Talent in the life sciences sector series: Introduction to the hiring dilemma (Part 1/5)

This article is the first in our Spotlight on: Talent in the life sciences sector series.

Following our article on Talent trends and solutions for the life sciences sector, published as part of our Biotech Review of the Year - Issue 12 publication earlier this year, we have produced a five part article series which explores the reasons for the continued shortage of talent within the life sciences sector and strategies for addressing this challenge.

It is important that the industry tackles these challenges now by putting strategic solutions in place to effectively manage their talent pipeline.

How, where and when we work has transformed over the last few years. The urgent need to respond to 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. And yet one constant remains – the shortage of talent.

As we discuss in this upcoming article series, for many reasons securing people with the right skills is not getting any easier. It is a moving feast – as technology transforms the workplace so the need for particular skills evolves with new roles and job types being created. 

It is important that the industry tackles these challenges now by putting strategic solutions in place to effectively manage their talent pipeline. Otherwise, the skills gap is only predicted to widen as the pharmaceutical landscape continues to evolve and grow at a rapid pace. This is by no means a UK-centric challenge. With a global talent shortage within the life sciences sector, the UK must continue to invest in the people working behind the scenes on life-transforming treatments and medicines in order to remain globally competitive.

The question as to why there is a talent shortage is not simple to answer. A myriad of external factors have disrupted the industry, for better or for worse. COVID-19 created an unprecedented opportunity for pharmaceutical development. On the other hand, the pandemic has altered our work-life priorities with an increased emphasis on flexibility, home working and ‘soft’ benefits.

Keeping pace with these evolving expectations is a significant challenge for employers across the life sciences sector. Traditionally, and necessarily, it has been an ‘in-person’ based industry and so can find itself a step behind when fishing in the same talent pool as tech companies.

The industry also continues to feel the ripple effects of Brexit. Although possible, there are now barriers and challenges to global mobility within the sector, whether that be recruiting from overseas or simply managing the international agility of an existing workforce. 

Tackling the talent shortage requires collaboration at all levels, with the Government, sector and individual employers each playing their part. There is no quick fix, but this article series seeks to guide employers through the various practical, legal and regulatory considerations which arise when thinking about strategies and solutions for the effective recruitment, engagement and retention of employees.

Over the course of this article series, we suggest what may be done to increase the talent pool, expand the skill portfolio of an existing workforce and retain valued employees in this competitive market. From utilising immigration routes or international remote working policies, to embracing digital recruitment tools or investing in training and re-skilling, employers can build a bespoke strategy that is suited to their individual needs.

The second article in our series will discuss and unpick the many reasons why the life sciences sector is facing a skills gap.

For more information on how we can support you to support your employees, please contact Manon Rattle or another member of the Employment Team.