas. 

Upgrade recruitment practices

  • Virtual recruitment – whilst not always appropriate, it can be effective to utilise online applications, video interviews and virtual skills-based tasks. With benefits such as reduced costs, wider reach and increased flexibility for interview scheduling.
  • AI tools – employers should be mindful of the legal considerations, however if used correctly and fairly, algorithms can be used as a first stage to screen applications and CVs and identify the most suitable individuals based on a predetermined set of criteria. Automation can also improve a candidate’s recruitment experience, for example automated communications to schedule interviews or to answer FAQs.
  • Open minded hiring – changing hiring practices to focus on skills rather than traditional qualifications can help to recruit the right talent. Employers should also consider the value in transferable skills that candidates can bring from other fields.

Competitive compensation

  • Salary – with candidates in high-demand, salaries are increasing in the sector. Competitive pay signals to prospective candidates that a company is willing to invest in talent and values its employees. The cost of living crisis has also placed increased emphasis on the importance of financial security and stability.
  • Soft’ benefits – employees have come to expect comprehensive benefits, such as private health insurance and family friendly leave policies. Employers stand out by offering benefits such as unlimited holiday, flexible working, stock options and bonuses, unique professional development opportunities, relocation assistance and innovative working environment.

Develop and engage

With external talent in high demand and no time to lose, many companies choose to look internally at what can be done to motivate, inspire and upskill their existing workforce.

  • Upskilling – training sessions, workshops and courses can encourage employees to obtain new job-related skills and knowledge. Some employers may choose to make participation in certain curricula compulsory for those in certain roles and/or at certain levels of seniority.
  • Funded learning – new qualifications or part-time courses may be offered in an attempt to train employees for roles which are inherently difficult to fill. 
  • Mentorship – informal coaching can guide staff and foster peer-to-peer learning. 
  • Internal mobility – mobilising the existing workforce can help secure the right skills at the right place at the right time. Internal job postings facilitating cross-country collaboration and supporting overseas employees to undertake international secondments are all viable options to explore.

Retention

Skilled professionals are leaving the industry at a time when they are needed most. Companies will be searching for ways to reduce turnover and retain their valued employees.

  • Improved engagement – investing in technologies can improve engagement, such as learning and development platforms or recognition schemes. Employee engagement surveys may help employers to simply understand what employees want from their workplace as a crucial starting point.
  • Policies and benefits – bonuses, recognition programmes and merit increases may maintain employee loyalty. Simple initiatives such as social events or mentoring schemes may also bring added value to employees’ day-to-day work lives.
  • Culture – an environment that values employee input, encourages participation in decision making and promotes collaboration can enhance engagement. Recognising and rewarding achievements can empower employees to give back to the organisation.

Practical and legal considerations for employers

Strategising solutions is just one piece of the puzzle. Employment and global mobility specialists should be engaged early on in the process, to guide employers through the multitude of risks, challenges and considerations which may arise in the implementation of their chosen activities, be they legal, tax, regulatory, practical or operational.

Working remotely

Not having eyes on employees can make it harder to track productivity and performance. From a legal standpoint, employers may seek to combat this in part by monitoring their workforce. However, without a suite of robust data protection and monitoring policies in place, employers may find themselves facing reprimand for an invasion of privacy by data protection or employment law authorities. 

Remote working is heavily reliant on the effective use of technology. Ensuring that employees have access to the necessary equipment, such as a laptop or mobile device, is crucial. Security concerns, however, may pose a real risk to employers. Therefore companies should ensure they have robust secure remote access networks in place with mandatory security and compliance training for employees. 

Employers also continue to be responsible for an employee’s health and safety at work, even when they are remote working. A remote working policy can help employees to understand their roles and responsibilities and where they can seek employer support. 

Developing an overseas workforce

Employers will have to turn their minds to various challenges, from practical matters, such as overcoming time differences and potential language barriers, to legal issues such as employment status, tax implications and which jurisdiction’s laws should govern their contract. 

An employer should seek local advice as employment laws are mandatory but can vary substantially across different jurisdictions. Getting it wrong can be an expensive mistake. Pharmaceutical and biotech companies will also want to ensure their valuable business and research interests are adequately protected through carefully drafted intellectual property, confidentiality and restrictive covenant provisions. 

Flexible employment models 

Alternative working relationship models such as internships, graduate schemes or project based contracts require careful consideration to protect against any employment law risk.

For example, paid interns may be considered to be workers or employees if they are contributing to work output within the organisation and not simply shadowing and observing for the primary purpose of learning. Companies may require assistance in calculating holiday entitlement for job-sharers and part-time workers. Any consultancy arrangements should also be subjected to legal advice, to confirm that the skilled individuals are genuinely self-employed after conducting a detailed analysis of the nature of the working relationship between the parties. 

Embracing technology

Although platforms such a ChatGPT are becoming household names, the regulatory and legal landscape around their use is lagging behind. Employers should be alive to the potential legal issues that may arise and how they can manage the risks of using AI. 

For example, relying too heavily on AI tools for recruitment and application screening may put an employer at risk of discrimination claims. AI is trained on data sets with inherent prejudices and biases hidden within them. Ill-thought-out predetermined criteria may also exclude greater numbers of individuals with a particular protected characteristic. Employers can protect against discrimination risk by ensuring that a human reviewer is involved at all stages of the recruitment process. 

Looking to the future

The absence of one single cause to blame for the talent gap is certainly creating complexity for HR professionals within the sector. There is no quick fix. From utilising immigration routes, to embracing digital recruitment tools or investing in training and re-skilling, employers can build a strategy suited to their individual needs. However, the benefits of curating a bespoke set of solutions to compete for global talent are hugely exciting and potentially transformative for the sector.

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