Through 2025, the landscape of laboratory practices and technologies is continuing to evolve rapidly. Driven by the need for greater efficiency, accuracy, and sustainability, innovations in lab technologies, processes and practices are reshaping the way scientists conduct research, develop new products, and ensure quality control.
Trends that&rsquo;ll shape the future of laboratories over the coming months and years have emerged, highlighting the transformative impact of automation, digitalisation, sustainable practices, personalised medicine, and genomics. Each one offers unique opportunities to enhance laboratory operations, drive scientific discoveries, and contribute to a more sustainable and personalised approach to science and healthcare.
Here we discuss five of the most impactful Laboratory Trends in 2025, and delve into insights from <a href="https://www.srgtalent.com/blog/lab-leader-vision-2025-the-impact-of-technology-on-laboratory-innovation">Synergy by SRG&rsquo;s Lab Leader Vision 2025 report</a> to find out what lab leaders have told us about what&rsquo;s making an impact in their working environments and workforces.
<h2>Automation and Robotics: Simplifying Complex Processes</h2>
Automation and robotics are revolutionising laboratory workflows. Automated systems increase efficiency, can help to reduce human error, and have the potential to enable high-throughput screening.
For example, robotic arms and automated pipetting systems are becoming commonplace, allowing for precise and repeatable processes. Laboratories are integrating AI-driven robots capable of handling complex tasks, from sample preparation to data analysis. This not only enables more precise operations but also allows scientists to focus on more intricate research and important tasks that can potentially have huge influences on the science of the future.
<h2>Digitalisation and Data Management: Harnessing the Power of Big Data</h2>
The digitalisation of laboratory processes is transforming how data is collected, stored, and analysed. Many laboratories are adopting advanced Laboratory Information Management Systems (LIMS) that streamline data management, enhance collaboration, and ensure regulatory compliance.
These systems facilitate real-time data sharing and integration with other digital platforms, making it easier to track projects, manage inventories, and analyse results. The use of big data analytics provides deeper insights and accelerates scientific discoveries, and its importance will continue to grow as technologies develop further.
<h2>Sustainable Practices: Eco-friendly Solutions for Laboratories</h2>
Sustainability is becoming a top priority in laboratory management, and for the people at the heart of the way labs operate and produce their outcomes. Increasingly, laboratories are implementing green practices and using eco-friendly materials in order to reduce energy consumption and minimise waste. &nbsp;
Technological innovations are again key to this; energy-efficient equipment, waste recycling systems, and water conservation technologies are gaining traction. What&rsquo;s more, sustainable practices not only benefit the environment but also reduce operational costs and improve laboratory safety.
<h2>Personalised Medicine and Genomics: Tailoring Treatments to Individual Patients</h2>
Advances in genomics and personalised medicine are transforming healthcare laboratories. The ability to sequence genomes quickly and accurately has opened new avenues for understanding diseases at a molecular level.
Many laboratories are focusing on developing targeted therapies based on individual genetic profiles. This trend is leading them to discover more effective treatments with fewer side effects, revolutionising patient care and enabling personalised health solutions.
<h2>Remote and Virtual Laboratories: Expanding Access to Laboratory Resources</h2>
The rise of remote and virtual laboratories is making laboratory access more flexible and widespread. Virtual labs utilise cloud-based platforms to simulate experiments, allowing researchers to conduct studies without physical constraints.
Remote labs enable collaboration across geographical boundaries, making it easier for scientists to share resources and expertise. This trend is having a widespread impact on educational institutions and research organisations around the world, fostering global collaboration and innovation.
<h2>Lab Leader's Vision Survey 2025: What lab leaders told us</h2>
Lab Leaders are facing a variety of significant challenges and changes in the day-to-day operation of their laboratories.
To better understand these challenges and what can be done to address them and discover trends they have identified in their world and way of working,&nbsp;<a href="https://www.srgtalent.com/blog/lab-leader-vision-2025-the-impact-of-technology-on-laboratory-innovation">Synergy by SRG surveyed over 1,000 laboratory leaders&nbsp;</a>for their insights into current concerns and future expectations.
From these insights, the following key trends emerged:
<h3>People Proposition:</h3>
Staff Retention and Attraction: A significant concern for lab leaders is retaining and attracting skilled staff. 70% of lab leaders are worried about staff retention, and 60% are concerned about talent acquisition. This trend highlights the importance of developing strategies to keep existing employees engaged and attract new talent.
Skills and Expertise Gap: 78% of lab leaders are concerned about the skills and expertise gap, and 95% believe that prioritising upskilling is crucial for lab innovation. This indicates a growing need for continuous training and development to bridge the skills gap and ensure labs remain competitive.
<h3>Continuous Improvement:</h3>
Efficiency and Operational Challenges: 73% of lab leaders are concerned about lab efficiency, and 60% are worried about their ability to problem-solve. Continuous improvement strategies are essential to address these concerns and optimise lab operations.
Workflow Optimisation: 55% of lab leaders consider workflow optimisation critical for driving innovation. This trend emphasises the need to streamline processes and reduce manual tasks to improve efficiency.
<h3>Technology Transformation:</h3>
Automation and Digitisation: 75% of lab leaders view automation as important to innovation, with 28% considering it critical. However, 57% are concerned about the role and influence of digitisation. This trend highlights the potential benefits of technology in labs while also acknowledging the challenges of integrating new technologies.
<h3>Employee Value Proposition (EVP):</h3>
Attracting and Retaining Talent: A strong EVP is central to attracting, developing, and retaining the best people. Lab leaders need to create an environment that encourages employees to stay and grow within the organisation.
<h3><span style="font-size: 11.0pt; line-height: 107%; font-family: 'Aptos',sans-serif; mso-ascii-theme-font: minor-latin; mso-fareast-font-family: Aptos; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin; mso-bidi-font-family: 'Times New Roman'; mso-bidi-theme-font: minor-bidi; mso-ansi-language: EN-GB; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;"><a href="https://www.srgtalent.com/lab-leader-vision-2025" target="_blank" rel="noreferrer noopener">For further insights and in-depth commentary on today's laboratory landscape, click here to request the full &lsquo;LAB LEADER VISION 2025&rsquo; report.<img src="data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAAAXNSR0IArs4c6QAAAARnQU1BAACxjwv8YQUAAAAJcEhZcwAADsMAAA7DAcdvqGQAAAANSURBVBhXY2BgYGAAAAAFAAGKM+MAAAAAAElFTkSuQmCC" alt="Shape"></a>&nbsp;</h3>

Discover some of the top laboratory trends to emerge in 2025, plus insights from Lab Leaders who are experiencing the lab landscape’s rapid evolution. 

Exploring Top Laboratory Trends in 2025

Artificial intelligence is revolutionising the pharmaceutical industry and the way laboratories and their people operate. In particular, AI is having a growing impact on drug discovery and development, helping labs to divert away from traditional, often time-consuming, costly and potentially problematic traditional processes.
Leveraging advanced computational techniques and technology, to analyse data, predict outcomes and optimise clinical trials, the integration of artificial intelligence requires a transformative approach. However, it is one that has the power and potential to accelerate drug discovery and development and therefore help us to treat illness and disease more effectively and efficiently.
Here are a few important ways AI is reshaping this critical field.
<h2>Accelerating Drug Screening and Design</h2>
AI algorithms, especially those based on machine learning and deep learning, can analyse vast datasets to identify potential drug candidates. High-throughput screening, which traditionally required significant time and resources, can now be performed more efficiently. AI models can predict the properties of new compounds, optimise their structures, and even design novel molecules with desired biological activities.
AI-driven drug design often involves techniques such as&nbsp;virtual screening&nbsp;and&nbsp;de novo design. Virtual screening uses AI to sift through large libraries of chemical compounds, identifying those most likely to bind to a target protein. De novo design, on the other hand, involves creating new molecules from scratch, tailored to fit specific biological targets.
<h2>Enhancing Predictive Modelling</h2>
Predictive modelling is crucial in assessing the efficacy and safety of drug candidates. AI can analyse complex biological and chemical data to forecast how a drug will interact with the human body. Such predictions can be vital for identifying potential side effects and interactions, which can reduce the risk of failures later in the drug development journey, and of course ensure the safety of candidates.
AI models use&nbsp;multiomics data&nbsp;(genomic, proteomic, metabolomic) to understand the intricate biological pathways involved in disease. By integrating this data, AI can predict how a drug will affect these pathways, providing insights into its therapeutic potential and safety profile. Additionally, AI can simulate clinical trials using&nbsp;synthetic control arms&nbsp;and&nbsp;digital twins, which mimic real-world patient data to predict trial outcomes without the need for extensive human testing.
<h2>Streamlining Clinical Trials</h2>
Clinical trials are a critical phase in drug development. However, such trials can be challenged by high costs and lengthy durations. Artificial intelligence can streamline this process by identifying suitable participants, predicting trial outcomes, and monitoring patient responses in real-time. This not only accelerates the trial process but also enhances the accuracy and reliability of the results.
AI can analyse&nbsp;electronic health records&nbsp;to identify patients who meet specific criteria for a trial, ensuring a more targeted and efficient recruitment process. During trials, real-time data monitoring, the detection of adverse reactions and adjusting protocols as needed can help to optimise trial design, using adaptive strategies to modify the trial based on interim results, thus improving the chances of success.
<h2>Advancing Personalised Medicine</h2>
One of the most promising applications of AI in drug development is personalised medicine. By analysing individual patient data, including genetic information, lifestyle, and medical history, Artificial Intelligence can help develop tailored treatment plans. This ensures that patients receive the most effective therapies based on their unique profiles, improving treatment outcomes and reducing adverse effects.
AI-driven personalised medicine involves&nbsp;precision targeting&nbsp;of therapies based on genetic markers. For example, artificial intelligence can identify specific mutations in cancer cells that can be targeted by new drugs, leading to more effective treatments with fewer side effects. Additionally, AI can predict how different patients will respond to a drug, allowing for the customisation of dosages and treatment timetables.
<h2>Integrating and Analysing Diverse Data</h2>
Artificial intelligence excels at integrating and analysing diverse datasets from various sources, such as genomic data, clinical records, and scientific literature. This comprehensive analysis provides deeper insights into disease mechanisms and identifies novel therapeutic targets. AI-driven data integration is paving the way for more informed and effective drug discovery.
AI uses&nbsp;network-based approaches&nbsp;to analyse data from multiple sources, identifying connections between genes, proteins, and metabolic pathways. This holistic view helps researchers understand the underlying mechanisms of diseases and identify key targets for intervention. It can also mine scientific literature to uncover previously overlooked insights, accelerating the discovery of new drug candidates.
<h2>Challenges and Future Directions</h2>
Despite its transformative potential, the implementation of AI in drug discovery and development is not without challenges. High-quality data is essential for training accurate AI models, and there are ethical considerations regarding data privacy and security. Additionally, there is potential for AI models to biased if trained on unrepresentative datasets, leading to less generalised results.
To fully realise the benefits of artificial intelligence, ongoing research and collaboration between AI experts and pharmaceutical scientists are crucial. According to findings from <a href="https://www.srgtalent.com/synergy-scientific-solutions">Synergy by SRG</a>&rsquo;s Lab Leader Vision Survey, <a href="https://www.srgtalent.com/blog/lab-leader-vision-2025-the-impact-of-technology-on-laboratory-innovation">the impact of technologies in laboratories is already being embraced</a>, with many viewing AI, automation and robotics as important to the future of labs and their outputs.

With Artificial Intelligence developing at pace, there is huge potential for AI to positively impact Drug Discovery and Development. 

What role does AI have in the future of Drug Discovery and Development?

Whether you’re a Clinical Research Associate (CRA), Clinical Trial Manager (CTM), or aspiring to step into a new role, these tailored tips will help you succeed in your job search and land your dream role in the clinical space in the life sciences field.

Your Clinical and Life Sciences Career: Tips & Tricks to Land the Perfect Opportunity

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Lab leaders are having to respond to, and work with, the growing impact of technology on lab environments, their projects and processes, their people and their roles. Automation and digitisation in particular, driven by Artificial Intelligence and robotics, is changing the game in labs, helping to drive efficiency, innovation and results. &nbsp;
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Many lab leaders, according to the <a href="https://www.srgtalent.com/lab-leader-vision-2025" target="_blank" rel="noreferrer noopener">Lab Leader Vision 2025 report</a>, based on a survey of 1,000 laboratory leaders in the UK by Functional Service Provider (FSP) and industry-leading life science &amp; clinical talent specialists <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noreferrer noopener">Synergy by SRG,</a> are embracing this technological revolution. However, there are some concerns over the rapidly increasing role and influence of tech too.&nbsp;
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<h2 lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="2">The role and evolution of technology in Laboratories&nbsp;</h2>
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With technology driving change across all industries, helping to improve efficiency, functionality, performance and support human skills, whilst also reducing errors and costs, it is unsurprising that the role of tech in laboratories is growing and evolving at pace.&nbsp;&nbsp;
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In laboratory environments, technology has always been a vital component of lab innovation, input and output, helping to streamline processes, improve data discovery, integrity and accuracy, and enable continued improvement across the project lifecycle.&nbsp;&nbsp;
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Recently however, tech is having an even bigger impact in labs due to the rapid development and implementation of automation and digitisation &ndash; largely driven by the power and potential of Artificial Intelligence and robotics.&nbsp;&nbsp;
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Machines can now take the strain of various roles, allowing humans to divert their own resources and skills to other more important tasks. This is a powerful combination, helping to push innovations through at a greater pace, and with increased reliability too.&nbsp;
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<h2 role="heading" aria-level="2">Embracing Automation and Digitisation in Laboratories&nbsp;&nbsp;</h2>
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Technology&rsquo;s role in laboratories will continue to grow as technologies and their uses evolve. But, despite the growing influence of tech, it remains true that there is no replacement for people with knowledge and experience to focus on higher-value activities. &nbsp;
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The need for some routine roles may diminish in future, but we will likely see the emergence of new roles that require domain expertise coupled with proficiency in managing and interpreting advanced technologies. &nbsp;
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According to the findings from <a href="https://www.srgtalent.com/lab-leader-vision-2025" target="_blank" rel="noreferrer noopener">Synergy by SRG&rsquo;s Lab Leader Vision survey,</a> many laboratory leaders are already embracing the technological evolution, and with 75% of leaders we asked telling us that they view automation as important to lab innovation (plus 28% viewing it as critical), the trend looks set to continue.&nbsp;&nbsp;
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However, there is evidence that not everyone is fully-engaged with the growing influence of technology in labs &ndash; not just yet at least. 57% of lab leaders asked also highlighted concerns around the role and influence of digitisation, suggesting that the journey to the technologically advanced future is still one to embark on carefully.&nbsp;
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<h2 role="heading" aria-level="2">Leveraging expertise to implement technology in laboratories<span data-ccp-props="{&quot;134233117&quot;:false,&quot;134233118&quot;:false,&quot;134245418&quot;:true,&quot;134245529&quot;:true,&quot;201341983&quot;:0,&quot;335551550&quot;:1,&quot;335551620&quot;:1,&quot;335559685&quot;:0,&quot;335559737&quot;:0,&quot;335559738&quot;:160,&quot;335559739&quot;:80,&quot;335559740&quot;:279}">&nbsp;</h2>
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Responding to lab leaders&rsquo; thoughts on the growing influence of technology in laboratories, and in particular the presence of AI and robotics-powered automation and digitisation, Synergy by SRG &ndash; via the <a href="https://www.impellamprojectservices.com/" target="_blank" rel="noreferrer noopener">technology and engineering experts of Impellam Project Services</a> &ndash; have offered insight into how labs can benefit from the power of tech.&nbsp;&nbsp;
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Working in partnership, Synergy by SRG and Impellam Project Services provide expertise to drive digital transformation and close capability gaps quickly. Whether it&rsquo;s advisory, one-off project delivery, or longer-term service delivery, our experts are ready to go above and beyond the brief.&nbsp;&nbsp;
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As the impact of tech looks set to accelerate and grow to unprecedented levels, with Artificial Intelligence in particular revolutionising business across all industries, intelligent automation and advanced analytics are enabling streamlined processes, uncovering new opportunities, and enhancing competitive advantage.&nbsp;&nbsp;
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Recognising this transformative power, we offer tailored solutions that connect clients to this fast-moving world, driving innovation and progress.&nbsp;
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Discussing the potential of embracing and implementing technologies in laboratory environments, Matt Morton &ndash; Director of Technology Programmes at Impellam Project Services &ndash; said:&nbsp;&nbsp;
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&ldquo;For lab leaders seeking to implement cutting-edge technology and achieve output-driven results, we provide the technology expertise to make it happen. Our agile, delivery-based approach ensures you can access the precise tech skillsets required to integrate advanced solutions seamlessly into your lab. From advisory and strategising technology implementations to executing tailored solutions, we empower you to harness technology effectively and unlock measurable impact without disrupting your core operations.&rdquo;&nbsp;
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<a href="https://www.srgtalent.com/lab-leader-vision-2025" target="_blank" rel="noreferrer noopener">For further insights and in-depth commentary on today's laboratory landscape, click here to request the full &lsquo;LAB LEADER VISION 2025&rsquo; report.<img src="data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAEAAAABCAYAAAAfFcSJAAAAAXNSR0IArs4c6QAAAARnQU1BAACxjwv8YQUAAAAJcEhZcwAADsMAAA7DAcdvqGQAAAANSURBVBhXY2BgYGAAAAAFAAGKM+MAAAAAAElFTkSuQmCC" alt="Shape"></a>&nbsp;
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<h2 role="heading" aria-level="3">About Synergy - Functional Service Provider (FSP)&nbsp;</h2>
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<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noreferrer noopener">Synergy</a> provides a flexible FSP model, deploying and integrating expert teams to deliver core Lab Activities across the pharmaceutical, biotech, FMCG, chemical, clinical research, biopharma, and sensory industries.  &nbsp;
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<a href="https://www.srgtalent.com/" target="_blank" rel="noreferrer noopener">Powered by SRG</a>, we take a collaborative approach to delivering fundamental core scientific activities, working closely and directly with your team to understand existing processes and infrastructure, identify areas to improve operational efficiencies and innovation, and support business continuity and continued improvement. All whilst allowing your people to focus on what&rsquo;s most important &ndash; your core strategic science and projects. 
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According to the Lab Leader Vision 2025 report, many lab leaders are embracing the growing role and influence of tech, automation and digitisation in laboratories.

Lab Leader Vision 2025: The Impact of Technology on Laboratory Innovation

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In her role as Synergy by SRG&rsquo;s Director of Scientific Services, Carol Jennings has established herself as a revered, highly-respected and hugely successful member of our team &ndash; and as an inspirational Woman in Leadership. &nbsp;
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In this blog, Carol tells us about her personal career journey and what has influenced her route so far, and offers her thoughts, insights and advice on what makes a great leader.&nbsp;
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<h2 lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="2">Carol, tell us a bit about your career journey to where you are today&nbsp;</h2>
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Well, I originally wanted to become a Clinical Psychologist. Unfortunately, I didn&rsquo;t put the work into my A levels, and I bombed them. That brought me down to earth with a resounding thud. &nbsp;
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Whilst retaking my A levels, I got a temporary job with Merck Sharpe and Dohme, and I was very lucky at a young age to be involved with several research programmes. This job really taught me several things &ndash; firstly that I really enjoyed being in a lab; secondly that I am someone who learns best while &lsquo;doing&rsquo;; and thirdly that you can&rsquo;t coast along and get the results you want.&nbsp;This experience inspired me to do a part time degree whilst working and I spent the best part of 20 happy years as a research scientist. &nbsp;
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I thought I&rsquo;d always be a scientist, but life sometimes throws you a curveball and in 2008 when GSK decided to cut their Neuroscience programme, I found myself thinking about my future career and this is when I went into operations. I struggled at first being away from the bench but continued to learn so many new things and I&rsquo;m lucky that I&rsquo;ve worked in a number of positions in which I&rsquo;ve been able to develop as a manager and leader.&nbsp;
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<h2 lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="2">Where did your passion for science and recruitment stem from?&nbsp;</h2>
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I&rsquo;m not sure where it all started really, if I am being honest! I was always more interested in the sciences than anything else at school and always liked learning new things, so that had an influence for sure. &nbsp;
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I think I&rsquo;m just fascinated with how things work &ndash; my partner calls me the data collector! The thing about science is that the field is so vast, and we don&rsquo;t know everything there is to know,&nbsp;so staying engaged, driven and excited is easy as there is always more to learn.&nbsp;
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<h2 lang="EN-GB" xml:lang="EN-GB">What part of your role as&nbsp;Director of Scientific Services &ndash; Synergy by SRG&nbsp;excites and drives you the most?&nbsp;</h2>
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Probably the people side more than anything; working with great people and seeing people develop and grow. &nbsp;
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I&rsquo;ve been lucky to have had some truly inspirational people in my teams over the years, some of whom have overcome huge adversity in their lives. As I&rsquo;ve trodden (and still treading) a career path in science, it&rsquo;s amazing to see others going on that same journey and thriving whilst doing so.&nbsp;
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<h2 lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="2">Who or what has influenced you most during your career journey so far?&nbsp;</h2>
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When I left GSK because they had taken the decision to refocus on disease areas away from Neuroscience I was devastated. I don&rsquo;t think anyone in the team I worked with really felt like it was a job, everyone just wanted to make a difference and so when it ended it was like the world had fallen in around me.&nbsp;
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I couldn&rsquo;t see a future after that experience,&nbsp;but the one thing about working in science is that you learn very quickly that change happens whether you like it or not and that you might as well embrace it. &nbsp;
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In my case it took me a while, but my first job in operations as a lab manager made me realise &ndash; amongst many other things &ndash; that you could hugely impact science even if you weren&rsquo;t at the bench. &nbsp;
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I&rsquo;m also incredibly lucky to have worked for and with some fantastic people over the years, people that I&rsquo;ve enjoyed spending time with, respected and learned a lot from.&nbsp;
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<h2 lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="2">What drives and motivates you in your leadership role?&nbsp;</h2>
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Making an impact really motivates me, whether it&rsquo;s working with new customers, evolving services for existing customers or seeing people develop. Really, anything in which you can see something or someone growing and becoming better is motivating and inspiring for me.&nbsp;
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<h2 lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="2">How do you balance the demands of your professional and personal life?&nbsp;</h2>
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Not being afraid of an early morning or a late evening is a big help! &nbsp;
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I have horses and dogs&nbsp;who love routine, so that keeps me on time and to task. Luckily my partner is based at home too and shares all the &lsquo;housework&rsquo;, so we just ensure we coordinate diaries. &nbsp;
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I&rsquo;ve always found that finding balance in work or life helps to find a balance in the other too.&nbsp;
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And I put a big emphasis on ensuring I take breaks when needed, to breathe and find some perspective when things get hectic. A particularly challenging meeting at work is soon put into perspective by some fresh air and exercise; conversely the same fresh air and exercise sets you up for the next piece of work!&nbsp;
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<h2 lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="2">What do you think is key to inspiring and influencing teams and colleagues around you?&nbsp;</h2>
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Being passionate and firmly believing in what you do rubs off on the team and inspires others to do and be the same. &nbsp;
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Always being supportive to the people around you is vital; as is wanting others to succeed in all that they do. If it&rsquo;s important to them, it should be important to you.&nbsp;
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We&rsquo;ve recently introduced more of a coaching style into our management tools, and this has really resonated as coaching can really influence your team and their ways of working.&nbsp;
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<h2 lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="2">What advice would you give to fellow Women in Leadership and females who aspire be one?&nbsp;</h2>
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Ensure you involve and listen to your team; believe in yourself and your beliefs, always; and be prepared to&nbsp;know that you won&rsquo;t always get it right and own your mistakes. &nbsp;
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Honesty and integrity count for a lot in all aspects of life, but as a leader it is vital. If you expect others to act with honesty and integrity, you must lead by example. &nbsp;
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I&rsquo;d also say take your time, make the move when you&rsquo;re ready and don&rsquo;t feel pressured.&nbsp;
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<h2 lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="2">What do you believe are the most important qualities for a successful leader?&nbsp;</h2>
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Being yourself and not being afraid to not always have the answer. &nbsp;
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One very successful leader I know once admitted to me that they weren&rsquo;t sure they could do the job. Some people may think this a weakness but to me it just showed this person was just human. Their questioning of their own ability was actually due to their strong desire to make a positive impact &ndash; basically because they cared deeply about making a difference.&nbsp;
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I think this is crucial; it is so important that you care about what you do and your team.&nbsp;
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<h2 lang="EN-GB" role="heading" xml:lang="EN-GB" aria-level="2">This year&rsquo;s <a href="https://www.internationalwomensday.com/Theme#:~:text=LOGO%20USE%20COLLABORATIONS-,IWD%202025%20campaign%20theme%20is%20'Accelerate%20Action',March%208%20to%20help%20%23AccelerateAction." target="_blank" rel="noreferrer noopener">International Women&rsquo;s Day theme</a> is #AccelerateAction. What does this mean to you?&nbsp;</h2>
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To me this is all about&nbsp;making positive progress forwards in the journey to finding true equality, and we all have a part to play in it. &nbsp;
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<h2 lang="EN-GB" xml:lang="EN-GB">Finally, can you share a memorable experience or achievement from your career that has significantly impacted your approach to leadership?&nbsp;</h2>
I once had an opportunity toa apply for a senior global role and was actively encouraged to apply. At that time,&nbsp;I&rsquo;d just been through a restructure, and I had a very good Manager who I really liked so decided not to apply out of loyalty to them. I was then told that&nbsp;&lsquo;loyalty gets you nowhere&rsquo;. &nbsp;
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I often think about that because I am absolutely sure that had I got that role at that time I wouldn&rsquo;t have been very good at it. So going with my gut at that time was for me the right decision. &nbsp;
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I believe that if you can&rsquo;t believe in yourself, you can&rsquo;t expect others to believe in you as a leader. And believing in myself and my own decisions proved extremely valuable.
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We put the spotlight on Carol Jennings, Director of Scientific Services – Synergy by SRG, to hear about the career journey of one of our inspirational Women in Leadership. 

Women in Leadership at SRG: Carol Jennings’ Story 

Lab leaders are under increasing pressure to boost efficiency and drive higher value strategic science throughout 2025 and beyond, meaning that it is imperative for them to get the most, and very best, out of their lab environment and the people within it.
<a>However, according to the </a><a href="https://www.srgtalent.com/lab-leader-vision-2025">Lab Leader Vision 2025 report</a>, based on a survey of 1,000 laboratory leaders in the UK by Functional Service Provider (FSP) and industry-leading life science &amp; clinical talent specialists&nbsp;<a href="https://www.srgtalent.com/synergy-scientific-solutions">Synergy by SRG</a>, there are growing efficiency and operational challenges to contend with.
<h2>Efficiency and Operational Challenges in Laboratories</h2>
The best, highest-performing laboratories, lab leaders and lab teams are ones that are efficient in everything they do and the way they operate.
And for a lab to be at its most efficient in its operations, to drive high-value strategic science, several factors and potential challenges must be identified and their impacts considered and addressed.
Be it a lab team&rsquo;s lack of skills, expertise and experience; struggles to attract, hire and retain talent; or the pressures of projects, their tight deadlines and high demands, any issues and problems within a lab environment have the potential and power to impact its operational efficiency.
But whilst there is an awareness of such problems and challenges, and of the need to tackle them, many lab leaders are concerned about their possible implications.
73% of lab leaders we asked worry about lab efficiency and what could impact it, with 60% also concerned about their potential to problem solve. This highlights an increase in the level of concern since 2022, when our survey revealed that 50% of lab leaders asked were worried about problem solving.
Additionally, 23% of lab leaders are showing concern beyond their current state-of-play, telling us that operational efficiency will be their biggest challenge in 2025. This suggests that plenty of problem-solving work is to be done, now and into the future.
<h2>Workflow Optimisation in Laboratories</h2>
For a lab to be at its most efficient, the way it operates needs to be optimised to its full potential.
Whether it&rsquo;s optimising a team&rsquo;s performance by making the most of their skills, expertise and time; using and optimising software and technology for specific projects; or ensuring that strategies are optimised to meet the objectives of organisations, their projects and their requirements.
In a laboratory environment, optimising workflows has always been a key component of achieving optimal results. Responding to our survey, 55% of current lab leaders asked supported this view, stating that workflow optimisation is &lsquo;critical&rsquo; to them for driving innovation.
This correlates with the opinion of 49% of leaders asked, who highlighted that manual processes take up most time in their labs and require optimising to make them more efficient.
<h2>The Power of Driving Continuous Improvement in Lab Environments</h2>
Responding to lab leaders&rsquo; thoughts and concerns regarding operational efficiencies in laboratories and how to address them, Synergy by SRG &ndash; utilising the expertise and experience-led insight of the Synergy team &ndash; have spotlighted the importance of Continuous Improvement in lab environments in the <a href="https://www.srgtalent.com/lab-leader-vision-2025" target="_blank" rel="noopener">Lab Leader Vision 2025 report</a>.
Continuous Improvement (CI) is built upon analysing and optimising processes and their outputs, with a focus on identifying, prioritising and actioning changes required for optimisation over time.
In a laboratory environment, CI usually involves understanding existing processes and potential opportunities to improve them, the way a lab functions and how to continue developing the skills and knowledge of its people. It is key to enabling optimal operational and workflow efficiency, cost saving and problem solving.
However, for Continuous Improvement to be effective, it requires strategies built on objectives that often rely on the experience, expertise and insights of lab leaders and key stakeholders &ndash; something that isn&rsquo;t always easy to achieve, as it can mean taking such expertise away from important day-to-day tasks. In fact, 55% of lab leaders told us that Continuous Improvement, the work involved in CI and how to implement it is a real concern.
When we consider how important CI is to lab efficiency, and that 100% of lab leaders we asked emphasised the importance of increasing lab efficiency, it is vital to get it right.
And this is why the team at Synergy &ndash; <a href="https://www.srgtalent.com/blog/synergy-scientific-services-showcasing-the-power-of-continuous-improvement">understanding the power of Continuous Improvement</a> &ndash; weave it into everything they do; providing expert support and taking care of operational efficiency improvements on behalf of clients, leaving them free to concentrate on their other priorities.
Discussing the potential of CI in labs, and of implementing effective CI training within laboratory teams, Carly Gorman &ndash; CI &amp; Quality Manager at Synergy &ndash; said:
&ldquo;At Synergy we provide CI training of varying levels to our onsite teams. This investment in people equips them with tools and techniques to improve processes&hellip; and empowers them in giving autonomy in the day-to-day unregulated processes and trends towards a more positive &lsquo;can do&rsquo; working culture.
&ldquo;For clients, this not only has benefits for the completed project and improved process efficiencies (better quality, KPIs met, less time or less cost) but also for long term, embedded positive changes on site.&rdquo;
<a href="https://www.srgtalent.com/lab-leader-vision-2025">For further insights and in-depth commentary on today's laboratory landscape, click here to request the full &lsquo;LAB LEADER VISION&nbsp;2025&rsquo;&nbsp;report.</a>
<div align="center"><hr align="center" size="2" width="100%"></div>
<h3>About Synergy - Functional Service Provider (FSP)</h3>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy</a>&nbsp;provides a flexible FSP model, deploying and integrating expert teams to deliver core Lab Activities across the pharmaceutical, biotech, FMCG, chemical, clinical research, biopharma, and sensory industries. &nbsp;
<a href="https://www.srgtalent.com/" target="_blank" rel="noopener">Powered by SRG</a>, we take a collaborative approach to delivering fundamental core scientific activities, working closely and directly with your team to understand existing processes and infrastructure, identify areas to improve operational efficiencies and innovation, and support business continuity and continued improvement. All whilst allowing your people to focus on what&rsquo;s most important &ndash; your core strategic science and projects.&nbsp;

The Lab Leader Vision 2025 report from Synergy by SRG has uncovered growing concerns regarding the efficiency and operational challenges within lab environments.

Lab Leader Vision 2025: Efficiency, Operational and Workflow Challenges in Laboratory Environments

At SRG, we are proud to have inspirational Women in Leadership at the heart of everything we do.
In this blog, we&rsquo;re putting the spotlight one of our most fabulous females, Alison Jones &ndash; Operations Director at SRG, as she tells us a bit more about her story and career journey so far and offers advice to those following in her footsteps.
<h2>Alison, tell us a bit about your career journey to where you are today</h2>
When I left school at 16, I joined a commercial apprenticeship. By 17 I was in my first role in recruitment &ndash; an industry I have been in ever since.
I&rsquo;ve been in Operational Leadership in some shape or form since the mid-90s; finally making it to a Director role in my late 40s after achieving unprecedented growth across my teams.&nbsp;
After stints in professional service and engineering recruitment, I joined SRG in 2014 wanting to take on something different, highly technical and very niche. Science really appealed to me, and I have to say it has not disappointed so far &ndash; the work our customers do is never boring and is often mind-blowing.
<h2>Where did your passion for science and recruitment stem from?</h2>
I&rsquo;m not a scientist, but I&rsquo;ve a natural inquisitiveness and love of learning. This, coupled with my passion for finding truths, whether in nature or human behaviours, has meant I&rsquo;ve naturally grown passionate about science too.
As for recruitment, well, it is a people business. And people fascinate me.&nbsp;
<h2>What part of your role as Operational Director excites and drives you the most?</h2>
Being able to collaborate with people every day, dismantling each component of potential problems and then solving them together is deeply satisfying.&nbsp;
Watching my managers and their teams grow in their roles is my favourite part of my job. I am a Servant Leadership Advocate, and as part of that my role is to work for my people so they can shine and provide their customers with the service they deserve.
<h2>Who has influenced you most during your career journey so far?</h2>
Well, I am lucky enough to have already had a long, exciting and rewarding career, and been fortunate to work with &ndash; and for &ndash; and number of incredible people and role models.
But above them all, one has always stood out as a beacon of inspiration to me, in all aspects of life, not just my career &ndash; my wonderful Father. Whilst he is sadly no longer with us, and sorely missed, his words are with me every day.
He always told me I could do anything if I worked hard and believed in myself. And he was right. I&rsquo;m thankful to have had that confidence instilled into me from an early age; it had a significant impact on me becoming the woman I am today.
<h2>How do you balance the demands of your professional and personal life?</h2>
At home there&rsquo;s me, my husband and our (very needy!) rescue cat, plus a huge variety of friendship groups to keep-up-to-date with. I feel very privileged to have that, but balancing home with work can be a challenge.
I believe strongly in the power of prioritising health and wellbeing, especially for staying energised for work. My top tips are to get to bed at a good time and get plenty of sleep, eat well and prioritise personal activities that benefit physical and mental health. Running, for example, has a big role in this for me &ndash; at the time of writing this, I am currently training for my 7th marathon!
What I&rsquo;ve found really helps is finding a way &ndash; and I know this can be tricky &ndash; to not say yes to everything, in personal and work life. And I make sure I have diary time blocked out to drop the unexpected in and to think and reflect.&nbsp;
Don&rsquo;t get me wrong; sometimes none of this works but mostly it does! If I can make it work for 80% of the time, I&rsquo;m happy.
<h2>What do you think is key to inspiring and influencing teams and colleagues around you?</h2>
By being highly visible, working amongst people in my teams, being transparent, authentic and showing vulnerability. To me, they are such important traits for people, in any situation and environment, to have and show.
I don&rsquo;t always get it right. But I always remember that it is ok as a leader to not have all the answers immediately. It is also more than ok to admit that to yourself and your team.
How the leader behaves shapes everything else, so it&rsquo;s important to be your whole, most authentic self and help create an environment in which others can do the same.
<h2>What advice would you give to fellow Women in Leadership and females who aspire be one?</h2>
Be curious, don&rsquo;t be afraid to ask for help, seek understanding of what is required to progress and then apply yourself to the task in hand.&nbsp;
Ignore your little voice if it tries to derail you. We all have one; it&rsquo;s if and when we listen to it that counts! And make time to hear the quieter people &ndash; everyone has a voice.
Work with people brighter than you, learn active listening and don&rsquo;t be afraid to challenge the status quo.
And if you see someone who you aspire to be like, ask them to mentor you. I promise you that you will both benefit from the experience.
<h2>What do you believe are the most important qualities for a successful leader?</h2>
The ability to create a meaningful vision and not only bring people on the journey with you, but ensure they feel like a key part of where it takes us.
As for specific traits and qualities, everyone is different of course, but to me emotional intelligence, adaptability, decisiveness, customer focus and curiosity are at the heart of everything I do as a leader.
<h2>This year&rsquo;s International Women&rsquo;s Day theme is #AccelerateAction. What does this mean to you?</h2>
Put simply we need to do more and work more quickly to shut down gender inequality.&nbsp;
Equality cannot wait, we must work together to do better and progress women&rsquo;s rights and empowerment now, and into the future.
<h2>Finally, can you share a memorable experience or achievement from your career that has significantly impacted your approach to leadership?</h2>
Joining SRG and excelling despite not coming from a science background has been huge for me.&nbsp;
Imposter syndrome loomed particularly large initially, but I overcame it, was successful and &ndash; whilst there have been many challenges along the way &ndash; have flourished since.&nbsp; My teams are high performing, inclusive and diverse, this makes me happy and extremely proud.

Operations Director Alison Jones – one of many incredible female leaders at SRG – tells us about her journey to becoming a Woman in Leadership. 

Women in Leadership at SRG: Alison Jones’ Story

In a period of potential uncertainty surrounding the future of laboratory efficiency and innovation, there are growing concerns regarding the ability to find, hire retain, and develop top lab talent &ndash; according to new insights gathered in late 2024 by Functional Service Provider (FSP) and industry-leading life science &amp; clinical talent specialists,&nbsp;<a href="https://www.srgtalent.com/synergy-scientific-solutions">Synergy by SRG</a>.
Based on the thoughts and experiences of over 1000 UK laboratory leaders surveyed by Synergy by SRG, the <a href="https://www.srgtalent.com/lab-leader-vision-2025">Lab Leader Vision 2025 report</a> highlights the importance of people in lab settings, even in increasingly automated environments, and provides analysis of the workforce challenges labs are facing and how to tackle them.
<h2>Staff Retention and Attraction in Laboratories</h2>
People and their skills, expertise, experience and dedication are, have been and always will be key to high performance, productivity and efficiency in laboratory environments.
Therefore, losing skilled people can be detrimental to vital projects, potentially causing delays or cancellations; increase pressure on remaining staff; and lead to a need to find, recruit and onboard new people from a limited talent pool, in a highly competitive market.
That&rsquo;s why, no matter the size of a lab, its projects and challenges, it is vital to not only find, attract and hire the right talent, but ensure people are retained and developed too.
Unfortunately, however, lab leaders are finding that staff retention and attraction are amongst the biggest challenges and concerns they&rsquo;re facing.
70% of those asked in the Lab Leader Vision survey expressed concern about the ability to retain laboratory talent; with 60% worried about acquiring laboratory staff too &ndash; this compares to 66% of respondents asked in 2022. What&rsquo;s more, 10% of 2024 respondents anticipated that recruitment and retention would be their biggest challenge in 2025.
<h2>Skills and Expertise Gap in Laboratories</h2>
Demands on labs, their people and their output continue to increase. As a result, the demand for people with the talent and skills required to ensure a lab remains productive and efficient is ever-growing too.
Competition for talent is high. However, the talent pool from which to find and hire people is small. This, according to 78% of lab leaders we asked, is contributing to a concerning and growing skills and expertise gap.
The key to responding to this challenge is, according to Chris Blackburn &ndash; Director of Skills Growth at Impellam Group, nurturing existing talent within lab environments and the wider STEM industries. Reacting to the survey&rsquo;s findings, Blackburn says:
&ldquo;Empowering people, their skills and aspirations, and nurturing their development and career growth, is key to retaining the talent you already have within your organisation&hellip; It is vital to maximise learning and development opportunities tailored to the needs of your people and your company&rsquo;s goals, to inspire your workforce, drive social mobility and foster fulfilling, exciting and successful career.&rdquo;
95% of respondents to the Lab Leaders survey had a similar opinion, highlighting a belief that prioritising upskilling is key to achieving lab innovation in future; suggesting that efforts to make a commitment to existing employees and their skill sets are already high on the agenda.
<h2>Embracing the Power of Employee Value Proposition (EVP)</h2>
In response to the survey&rsquo;s findings, and what Lab Leaders are telling us about laboratory skill and talent gap concerns, Synergy by SRG &ndash; guided by Paul Callery, Head of People at Synergy Scientific Solutions &ndash; have highlighted the importance of supporting upskilling efforts via the power of a Employee Value Proposition (EVP).
Your Employee Value Proposition (EVP) and how you position your laboratory as a place for people to showcase the very best of themselves and their talents, and how you reward them for doing so, is key.
A robust EVP has the power to increase new hire commitment, reduce compensation premium and achieve a deeper reach into the talent market. What&rsquo;s more, it can help to decrease turnover of existing employees too.
According to Callery, &ldquo;A strong People Proposition is central to attracting, developing, and retaining the best people, especially in the face of skill shortages and increased competition for people.
&ldquo;The average job tenure has fallen to just a few years, so a work environment must not only be attractive to great talent when joining, but also one that encourages them to stay too.
&ldquo;Keeping hold of talent, through engagement, development and growth opportunities, is key.&rdquo;
<a href="https://www.srgtalent.com/lab-leader-vision-2025">For further insights and in-depth commentary on today's laboratory landscape, click here to request the full &lsquo;LAB LEADER VISION&nbsp;2025&rsquo;&nbsp;report.</a>
<div align="center"><hr align="center" size="2" width="100%"></div>
<h3>About Synergy - Functional Service Provider (FSP)</h3>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy</a>&nbsp;provides a flexible FSP model, deploying and integrating expert teams to deliver core Lab Activities across the pharmaceutical, biotech, FMCG, chemical, clinical research, biopharma, and sensory industries. &nbsp;
<a href="https://www.srgtalent.com/" target="_blank" rel="noopener">Powered by SRG</a>, we take a collaborative approach to delivering fundamental core scientific activities, working closely and directly with your team to understand existing processes and infrastructure, identify areas to improve operational efficiencies and innovation, and support business continuity and continued improvement. All whilst allowing your people to focus on what&rsquo;s most important &ndash; your core strategic science and projects. &nbsp;

Based on the responses of over 1000 Lab Leaders surveyed by Synergy by SRG, here we address the current concerns surrounding lab talent and skills gaps. 

Lab Leader Vision 2025: Addressing Talent and Skills Gap Concerns in Laboratories 

In the rapidly evolving landscape of biotechnology, finding and retaining top talent has become a critical challenge for companies striving to stay competitive. This case study examines how SRG, a leader in Life Sciences workforce management, partners with a leading biotechnology company to deliver specialized talent solutions tailored to their dynamic needs.
&nbsp;
<h3 class="MsoNormal" style="margin-bottom: 0in;">The Challenge </h3>
A fast-growing biotech firm specializing in life-transforming medicine faced several recruitment challenges:
&nbsp;
<ul>
<li class="MsoNormal">Shortage of qualified candidates with specialized skills in emerging biotech fields</li>
<li class="MsoNormal">Intense competition for top talent from both established pharma companies and other biotech startups</li>
<li class="MsoNormal">Need for a more diverse workforce to drive innovation</li>
<li class="MsoNormal">Difficulty in scaling their recruitment efforts to match rapid company growth</li>
</ul>
<h3 class="MsoNormal" style="margin-bottom: 0in;">&nbsp;</h3>
<h3 class="MsoNormal" style="margin-bottom: 0in;">SRG&rsquo;s Approach </h3>
SRG uses a comprehensive talent acquisition strategy, leveraging their deep industry expertise and innovative recruitment methods:
&nbsp;
Targeted Talent Sourcing
<ul>
<li class="MsoNormal">Leverage SRG's extensive network of STEM professionals</li>
<li class="MsoNormal">Utilize niche job boards and platforms specific to the biotech industry</li>
<li class="MsoNormal">Apply advanced AI-driven candidate-matching technology</li>
</ul>
Enhanced the Candidate Experience
<ul>
<li class="MsoNormal">Personalize the candidate experience by offering tailored guidance and support throughout the job search, leading to higher satisfaction and stronger skill matches</li>
<li class="MsoNormal">Deliver expert career coaching by offering valuable insights on resume optimization, interview preparation, and career development</li>
<li class="MsoNormal">Streamline the hiring process to reduce time-to-hire and minimize delays</li>
</ul>
Flexible Talent Solutions
<ul>
<li class="MsoNormal">Offer a mix of contract and project-based placements</li>
<li class="MsoNormal">Provide access to SRG's global talent pool for a variety of work options</li>
<li class="MsoNormal">Create a talent pipeline program for future hiring needs</li>
</ul>
<h3 class="MsoNormal" style="margin-bottom: 0in;"> Results and Impact</h3>
&nbsp;
The partnership between SRG has already yielded <a name="_Int_8fVGaE14"></a>significant results:
Efficient Talent Delivery: In response to an immediate need for QA shop floor resources, we provided 12 top-tier candidates within just 24 hours.&nbsp;
Departmental Expansion: Our involvement expanded from initially supporting the QA team, including, but not limited to, auditors, engineers, validation specialists, and QA/IT SMEs.&nbsp;
Strategic Placements: Over 35 consultants have been successfully placed in specialized roles, enhancing the company's operational capabilities. This number expands every month.
<h3 class="MsoNormal" style="margin-bottom: 0in;">&nbsp;</h3>
<h3 class="MsoNormal" style="margin-bottom: 0in;">Partnership Highlights</h3>
&nbsp;
Trusted Collaboration: The partnership is grounded in a robust trust-based relationship, facilitating a deep understanding of the company's needs.&nbsp;
Thorough Candidate Vetting: Our comprehensive screening process ensures that only the best-suited candidates are placed.&nbsp;
Consistent Support: Regular interactions and streamlined onboarding processes exemplify our dedication to ongoing support.&nbsp;
Impact on Project Timeliness: Our ability to provide timely talent solutions has been crucial in ensuring the company's project deadlines are met.&nbsp;
<h3 class="MsoNormal" style="margin-bottom: 0in;">&nbsp;</h3>
<h3 class="MsoNormal" style="margin-bottom: 0in;">Conclusion</h3>
&nbsp;
This collaboration demonstrates the power of specialized recruitment solutions in addressing the unique challenges of the biotech industry. By leveraging industry expertise, a deep talent network, innovative technology, and a flexible approach, SRG helps build a diverse, skilled workforce capable of driving innovation and growth in a competitive market.
&nbsp;
As the biotech sector continues to evolve, partnerships like this will be crucial in helping companies navigate the complex talent landscape and secure the specialized skills needed to push the boundaries of scientific discovery.

This case study examines how SRG, a leader in Life Sciences workforce management, partners with a leading biotechnology company to deliver specialized talent solutions tailored to their dynamic needs.

Case Study: Talent Solutions for a Leading Biotechnology Company 

As we settle into the new year and look ahead to what&rsquo;s on the horizon in 2025, the UK is continuing to adjust to the change of government following Autumn 2024&rsquo;s general election and reacting to the new reforms, regulations and laws of the new Labour leadership.
Amongst the changes anticipated to make a significant impact in 2025 and beyond are in the realm of Employment Law, with a new Employment Rights Bill &ndash; unveiled on October 10th 2024 &ndash; and &lsquo;Make Work Pay&rsquo; strategy created to upgrade workers&rsquo; rights, make pay fairer for all and improve working conditions.
<a href="https://pages.impellam.com/hubfs/Employment%20Law%20Changes%20-%20Impellam%20and%20DWF.pdf">A report recently published by Impellam Group</a>, who hosted a webinar with industry experts from DWF &ndash; global integrated legal and business service providers &ndash; to discuss these new reforms, outlines the potential implications of Labour&rsquo;s approach to Employment Law.&nbsp;
<h2>Key Reforms and Their Implications</h2>
Impellam&rsquo;s report outlines 13 key reforms, changes and plans that were discussed with DWF&rsquo;s Employment Law Partner Jon Keeble and Employment Law Director Nigel Crebbin.
According to Keeble and Crebbin, given that many of the proposed changes are anticipated to be implemented between 2025 and 2027, it is vital to prepare at pace &ndash; taking stock, assessing risks and seeking assistance wherever required &ndash; whilst remaining calm, making informed decisions and adapting appropriately.&nbsp;
Ahead of their implementations, we have summarised the reforms, what to expect from them, and how employers can react below, based on the expert insights from Impellam and DWF.
<h3>Unfair Dismissal</h3>
This is one of the cornerstone reforms of Labour&rsquo;s new approach to Employment Law. They have proposed:
<ul>
<li>Removal of the Two-Year Qualifying Period - This will mean that employees will be protected from unfair dismissal from day one of their employment.</li>
<li>Consultation on Statutory Probation Periods - A nine-month probation period has been proposed to balance the assessment of new hires while providing immediate rights. During this period, the steps required for fair dismissal will be lighter than after probation.</li>
</ul>
In response to these proposals, employers need to consider whether their recruitment and onboarding processes are robust enough to minimise risk of unfair dismissal claims and review their progress reporting and improvement plans to make use of the &lsquo;lighter touch&rsquo; obligations.
<h3>Zero-Hour Contracts</h3>
The use of zero-hour contracts has soared in recent years, to the extent that many have considered their use as &lsquo;potentially exploitive&rsquo;. Labour says their proposals have been designed to reduce such exploitation:
<ul>
<li>Right to Guaranteed Hours - The reform will enable workers to convert zero-hour contracts to ones with guaranteed hours based on their average hours over a reference period. This seeks to provide more job security, whilst still allowing for working flexibility.</li>
<li>Reasonable Notice for Shift Changes - Employers will be required to provide reasonable notice for shift changes, however the definition of &ldquo;reasonable&rdquo; is still under consultation due to debate over what it means for individuals in different circumstances. This may also extend to agency workers.</li>
</ul>
Key considerations for employers include reviewing their current use of zero-hour contracts and how it may impact their employment model, and implementing robust procedures to ensure reasonable notice can be provided to shift workers.
<h3>Fire and Rehire Practices</h3>
Currently, there are few limitations on employers firing employees and then rehiring them under new conditions &ndash; and not rehiring those who refuse to agree to the new terms proposed. There simply needs to be sound reasons for dismissal, and fair reasonable procedures followed for terminating employment.
The new legislation will significantly restrict existing &lsquo;fire and rehire&rsquo; practices:
<ul>
<li>Statutory Code of Practice for Dismissal and Re-Engagement - A new statutory Code of Practice on Dismissal and Re-engagement came into force in July 2024. Employers must demonstrate that firing and rehiring was unavoidable, otherwise they could be liable for unfair dismissal. Forced contract changes will become rarer as a result, and employees will be engaged in negotiation to reach agreements on flexibility.</li>
</ul>
Employers will find that changing terms and conditions will become harder, and there will be increased risk when doing so. It is vital that they consider amending template contracts and clauses and leaning on employee engagement to get this right.
<h3>Collective Redundancy Consultation</h3>
Labour&rsquo;s new Employment Law Bill removes the current threshold that requires collective consultation with trade unions or employee representatives to take place only when 20 or more redundancies are proposed to take place over 90 days in a &lsquo;single establishment&rsquo;.
The reference to &lsquo;single establishment&rsquo; is to be removed, which will have a significant impact on large employers with multiple working premises in particular:
<ul>
<li>Removal of the Single Establishment Requirement - Collective consultation will apply across an entire organisation, not just single establishments, increasing the number of situations requiring consultation. The government is considering increasing the compensation cap for companies that fail to comply with collective redundancy consultation obligations from 90 to 180 days or removing it entirely.</li>
</ul>
This is one of the most important legislation updates for employers to be aware of, as it signals a major change to collective consultation law. Therefore, it is vital to take this into account when potentially restructuring.
<h3>Statutory Sick Pay (SSP)</h3>
The reforms have considered ways to make Statutory Sick Pay fairer, and more readily available, to all workers, regardless of employment status, contracts and terms which may have previously altered an employer&rsquo;s SSP entitlement.
<ul>
<li>Removal of Lower Earnings Limit - Under the new, more straightforward sick pay regulations and guidance, SSP will be available to all employees regardless of weekly earnings.</li>
<li>Immediate SSP Entitlement - Employees will be entitled to SSP from the first day of sickness absence, rather than from their fourth day of confirmed sickness.</li>
</ul>
In response, employers will need to review and update their policies and budget for potential increases in SSP payments. It may pay to consider ways to help reduce sickness in the workplace too, such as introducing initiatives to reduce stress and improve mental health. This has benefits beyond employee wellness too, potentially boosting EVP and customer retention.
<h3>Trade Unions</h3>
The introduction of the new bill will signal the end of certain legislations introduced during the terms of previous administrations, such as the &lsquo;Anti-Union Legislation&rsquo; and its associated Strikes (Minimum Service Levels) Act 2023.
Under Labour leadership, it&rsquo;s anticipated that there will be a step change regarding unions; plans are afoot to ensure they have a bigger role in employee rights and representation.
<ul>
<li>Increased Union Activity - The repeal of anti-union legislation will be supported by new requirements for employers to provide written statements of the right to join a union. Trade unions will also have mandatory access to workplaces upon submitting an &lsquo;access request&rsquo; and agreeing terms on what they can access, when and how often.</li>
</ul>
In response to growing union influence, employers should consider how they will respond to these access requests and set out policies to ensure compliance with the new obligations. It is also an opportunity to reconsider the role they want to have in the future in respect of working with unions.
<h3>Outsourcing</h3>
Changes made through the Procurement Act 2023 could lead to regulations being introduced which require that new contractual provisions are included in relevant public sector outsourcing contracts.
The aim is to avoid public sector suppliers having two-tier workforces, with different employment terms for employees who have transferred from the public sector and those employees who have not.
<ul>
<li>Equal Employment Terms - New regulations will require that employers ensure all employees, including those transferred from the public sector, have equally beneficial employment terms, not merely similar or &lsquo;better than before&rsquo;.</li>
</ul>
With this change likely to have significant cost implications for employers taking on public sector contracts, companies should start considering the potential for increased costs when taking on public sector workers.
<h2>Fair Work Agency</h2>
It is anticipated that, by 2026 at the latest, a new Fair Work Agency will be established and given the responsibility to ensure all employees are given fair, and equal rights and opportunities within the workplace, regardless of their role.
<ul>
<li>Establishment of a Fair Work Agency - This agency will protect employee rights and enforce compliance, particularly regarding holiday pay and sick pay. Procedures are likely to be similar to those applied to the national minimum wage enforcement, so fines and even prosecution could come into play too.</li>
</ul>
Whilst the introduction of the agency won&rsquo;t be immediate, employers should already start to consider and react to the potential increased risk of enforcement action and start to plan accordingly, reviewing how they comply to legislation and regulation. It is worth noting that the agency will have access to historical records too, so any actions before the agency is established could come back to haunt any company that has disputes outstanding.
<h2>Additional Family-Based Protections</h2>
The Labour government has outlined a commitment to providing additional &lsquo;family-based&rsquo; protections and types of leave that will be given when an employee is dealing with personal issues beyond illnesses. As such, the new reforms have included changes and additions including:
<ul type="disc">
<li>Bereavement Leave - There will be a new statutory right to bereavement leave beyond the current parental bereavement leave.</li>
<li>Paternity and Parental Leave - Similar to other employee rights, the right to paternity and parental leave will be given to all employees from day one of the employment.</li>
<li>Protections for Pregnant Women and New Mothers - Stronger protections from dismissal while pregnant or on maternity leave will be created, as well as for a period after returning to work (this is likely to be 6 months).</li>
</ul>
As is the case for many of these new legislations, employers must already start considering what actions they may need to take to ensure these new rights and protections are adhered to, reviewing and amending existing policies and procedures where appropriate.
<h2>Gender Pay Gap</h2>
Whilst work has been done to narrow the gender pay gap in recent years, Labour&rsquo;s new legislation and laws have put a spotlight on what else there is to do, and how much there is to do too.
There are already reporting requirements on gender pay gaps for organisations of over 250 employees, but employers will soon have to go further in their reporting and action taking.
<ul>
<li>Mandatory Action Plans - Employers will be required to develop and publish plans to reduce gender pay gaps within their business and wider industry. &nbsp;Additionally, they must strive to provide more support to women during the menopause.</li>
</ul>
These regulations will likely be implemented in 2026, but as they are vital to achieving more equitable and diverse workforces, it will pay for employers to consider actions as soon as possible. This includes developing and putting in place equality action plans; addressing gender pay gaps; and assessing how female employers are being supported.
<h2>Flexible Working</h2>
A renewed focus on flexible working will drive a motion to promote a better work-life balance for employees and make clearer the flexible working policies and processes of all employers, to ensure that both sides of the working relationship understand their needs and expectations.
<ul>
<li>Default Position&nbsp;- Flexible working will become the default, with employers required to show that refusals are reasonable. Without specific grounds to do otherwise, employers must permit an employee to work flexibly.</li>
</ul>
Policies and processes will need to define what is and is not reasonable refusal of flexible working, and employers must adhere to them &ndash; fairly and consistently. In preparation, employers need to take responsibility for considering what &lsquo;reasonable&rsquo; is and planning accordingly.
<h2>New Worker Protection Measures</h2>
There will be a continued emphasis on safeguarding employees from sexual harassment, with specific and more rigorous obligations on employers to help protect their people from harassment &ndash; including from third parties such as customers or passengers.
Employers will need to address any harassment and take action against it; failure to do so could result in a 25% increase in compensation for employees who successfully bring harassment claims.
<ul>
<li>Sexual Harassment -&nbsp;Employers must take reasonable steps to prevent sexual harassment; this includes conducting risk assessments and supporting affected employees. They must also demonstrate that they are doing everything reasonably possible to prevent harassment and act when promptly when incidents occur.</li>
</ul>
Whilst people-facing employees are most at risk of harassment, employers&rsquo; obligations apply to all employees, regardless of their role or working location. Safeguarding must be front and centre of all risk assessments, company-wide, and reviews of processes put in place to prevent &ndash; and react to &ndash; incidents must take place regularly and thoroughly.
<h2>Future Prospects and Consultations</h2>
In addition to these 13 key changes being implemented in the short to medium term, the Labour government has outlined further plans for employment law reform in the coming years, including:
<ul type="disc">
<li>Right to Switch Off - There will be regulations introduced to prohibit employers from contacting employees outside working hours, as part of a drive to create a better work-life balance for all.</li>
<li>Ethnicity and Disability Pay Gap Reporting - Mandatory reporting to address pay disparities will be introduced, with the aim of identifying ways of narrowing pay gaps.</li>
<li>Reform to Employment Status - Providing greater clarity on employment status and removing the intermediate category of &lsquo;worker&rsquo;.</li>
</ul>
<h2>In Summary</h2>
Labour&rsquo;s legislative changes signify a shift towards what will hopefully become more inclusive, equitable, and safe work environments.
Whilst these reforms aim to benefit employees, they have the potential to improve the way businesses operate and perform too and futureproof them as the working world &ndash; and the people within it &ndash; constantly change.
Now, and going forward into a brighter future, companies must stay informed and prepared to adapt their policies and practices to comply with the evolving landscape of employment law.
<a href="https://pages.impellam.com/hubfs/Employment%20Law%20Changes%20-%20Impellam%20and%20DWF.pdf">Click here to read Impellam's full report.</a>

Since their election in Autumn 2024, the Labour Government have outlined several changes to Employment Law, regulation and reform. 

Understanding what the new Labour Government means for Employment Law

<ul>
<li>75% of Lab Leaders highlight automation as important to driving lab efficiency and innovation&nbsp;</li>
<li>55% say efficiency is key to innovating process, performance and production &nbsp;</li>
<li>70% flagged concerns for staff retention; 60% worry about talent acquisition too&nbsp;</li>
</ul>
Lab leaders are concerned about the undermining of lab efficiency and innovation, due to implications of multi-faceted operational, financial and recruitment and retention constraints, according to new insights gathered by Functional Service Provider (FSP) and industry-leading life science &amp; clinical talent specialists, <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy and SRG</a>. &nbsp;
The <a href="https://www.srgtalent.com/lab-leader-vision-2025" target="_blank" rel="noopener">Lab Leader Vision 2025 report</a>, highlighting the thoughts, opinions and experiences based on a survey of over 1000 UK laboratory leaders, reveals that whilst labs remain under pressure to boost efficiency and continue delivering high-value strategic science, they are doing so whilst operating under restrictions caused by the STEM-wide skill gap, tightening budgets and restrictive processes. &nbsp;
The report spotlights a growing emphasis on the power of automation and workflow optimisation, supported by a continued focus on upskilling and people development. Improving efficiency is the key to innovation in labs, according to 55% of lab leaders asked; though with 50% highlighting a current reliance on time-consuming manual processes, there is plenty of work to do. &nbsp;
In response to these challenges, automation was considered critical for future innovation by 28% of lab leaders, with a majority (55%) stating workflow optimisation has a vital role to play &ndash; sentiments reflected by Neil Jacques, Client Solutions Director at SRG: &nbsp;
&ldquo;Lab leaders and their teams are the experts in their respective fields, there can be no doubt. But even with their skills, extensive experience and passion, there is only so much they can do &ndash; especially in the face of operational, financial and recruitment challenges and the pressure to remain at the top of the game. AI, automation and workflow optimisation has the power to relieve some of this pressure and enable labs to focus on what they do best &ndash; driving forward the future of science.&rdquo; &nbsp;
Additionally, there are growing concerns regarding the skills and expertise gap within labs; a trend that is unfortunately prevalent across STEM. Lab leaders are not only uneasy about the potential for finding, attracting and hiring the next generation of lab talent, but also retaining the experts behind the pharmaceutical and biotech sectors.&nbsp;
Almost three-quarters of respondents to the Lab Leader Vision 2025 survey are worried about retaining staff, with 60% facing challenges when acquiring talent for labs too. Furthermore, 10% of lab leaders believed that recruiting and retaining talent will be the biggest challenge they&rsquo;ll face in 2025. &nbsp;
<h3>Looking ahead&nbsp;</h3>
Offering detailed commentary, the Lab Leader Vision 2025 report is designed to not only highlight current laboratory challenges, but also open the doorway to potential actions and responses. &nbsp;
For example, the report emphasises the power of growth and future development. 95% of lab leaders believe that prioritising upskilling is not only vital, but easily actionable too, and can have major implications when looking to retain talent and shape workforces who can drive efficiency and achieve lab innovation. &nbsp;
And with technology such as robotics and AI changing the way many industries operate, there is seemingly endless scope to streamline and automate processes, enabling pharmaceutical and biotech experts to focus their efforts on shaping the science of tomorrow. &nbsp;
The insights from this groundbreaking report also highlight the potential power of Synergy and its laboratory management solutions &ndash; developed and delivered to support business continuity, continued improvement and increase the time a lab and its people have to focus on their core science strategies and projects.&nbsp;
Carol Jennings, Operations Director, Synergy Scientific Solutions commented: &ldquo;This is an exciting release for Synergy and SRG, highlighting our dedication to &ndash; and support of &ndash; laboratories and their leaders in the face of a multitude of current and future challenges. &nbsp;
&ldquo;Utilising the data and insights we have gathered from the Lab Leader Vision 2025 report, Synergy&rsquo;s expertise will be able to continue to transform laboratories and help them operate more efficiently, accurately and innovatively through a Functional Service Provision (FSP) model that is tailored to labs, their goals and the specific requirements of their people, skills and the way they work.&rdquo;&nbsp;
<h3><a href="https://www.srgtalent.com/lab-leader-vision-2025">Download your free &lsquo;LAB LEADER VISION 2025&rsquo; report on our website.&nbsp;&nbsp;</a></h3>
<hr>
<h3>About Synergy - Functional Service Provider (FSP)</h3>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy</a> provides a flexible FSP model, deploying and integrating expert teams to deliver core Lab Activities across the pharmaceutical, biotech, FMCG, chemical, clinical research, biopharma, and sensory industries. &nbsp;
<a href="https://www.srgtalent.com/" target="_blank" rel="noopener">Powered by SRG</a>, we take a collaborative approach to delivering fundamental core scientific activities, working closely and directly with your team to understand existing processes and infrastructure, identify areas to improve operational efficiencies and innovation, and support business continuity and continued improvement. All whilst allowing your people to focus on what&rsquo;s most important &ndash; your core strategic science and projects. &nbsp;
&nbsp;

We recently released our Lab Leader Vision 2025 report. Learn more about the key challenges and innovative solutions uncovered in our press release.

Innovation thrives in labs, but operational, financial and staffing hurdles persist, Synergy by SRG finds 

Historically, the findings of many famous scientists and important figures across STEM have put the spotlight on males making waves in their respective fields.&nbsp;
So when we think of the most influential scientists of our time, who comes to mind? Charles Darwin, Stephen Hawking or Sir Isaac Newton perhaps?
This aligns with an issue that has existed for far too long: Women in STEM, and the impact they have, are often overlooked.&nbsp;
This has deep-rooted, major consequences.&nbsp;Girls without female STEM role models are nearly twice as likely to avoid STEM occupations, compared to those who grow up in more representative surroundings. What&rsquo;s more,&nbsp;<a href="https://www.theiet.org/media/press-releases/press-releases-2024/press-releases-2024-january-march/8-march-2024-over-one-million-women-now-in-stem-occupations-but-still-account-for-29-of-stem-workforce" target="_blank" rel="noopener">only 29% of the STEM workforce is female</a>, despite&nbsp;<a href="../../../../../../blog/insights-into-stem-skills-shortages-in-the-uk" target="_blank" rel="noopener noreferrer">major skills shortages threatening the industry</a>.
Meanwhile,&nbsp;<a href="../../../../../../insights/guides-and-reports/2022-https://www.srgtalent.com/blog/gender-and-ethnicity-pay-gap-breaking-down-stem-pay-inequalities-science-employment-report" target="_blank" rel="noopener">a significant gender pay gap remains</a>&nbsp;and roles in fields such as computer science and engineering face escalating gender disparities &ndash; resulting in fewer women entering, let alone progressing, in the field.&nbsp;
So, in this article, to do our bit to represent women in STEM for International Day of Women in Science, we are showcasing 4 influential women whose careers and findings have paved the way for new scientists, while shaping the world we live in today.
<h2>1. Dr. Adriana Ocampo and the Chicxulub impact crater</h2>
<a href="https://science.nasa.gov/people/adriana-ocampo/">Dr. Adriana Ocampo is a Colombian planetary geologist and scientist at NASA HQ.&nbsp;</a>
After completing her Masters in Science, at California State University, she went onto complete her PhD in the Netherlands. Ocampo has since led six research expeditions in the same region that her most famous research took place, which ultimately led to the discovery of the Chicxulub impact crater.&nbsp;
Today, the Chicxulub crater is known to be the signature catastrophic meteor strike that likely wiped out the dinosaurs, along with many other species on earth. The asteroid was found on Mexico&rsquo;s Yucatan peninsula, after hitting Earth more than 65 million years ago.&nbsp; 
<h2>2.&nbsp; Dr. Flossie Wong-Staal&rsquo;s discoveries around HIV</h2>
Born in Guangzhou, China,&nbsp;<a href="https://www.nytimes.com/2020/07/17/science/flossie-wong-staal-who-unlocked-mystery-of-hiv-dies-at-73.html" target="_blank" rel="noopener noreferrer">Dr. Flossie Wong-Staal</a>&nbsp;was a Chinese-American virologist and molecular biologist.
Coming from humble beginnings, Wong-Staal and her family of six, fled to Hong Kong in 1952 following the Communist revolution in the late 1940s. During her time there, Flossie was educated at Maryknoll Convent School, where she took a liking to science.
Upon completion of her studies, Flossie left home to attend the University of California in Los Angeles, where she began pursuing a Bachelor of Science in bacteriology. Following this, Flossie went on to earn her PhD from UCLA in 1972 and began conducting research from the University of California in San Diego.
Dr. Flossie Wong-Staalis is now most known for cloning methodologies in the treatment of HIV and subsequently becoming the first scientist to not only clone the immunodeficiency virus, but also determine the function of its genes.
Her findings provided the link that was needed to prove HIV is the cause of aids. Wong-Stall also carried out genetic mapping of the virus, which made it possible to develop HIV tests, and fundamentally aid the development of blood tests for HIV.
<h2>3. Two-time Nobel Prize winner, Dr. Marie Curie&nbsp;</h2>
<a href="https://www.mariecurie.org.uk/about-us/our-history/marie-curie-the-scientist">Dr. Marie Curie was a Polish and naturalised-French physicist and chemist</a> who is famously known for her pioneering research which she conducted on radioactivity.
Unable to enrol in a regular institution of higher education due to her gender, the odds for Curie&rsquo;s success were small. However, in 1890 a turning point came when she was granted admission to The Flying University, which enrolled female students, and began her practical scientific training in a chemical laboratory. She later moved to Paris in 1891 where she worked towards her first degree in physics, later followed by a second degree in 1894.
In 1903, Curie made history by becoming the first woman to win a Nobel prize, when the Royal Swedish Academy of Sciences awarded Marie Curie, Pierre Curie (Marie&rsquo;s husband), and Henri Becquerel the Nobel Prize in Physics. Curie then went on to win her second Nobel Prize just seven years later, but this time in Chemistry.
To this day, she remains the only person to have been awarded two Nobel Prizes in Science. Only a few years after receiving her second Nobel Prize, World War I began, and her selflessness shone through when she offered to have both prizes melted down to help provide gold for war efforts.&nbsp;
<h2>4. Rosalind Franklin pioneering work on molecular structures</h2>
Born in Notting Hill, London,&nbsp;<a href="https://www.britannica.com/biography/Rosalind-Franklin">Rosalind Franklin&nbsp;was an English chemist and X-ray crystallographer, often referred to as the &lsquo;&rsquo;Sylvia Plath of molecular biology</a>&rsquo;&rsquo;.
After graduating from Newnham College, Cambridge, in 1941 with a degree in natural sciences, Franklin went on to enrol for her PhD in physical chemistry at the University of Cambridge. She moved to Paris in 1947 and quickly became an accomplished X-Ray crystallographer. Years later in 1951, she joined Kings College London as a research associate and discovered the key properties of DNA, now known as the double helix structure, which helped produce the photograph that helped unravel the mystery of DNA.
Franklin&rsquo;s work was crucial to the understanding of the molecular structures that make up DNA, RNA, viruses, coal, and graphite. After disagreements with her director at Kings College London, she was required to move to Birkbeck College in 1953, where she took the lead on the pioneering work of the molecular structures of viruses.
The day before she was set to reveal the structure of the tobacco mosaic virus at the 1958 International Fair in Brussels, she sadly passed away at the age of 37 due to ovarian cancer. However, her research went on to win the Nobel Prize in Chemistry in 1982, as her team member, Aaron Klug, had continued her research following her passing.&nbsp;

In celebration of International Day of Women in Science, we're recognising some of the most inspirational female scientists from around the globe.

4 Inspirational Female Scientists Who Paved the Way for the Next Generation

In his role as Head of People &ndash; Impellam Project Services, Paul Callery works closely with teams across our business &ndash; including the <a href="https://www.srgtalent.com/synergy-scientific-solutions">Scientific Functional Service Provision team at Synergy</a> &ndash; to help guide our people through their career journey with us, and take their skills and experience to the next level. 
Here he talks us through why this is so important, and specifically the role that apprenticeships have in driving immediate and long-term development. 
<h2>The Value of Continuous Learning</h2>
We realise the importance of always looking forward to what&rsquo;s to come in the days, weeks, months and even years ahead. It may sound clich&eacute;, but if you&rsquo;re standing still and not moving with the times, you&rsquo;re not going to be prepared for the future &ndash; on an individual and business-wide level. And before you know it vital changes and developments within your industry will have passed you by. 
That&rsquo;s why continuous learning and development, and investing in people's growth, is so important in providing short-term value for people within their roles and promoting and creating long-term career progression too. What&rsquo;s more, by strengthening individual capabilities, we&rsquo;re shaping and safeguarding the services &ndash; and quality of service &ndash; we provide to our clients. 
Within <a href="https://www.srgtalent.com/synergy-scientific-solutions">Synergy Scientific Services</a>, at the heart of our commitment to investing in employee growth are our high-quality apprenticeships &ndash; initiatives that are vital to providing opportunities for practical, &lsquo;hands-on&rsquo; experience-based learning and further development of skills and knowledge. 
<h2>Apprenticeship Opportunities with Synergy Scientific Services</h2>
The apprenticeships we offer to our people at Synergy are designed to build skills and experiences across the scientific space, including data analysis, bioscience degrees, lab technician roles, and people leadership. 
Each and every Synergy apprentice is provided with the time, support and guidance needed to expand their expertise while contributing more effectively to the work they do every day. 
We put emphasis on developing critical skills that are vital for building and thriving in a successful career within the scientific sector &ndash; skills that are highly sort after. Combining skill building with &lsquo;on the job&rsquo; experience creates 
These are critical skills that are required for a successful career in the scientific industry, and skills that are highly sought after. Combining these skills with the 'on the job' experience creates a fantastic well-rounded individual who is then in a wonderful position to kick on in their careers
<h2>Benefits of Synergy Apprenticeships</h2>
Synergy apprenticeships support skills development in existing roles and also offer an alternative pathway to traditional higher education. 
Additionally, our people can &lsquo;earn while they learn&rsquo;, so not only are they able to gain practical, hands-on experience, but can do so whilst earning a living rather than taking on the burden of student loan debt. This puts them in a great position to kickstart a successful, sustainable career. 
To ensure they thrive, all apprentices benefit from dedicated mentorship and regular coaching sessions, equipping them with the tools to balance their workload and maximise their potential. These sessions focus on critical thinking, problem-solving, and professional growth, helping our apprentices develop into confident, capable professionals who can drive innovation within Synergy and for our clients.
<h2>Success Stories and Client Feedback</h2>
It is amazing to see our people progressing and leading the way in their areas and knowing that our apprenticeships have an important role in this. 
We have received some fantastic feedback from those who are benefitting from our apprenticeships, and from our clients who have highlighted the impact that our people are having on their operations. 
Team Leader Amer Gerges and QC Lab Technician James Brears are both working at a Global Biopharma Company &ndash; a client of Synergy Scientific Services &ndash; as part of their apprenticeship. Here's what they had to say about their experiences so far:
<h3 class="MsoNormal">Quote from Amer Gerges</h3>
&ldquo;I have been very pleased with my apprenticeship experience with Synergy. My journey began with completing a Leadership Skills training programme and developing a bespoke PDP that outlined my objectives and the key areas for development needed to gain the skills and knowledge required to grow in my role and career.
&ldquo;Following coaching conversations with my line manager and the Head of People, it was agreed that a People Professional apprenticeship would be the most suitable programme to help me achieve the objectives outlined in my PDP. Synergy supported me in finding a high-quality training provider at a relevant level for my background and experience and enrolled me on the apprenticeship programme.
&ldquo;Although there were some initial challenges in balancing the schedule of workshops, study time and my daily work commitments, Synergy has been flexible and supportive in accommodating this. My line manager has provided the necessary support to ensure my apprenticeship is successful and has been willing to offer direct support to my team if needed.
&ldquo;I started my apprenticeship two months ago, and so far, I have gained in-depth knowledge of the role of people professionals across various areas, including the employee lifecycle from attraction to retention, the impact of AI, employee wellbeing and good work, supporting teams through change, and the integration of strategy to achieve the organisation&rsquo;s overall goals. This knowledge will enable me to approach different challenges in my role with the right mindset and resources.
&ldquo;Synergy&rsquo;s Head of People is my apprenticeship mentor and has previously supported me with various people-related challenges. We have also worked together on implementing key projects such as Frontline Forums and the Capability Mapping Framework, which will help me gain the knowledge, skills, and behaviours (KSB) required to successfully complete my apprenticeship.&rdquo;
<h3 class="MsoNormal">Quote from James Brears</h3>
"My apprenticeship has been a fantastic experience so far and for me personally has been a brilliant alternative to university. To be able to gain industry experience in a world-class pharmaceutical company has been invaluable and I feel I now have an in-depth knowledge of principles such as GMP and right first time.&nbsp;
"As I approach completion of my first year, I have reflected back on all the opportunities I have had. I was selected to complete the train the trainer course which has been a real boost for my development as I am now training new starters in my team, and my role has allowed me to become a STEM ambassador, meaning I can go to STEM events at schools and learning centres to help inspire the next generation into STEM careers.&nbsp;
"Synergy has been a big support in my apprenticeship journey so far, especially my line manager, who has regular 1-1&rsquo;s with me to discuss my training and personal development plan, and they also attend my university check-ins which occur every 10 weeks to make sure I am on track with balancing my studies against full-time work."

The team at Synergy Scientific Services, as Paul Callery – Head of People – Impellam Project Services explains here, are dedicated to employee growth and driving long-term career progression through the power of apprenticeships. 

Expert Insight: Apprenticeships with Synergy Scientific Services 

To mark World Cancer Day 2025, we are putting the spotlight on some of the biggest and most impactful cancer breakthroughs that we anticipate will become key to the diagnosis and treatment of cancer patients in the future.
Cancer is a painfully ubiquitous feature of modern life. Whether friends or family have had the illness, or you are a survivor yourself, cancer has affected almost all of us in some way.
And it's getting more commonplace, with latest research suggesting that <a href="http://www.cancerresearchuk.org/health-professional/cancer-statistics/risk/lifetime-risk" target="_blank" rel="noopener">1 in 2</a>&nbsp;people born after 1960 in the UK will be diagnosed with some form of cancer in their lifetime.
With the number of new cancer cases in the UK and throughout the world continuing to rise, the outlook seems bleak. But with breakthrough technologies currently at the research, development and implementation stages, the likelihood of providing earlier diagnoses, offering more eﬀective treatments and even find a cure increases exponentially.
So, what are these new technologies, therapies and treatments, and what eﬀect can they have on different types of cancer going forward? Here are the five most exciting cancer developments to look out for in 2025 and beyond.
<h2>Artificial intelligence (AI) in cancer diagnostics</h2>
Artificial Intelligence has been at the heart of many medical breakthroughs in recent years, and in the field of oncology it is certainly making a big impact &ndash; helping to improve cancer diagnosis, treatment planning and patient care.
For example, in 2020, an international team at Google Health developed&nbsp;<a href="https://www.nature.com/articles/s41586-019-1799-6" target="_blank" rel="noopener">AI capable of evaluating breast cancer mammograms</a>. Comparing the detection accuracy of the tech with the ability of experienced radiologists, the team found that the AI surpassed traditional methods of detection. It was also shown to reduce the number of false positives and false negatives. This pioneering study represents a major leap in the use of AI during clinical care for cancer.
Five years later and AI tools are increasingly supplementing, supporting and &ndash; in some cases &ndash; replacing the work of physicians and radiologists; playing a key role in facilitating and accelerating drug discovery and enhancing precision medicines that are increasing a patient&rsquo;s chance of recovery from cancer.
What&rsquo;s more, a use of AI produces several biproducts and benefits, including significant time savings and increased capacity for over-stretched diagnosis facilities all over the globe.
<h2>Allogeneic Natural Killer (NK) Cells Therapy</h2>
In January 2025, the <a href="https://scienmag.com/md-anderson-unveils-january-2025-research-breakthroughs-in-cancer-science/">University of Texas MD Anderson Cancer Centre unveiled an abundance of exciting breakthroughs</a>, uncovered from recent research into cancer therapy within clinical settings.
A standout finding from the centre&rsquo;s numerous studies highlights the promising potential of novel cellular therapies, specifically allogeneic natural killer (NK) cells derived from induced pluripotent stem cells (iPSCs).
In a pioneering Phase I clinical trial, researchers investigated the use of FT596, an iPSC-derived chimeric antigen receptor (CAR) NK cell therapy. This therapy, engineered to hunt down B-cell lymphoma cells, demonstrated a promising safety profile, with more than 80% of participants observing significant clinical responses.
With the immune landscape in cancer research and treatment ever-changing, it is vital to continue developing our understanding of NK cells, and new therapies such as these will be key to finding safe, effective ways of treating cancer patients &ndash; throughout 2025 and far beyond.
<h2>HER2-Targeted Therapies</h2>
In another of the MD Anderson Cancer Centre breakthroughs, a Phase II trial assessed two HER2-targeted therapies, tucatinib and trastuzumab, in women with advanced HER2-negative breast cancers.
Whilst elevated HER-2 activity is common in several cancers, including breast cancer, therapeutic options for patients with high levels of specific HER-2 mutations have been largely untested until now.
The <a href="https://scienmag.com/md-anderson-unveils-january-2025-research-breakthroughs-in-cancer-science/">MD Anderson research highlights</a> just how important exploring every potential avenue in cancer treatment is; the results of this particular trial were very promising, with response rates indicating tumour reductions in 42% of patients.
In the face of such results, we can anticipate an increase in HER-2 therapy research over the coming months and years &ndash; something which could be key to exploring and expanding treatment for female cancer patients in particular.
<h2>Seven-Minute Cancer Treatment</h2>
In a world first, the<a href="https://www.england.nhs.uk/2023/08/nhs-world-first-rollout-of-cancer-jab-that-cuts-treatment-time-by-up-to-75/"> NHS has introduced a groundbreaking seven-minute cancer treatment</a>, marking a significant advancement in patient care.
Traditionally, cancer patients have received the immunotherapy drug atezolizumab via intravenous transfusion, a process which in some cases could take up to an hour.&nbsp;
This incredible new breakthrough method allows the drug to be given via subcutaneous injection, which not only speeds up the delivery of treatment &ndash; taking just seven minutes &ndash; but also makes for a more comfortable patient experience.
The rollout of this game-changing treatment, which will also enable the freeing-up of vital resources in NHS chemotherapy units, follows approval from the Medicines and Healthcare products Regulatory Agency (MHRA), making the NHS in England the first health system globally to implement this efficient cancer therapy.
<h2>Precision Oncology</h2>
Representing a transformative approach to cancer treatment, <a href="https://www.mskcc.org/news/why-new-precision-oncology-cancer-treatments-benefit-patients-of-some-ancestries-more-than-others">precision oncology</a> allows for the tailoring of specific therapies to match the unique genetic and molecular profile of each cancer patient and their illness.
Analysing specific mutations and biomarkers within cancer cells enables cancer specialists to select target, precise therapies that can prove more effective than traditional, &lsquo;off the shelf&rsquo; treatments and present fewer side effects too.
This personalised strategy often involves the use of advanced, recently developed technologies such as genomic sequencing and molecular diagnostics to identify the most promising treatment options.
It is anticipated that precision oncology will not only enhance the efficacy of cancer therapies but open new avenues for early detection and prevention too, ultimately improving patient outcomes and quality of life.

Cancer has touched almost all of us in some form. Whether it is your friends or family that have been aﬀected, or you are a survivor yourself, the disease that is uncomfortably ubiquitous in the modern age. But hope springs eternal; new, potentially life-saving treatment are starting to appear on the horizon.

5 breakthrough cancer developments to look out for in 2025 and beyond

Functional Service Provision (FSP) is a targeted outsourcing model that is widely used across a variety of STEM sectors, including in the pharmaceutical, biotech and medical device manufacturing industries.
Unlike full-service outsourcing solutions, in which an entire project is handed over to a Contract Research Organisation (CRO), an FSP allows companies to outsource specific functions and tasks but still retain control over their overall project.
Via an FSP, <a href="https://www.srgtalent.com/synergy-scientific-solutions">Synergy Scientific Solutions</a>&rsquo; dedicated team of scientific experts provide versatile, specialist services, expertise and resources to deliver on the specific requirements and goals of an organisation, whilst their own people focus on their core strategic objectives.
<h2>Key Components and Benefits of an FSP</h2>
Opting for a <a href="https://www.srgtalent.com/synergy-scientific-solutions">Functional Service Provision and outsourcing particular projects and services to experts such as the Synergy team</a> can prove a highly efficient and cost-effective choice for many scientific organisations; especially those that work within tight time and budget constraints, or don&rsquo;t have the specific skills and knowledge their project needs within their own teams.
The many key components and benefits of an FSP include:
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l1 level1 lfo2; tab-stops: list 36.0pt;">Specific Functional Services: An FSP enables an organisation to outsource particular services and utilise a targeted approach to applying specialised expertise to specific functions &ndash; without relinquishing control over the overall project, or areas where assistance isn&rsquo;t required.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo2; tab-stops: list 36.0pt;">Flexibility and Control: One of the main advantages of FSP is flexibility. The solution can be tailored to match the needs of a company, their projects and resources. And, even whilst benefitting from the outsourced expertise of specialist teams, control is always maintained by the company.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo2; tab-stops: list 36.0pt;">Cost Efficiency: Outsourcing specific functions and tasks enables companies to manage their project budgets more effectively and potentially result in a stronger return on investment. An FSP approach reduces costs compared to full-service outsourcing, as it allows for more efficient allocation of resources.</li>
<li class="MsoNormal" style="mso-list: l1 level1 lfo2; tab-stops: list 36.0pt;">Expertise and Specialisation: Experts specialising in particular functions, such as those within the Synergy Scientific Functional Service Provision team, can provide more tailored, targeted and high-quality services. This specialisation ensures that each aspect of the project is handled by experts in specific fields, leading to better outcomes delivered with precision and accuracy.</li>
</ul>
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Risk Mitigation: Outsourcing specific functions to scientific experts can help mitigate risks associated with particular tasks and projects, as they have the experience and knowledge to handle complex activities efficiently and effectively.</li>
</ul>
<h2>Evolution and Potential of FSP</h2>
The Functional Service Provision model has evolved in response to the changing needs of the pharmaceutical and biotech industries. Previously, companies would outsource entire projects to a single CRO, but the approach doesn&rsquo;t offer the required level of flexibility or specialisation.
The emergence of FSP has allowed for this, whilst also providing companies with the ability to maintain control over their projects, whilst benefiting from the knowledge, skills and experience of scientific specialists, as well as potential cost savings and risk mitigation.
What&rsquo;s more, by outsourcing specific functions to experts via an FSP, companies are potentially enabling the acceleration of developments and breakthroughs &ndash; benefits that could have impacts reaching far beyond the scientific community and STEM industries.
<h2>Find out more about Synergy Scientific Solutions</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy</a>&nbsp;is a scientific functional service provider who specialise in partnering with laboratories across the globe to help scientists &lsquo;break free&rsquo; from operational constraints to &lsquo;break through&rsquo; in science.&nbsp;
We work closely and collaboratively with our clients, creating tailored solutions before training and managing teams of integrated staff to complete protocol-driven tasks to enhance your business efficiency.&nbsp;
<a href="mailto:synergyqueries@srgtalent.com">Click here to get in touch</a>

Discover the benefits of Functional Service Provision and how outsourcing specific tasks and activities can power the efficiency, effectiveness and success of scientific projects. 

What is Functional Service Provision (FSP)?

The arrival of a new year symbolises the start of new beginnings too &ndash; a chance to identify, chase and achieve new aspirations, goals and objectives.
Within the recruitment landscape in particular, a new year presents an opportunity &ndash; for companies and candidates alike &ndash; to consider what they would like to achieve in the next 12 months, as well as what to expect in a job market that&rsquo;s constantly changing and evolving at pace, and how to prepare, react and adapt.
With this in mind, as we kickstart another year of potential change and progress, it is time to look ahead to what could be some of the top recruitment trends in 2025; trends that may have a vital role in shaping successful recruitment strategies and happy, prosperous and productive workforces for this year and beyond!
<h2>Actively Engaging Passive Candidates</h2>
The search for the right people, with the right skills, expertise and experience required, must go beyond the traditional routes in 2025. Simply posting a job listing and waiting for applications to roll in or reaching out to those with an &lsquo;Open to Work&rsquo; tag on LinkedIn might not cut it.
Actively engaging with passive candidates &ndash; i.e people who may already be in employment or are simply not actively seeking a new role &ndash; is set to be one of the most impactful ways of finding and hiring talent that has what it takes to make an impact.
Targeting such individuals may not be an easy task; it is likely that recruiters will have to devise and deliver creative strategies to appeal to these candidates, but the rewards &ndash; for both employer and employee &ndash; could be huge. Companies will access the very best talent out there, meanwhile said talent could be introduced to new, exciting opportunities that they had not even considered before. It&rsquo;s a potential &lsquo;win-win&rsquo; all round.
<h2>Salary Transparency</h2>
Competitive pay and benefits have of course always been a major reason for top talent to consider quitting their current role and finding another job in which they can make the earnings they feel they &ndash; and their skillset &ndash; deserve.
In 2025, perhaps unsurprisingly considering the global economic challenges and pressures we are facing, salary is likely to play an even more important role in a person&rsquo;s decision to consider new opportunities &ndash; especially for millennials and Gen Z, many of whom are likely to not even spend time on a job listing that doesn&rsquo;t display its potential salary.
Therefore, it is imperative that employers and recruiters adapt to the expectations of potential candidates where possible, divert away from the outdated approach of keeping salary offerings secret until at least interview stage, and simply be upfront and transparent about what is on offer.
This&rsquo;ll help companies find the talent that&rsquo;s right for them, their strategies and what they need, and candidates can make informed decisions about whether a role and organisation is suited to their needs and goals &ndash; all whilst trust is being built between organisations and job-hunters alike.
<h2>The Role of AI and Automation</h2>
This is a big one. Artificial Intelligence and automation are already having a huge influence on our day-to-day lives and shaping the way that many &ndash; if not all &ndash; industries operate, or will do in the not too distant future.
Recruitment and talent acquisition is already experiencing an AI-driven revolution; one that&rsquo;s only set to grow larger and become even more powerful in 2025.
For recruiters and candidates alike, Artificial Intelligence and automation tools have many benefits thanks to their abilities to process information quickly and help humans make informed, reliable and quicker decisions. They are used for a variety of tasks, from scheduling and shortlisting to predicting candidate fit for specific roles, and helping to craft that perfect CV and accompanying cover letter.
But whilst the power and usage of AI grows, it is important to be careful and not get carried away. Recruiters and candidates are already experiencing pushbacks on their potential use of Artificial Intelligence; some companies discount applications that have been overly automated, whilst <a href="https://www.tidio.com/blog/ai-recruitment/">job seekers are already seeking clarity from companies using AI to screen applications</a>. &nbsp;
Fair, effective and honest use of AI and automation will be key to making the most of it &ndash; and to helping build relationships between employers and employees in an increasingly less relationship-based world.
<h2>Flexible Working and Work-Life Balance</h2>
In recent years, and since the COVID pandemic in particular, flexible working models and work-life balance have become key factors for people looking to take the next step in their career; one that&rsquo;ll better suit their wants, needs and aspirations in and outside of work.
It is likely that this will remain one of the top recruitment trends in 2025.
Fully remote and hybrid working models &ndash; which offer a combination of office-based and remote working &ndash; are ideally suited to many people, allowing them flexibility to balance their working and personal lives in a way that suits them, and their employer. And in many cases, the offer of such models can be a deciding factor in whether someone will consider even applying for a role, nevermind accepting it.
As such, much like the importance of salary transparency, it may pay for companies and their recruiters to be open about the potential for this flexibility &ndash; whether it is available, could at least be discussed, or simply isn&rsquo;t on offer.
It won&rsquo;t work for all organisations and people of course, so careful planning is required, but by embracing hybrid and remote working, there is great potential for creating flexible, supportive and productive working environments.
<h2>Addressing Skill Gaps&hellip; with Skills!</h2>
Skill gaps remain across industries, companies and their workforces. As does the drive to try and narrow these skill gaps through various initiatives and strategies.
Qualifications and awards listed on a CV have long been a determining factor when deciding if a candidate is right for a role. However, it is the skills and traits a person has and displays that matter &ndash; these are what enable a person to thrive in their position, and what a company expects and needs from them.
Therefore, in 2025, taking a skill-based approach to finding, hiring and developing the talent required to fill skill gaps could prove to be the way forward. This approach promotes the idea of providing opportunities to candidates who may not have a degree or other qualifications but have the skills &ndash; or at least the potential to learn the skills &ndash; required.
And it&rsquo;s not all about hiring either; developing and promoting existing talent is vital to building a stronger workforce, creating new employment opportunities and narrowing skill gaps &ndash; whilst also showcasing an organisation as one that&rsquo;s a great place for people to work and grow too.

As we kickstart another new year, join us as we take a look at 2025’s top recruitment trends and how to make the most of them – for companies and candidates alike. 

Top Recruitment Trends for 2025 

The Labour Government&rsquo;s 2024 Autumn Budget announcement, introduced significant policy changes, including increased taxation and costs.
These measures aim to reduce the UK&rsquo;s fiscal deficit, but their impact on industries, organisations, and employees is expected to be substantial.
The announced increase in employer National Insurance (NI) contributions is particularly concerning for companies and their people, as we look ahead to what&rsquo;s to come in 2025 and beyond, with potential implications for recruitment, growth, and talent retention.
<h2>National Insurance Changes in April 2025</h2>
The Autumn 2024 Budget included several announcements that have potential impacts on employers and employees, such as a minimum wage increase and tax rises across various sectors.
Of these announcements, one of the most significant &ndash; in terms of its potential long-term impact on companies and industries and the way they operate &ndash; is the upcoming National Insurance changes, set to come into effect in April 2025.
The changes to the NI tax, which only directly applies to employers, not employees, will see the rate of National Insurance contributions for employers rise from 13.8% to 15%. What&rsquo;s more, the threshold of the new rate is dropping &ndash; from &pound;9,100 to &pound;5,000 of an employee&rsquo;s salary (i.e an employer will pay National Insurance on &pound;4,100 more, per salary paid/employee).
This means that the many businesses across the UK will naturally pay more employer National Insurance than before. Additionally, many lower-income and part-time workers will now be included in the NI system &ndash; further increasing the amount of people &ndash; and tax &ndash; a company will have to account for.
Additionally, employer costs will be further increased due to a rise in the National Living Wage, to &pound;12.21 per hour, and an increased National Minimum Wage, which will see workers aged 18 to 20 earn at least &pound;10 per hour too.
Overall, there are plenty of potential increases in employer expenditure on the horizon; increases that will need to be factored into any plans, goals and expectations for 2025 and beyond.
<h2>Potential Impact on Recruitment and Talent Retention</h2>
The National Insurance increase could significantly affect organisations beyond their expenditure, profits, and overheads.
Economic changes impact talent recruitment and retention, and the employer NI rise is expected to alter how businesses approach hiring new talent and retaining existing workforces.
Companies may face various challenges, including:
<ul style="margin-top: 0cm;" type="disc">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Changing recruitment plans:&nbsp;Higher costs may reduce budgets for new hires, particularly for higher-salaried, full-time roles, altering recruitment and growth plans.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Pay structure and promotion reviews:&nbsp;Planned pay reviews and increases may become unmanageable due to additional costs from employer contributions and tax, making staff promotions less likely.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Limited training and development budgets:&nbsp;Increased employer costs could lead to reduced training and development opportunities as part of cost-cutting measures.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Potential layoffs:&nbsp;Some businesses, especially SMEs, may struggle to retain their existing workforce, leading employees to seek growth opportunities and wage increases elsewhere.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Financial strategy reviews:&nbsp;Growing employment costs will impact overall company budgets, necessitating a reassessment of financial strategies and operations.</li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list 36.0pt;">Higher costs for consumers/clients:&nbsp;Companies may need to raise prices for their products or services to offset higher costs, potentially driving consumers/clients to seek cheaper alternatives.</li>
</ul>
<h2>How Employers Can React to the National Insurance Change</h2>
Understanding the challenges of the employer National Insurance contributions and their implications are vital to understanding how a company can react to them with the growth of their business and their workforce in mind.
Planning and implementing effective strategies for talent recruitment and retention can help to minimise the potential impact of the NI increase and enable an organisation to continue the growth and development of their workforce and business, with a focus on the objective of finding, hiring and keeping the right people, with the right skills required.
This is where the expertise and experience of SRG can help. By investing in our talent solutions, a company benefits from our ability to create strategies and plans suited to their specific goals, and find, attract, hire and retain people &ndash; from a diverse, multi-skilled pool of talent &ndash; who&rsquo;ll help their business grow too.

With significant increases to employer’s National Insurance contributions announced in the Autumn 2024 Budget, companies have several potential challenges to face – including impacts on talent recruitment and retention. 

Navigating the National Insurance Increase in 2025 

Whether it&rsquo;s the tightening of budgets, pressure to work with existing or even dwindling resources, or the influence of emerging technologies, Lab Leaders are facing a variety of significant challenges and changes in the day-to-day operation of their laboratories.
To better understand these challenges and what can be done to address them,&nbsp;Synergy by SRG surveyed over 1,000 laboratory leaders&nbsp;for their insights into current concerns and future expectations. This data-driven research provides a comprehensive overview of the current landscape, with strategies to help lab leaders drive innovation and efficiency to thrive in 2025. &nbsp;
Download the Lab Leader Vision report now for valuable insights, as well as advice and guidance from experts, on:&nbsp;
<ul>
<li>Talent attraction and retention &nbsp;</li>
<li>Skills and expertise gaps&nbsp;</li>
<li>Efficiency and operational challenges&nbsp;</li>
<li>Technology, automation and digitisation</li>
</ul>

Discover the key challenges facing lab leaders and actionable solutions for overcoming them. The Lab Leader Vision report by Synergy reveals strategies for boosting productivity, efficiency, and resilience in the laboratory landscape. 

Lab Leader Vision 2025

In today&rsquo;s competitive market, the right recruiting partner isn&rsquo;t a luxury &ndash; it&rsquo;s a necessity. When that partner brings a strong background in sales, the result is a more strategic, impactful approach to hiring that benefits your organization in the near- and long term.
Hiring managers in the life sciences industry face unique challenges. The industry&rsquo;s rapid growth and high demand for specialized talent mean that finding suitable candidates isn&rsquo;t just about a good technical fit &ndash; it&rsquo;s also about ensuring cultural alignment, adaptability, and a nuanced understanding of the talent landscape. That&rsquo;s where a seasoned recruiting firm with deep industry knowledge and a strong sales background can make a significant difference.
<h2>How to Recognize the Intricate Hiring Needs of the Life Sciences Industry</h2>
The life sciences industry spans pharmaceuticals, biotechnology, clinical research, diagnostics, and medical devices. Each of these sectors has specific needs:
<ul>
<li>Specialized Skill Sets: Roles require <a style="color: #ac1359;" href="https://www.srgtalent.com/us/blog/ai-transforming-life-sciences" target="_blank" rel="noopener">specific skills</a>, from lab expertise to knowledge of regulatory landscapes.</li>
<li>Need for Rapid Adaptation: Emerging trends, technologies, and regulatory shifts demand a workforce ready to evolve.</li>
<li>Sales-Informed Market Understanding: Deep market insights, including trends in candidate expectations, compensation benchmarks, and competitive hiring strategies.</li>
<li>Positioning: Understanding the value of positioning a role in the most authentic and compelling manner, even when the market is challenging, can significantly affect candidate interest and engagement.</li>
</ul>
Recruiting in the life sciences industry has evolved significantly beyond transactional approaches, moving toward more involved, relationship-driven models. Recruiting focuses on building enduring partnerships, navigating complex decision-making processes, demonstrating long-term value, and addressing unique regulatory and ethical considerations.&nbsp;
This shift towards a more consultative approach aligns with the industry&rsquo;s commitment to improving project outcomes and advancing scientific knowledge. With this consultative approach comes an understanding that the workforce management requirement goes far beyond what a resume or job description can convey, and this deeper knowledge is crucial for hiring managers to get the talent they need for successful project delivery.&nbsp;
<h2>New Consultative Approach to Life Science Recruitment&nbsp;</h2>
Life sciences positions often involve sophisticated scientific knowledge, specialized skills, and a deep understanding of industry-specific processes. A resume or job description can only scratch the surface of these complexities.
<ul>
<li>Scientific expertise: A candidate's actual depth of knowledge in a particular scientific domain may not be fully captured in a resume. Recruiting teams need to assess what a candidate knows and how they apply that knowledge in practical situations.</li>
<li>Interdisciplinary skills: Many life sciences roles require a blend of scientific expertise and other skills like project management, data analysis, or regulatory compliance. These nuanced skill combinations are often difficult to convey in a standard resume format.</li>
<li>Industry-specific screening: General recruiting firms may miss red flags or fail to understand nuanced qualifications. Specialized firms conduct <a style="color: #ac1359;" href="https://www.srgtalent.com/us/blog/fraudulent-candidates---life-threatening-lies" target="_blank" rel="noopener">screenings tailored to life sciences</a>, ensuring candidates meet technical and regulatory requirements.</li>
<li>In-depth reference checks: Experienced recruiters perform thorough reference checks, often connecting with industry contacts to verify a candidate&rsquo;s skills, compliance knowledge, and adaptability.</li>
</ul>
Cultural fit and soft skills are particularly important due to the collaborative nature of research and development.
<ul>
<li>Teamwork and collaboration: Life sciences often involve working in multidisciplinary teams. A candidate's ability to collaborate effectively is crucial but may not be evident from a resume alone.</li>
<li>Communication skills: Communicating complex scientific concepts to various stakeholders is vital in life sciences. This skill is best assessed through direct interaction rather than a written description.</li>
</ul>
The life sciences sector faces unique challenges that require specific traits and experiences.
<ul>
<li>Regulatory understanding: A deep grasp of regulatory requirements is often crucial. This understanding goes beyond what can be listed as a skill on a resume and involves the practical application of knowledge.</li>
<li>Ethical considerations: Given the sensitive nature of life sciences work, a candidate's ethical stance and decision-making processes are critical. These aspects are rarely captured in formal documents.</li>
<li>Problem-solving abilities: A candidate's approach to solving complex scientific problems is a key factor that a resume can't fully convey.</li>
</ul>
Hiring managers in life sciences often look for candidates with long-term potential, considering the investment in training and development. A seasoned recruiting partner ensures that this is covered in the screening.&nbsp;
<ul>
<li>Career aspirations: Understanding a candidate's career goals and how they align with the organization's objectives is crucial for long-term retention and success.</li>
<li>Learning agility: The capacity to quickly acquire new skills and knowledge is vital in the fast-paced life sciences sector. This trait is difficult to assess from a resume alone.</li>
</ul>
<h2>Experience is Value in Life Sciences&nbsp;</h2>
For hiring managers in life sciences, having the expertise of a sales and delivery team that understands the full extent of consultative recruiting is crucial for several reasons:
<ul>
<li>Targeted candidate pools: Years of industry experience allow for a highly targeted network of professionals, ensuring a higher quality candidate match.</li>
<li>Quick turnaround: Experienced recruiters can fill roles faster, thanks to their network and targeted approach, reducing downtime for critical projects.</li>
<li>Right fit, first time: Specialized recruiting firms with a robust sales foundation know how to find qualified candidates and the right cultural fit, leading to greater retention.</li>
<li>Cost savings: Every day that a position remains vacant represents lost productivity and potential revenue. A fast placement by an experienced recruiter drives down costs.</li>
<li>Enhanced employee engagement and retention: By focusing on candidates who resonate with the company&rsquo;s mission, values, and work culture, experienced recruitment teams improve employee engagement and long-term retention.</li>
<li>Enhancing team dynamics: Understanding a candidate's working style and interpersonal skills helps build cohesive and productive research teams.</li>
<li>Driving innovation: Identifying candidates with the right blend of scientific expertise, creativity, and problem-solving skills is key to driving innovation in life sciences.</li>
<li>Ensuring compliance and quality: In an industry heavily regulated and focused on precision, hiring managers need to be confident in a candidate's ability to maintain high quality and compliance standards.</li>
<li>Facilitating knowledge transfer: Understanding a candidate's ability to learn and share knowledge is crucial in an industry where continuous learning and collaboration are essential.</li>
</ul>
<h2>Future Outlook: Trends to Watch in Life Science Recruitment</h2>
As the industry continues to evolve, we can expect strategies in life sciences to become even more sophisticated, <a style="color: #ac1359;" href="https://www.srgtalent.com/us/blog/global-life-sciences-clinical-engineering-insights-2024-survey" target="_blank" rel="noopener">leveraging data-driven insights</a> and personalized engagement to create lasting value for all stakeholders involved.
In conclusion, partnering with an experienced recruiting firm like SRG Talent that offers exclusive life sciences expertise and a foundation in sales can make a significant difference. Bringing specialized knowledge, sales-driven engagement tactics and industry insights helps hiring managers fill positions and build high-performing teams that drive innovation and growth.

Discover the latest trends, strategies, and tactics of Life Science Recruitment: How to understand the complex landscape and navigate the future of talent to benefit your business.

Navigating the Complex Landscape of Life Sciences Recruitment: Why Partnering with a Sales-Focused Recruiting Firm is Essential

Driving innovation in the life sciences industry requires a workforce composed of diverse and equitable people possessing multifaceted perspectives and experiences. Achieving this, however, is a challenging mandate, and <a href="https://www.srgtalent.com/us/salary-survey">SRG and New Scientists Job's 2024 Global Talent Trends &amp; Insights Report</a> reveals that organizations are making inconsistent gains in their efforts. We found some notable steps forward in some areas and setbacks in others. The data confirms employers should redouble efforts to attract and retain a diverse and engaged workforce.
First the good news: we uncovered encouraging data around pay equity for women. Gains were made in all three regions of the world we tracked. This is commendable as STEM employers have long strived to attract female talent and pay them the same rate as men. On the other hand, racial diversity continues to struggle in North America, as only a small portion of STEM jobs are filled by black and Hispanic/Latino workers. Not only are their numbers small in the STEM workforce, but their average salaries are among the lowest. It&rsquo;s a statistic that could hamper the industry&rsquo;s goals of attracting a more diverse candidate pool.
Organizations leading in Diversity, Equity, and Inclusion (DE&amp;I) practices will likely achieve a more equitable and inclusive workforce and reap the benefits. According to <a href="https://www.mckinsey.com/featured-insights/diversity-and-inclusion/diversity-matters-even-more-the-case-for-holistic-impact">McKinsey</a>, the top quartile of these companies are 27% more likely to outperform financially, while the bottom quartile are 24% less likely. So not only is having a diverse and equitable workforce the right thing to do, but it also makes financial sense.&nbsp;
<h2 class="MsoNormal">Pay Gap Closes for Some</h2>
In the overall U.S. labor market, women make just 84 cents for every dollar a man makes. For women in STEM fields, achieving pay equity is closer to reality. Our latest data confirms this:
<ul>
<li class="MsoNormal">In North America, the pay gap in 2023 is down to 8.2%, falling from 20.7% in the previous year.</li>
<li class="MsoNormal">The smallest gap was among mid-career scientists (45-54), with a gap of just 4.5%</li>
<li class="MsoNormal">However, the gains have not been consistent, and they remain high in other regions around the world</li>
</ul>
Such sizable improvements were not observed in different racial and ethnic groups. Asian scientists, on average, earned the highest salaries at nearly $100k. This was followed by people who identified as two or more races and white workers. Hispanic/Latino employees took home the lowest pay, at just about three-fourths of the highest income, while black workers did slightly better but still ranked among the bottom third.
<h2 class="MsoNormal">Importance of Workforce Diversity to Talent</h2>
One of the reasons why companies with leading DE&amp;I practices tend to outperform is a higher level of engagement and satisfaction among their employees. According to <a href="https://www.gallup.com/workplace/395102/drives-culture-belonging.aspx">Gallup</a>, 42% of U.S. workers say a diverse and inclusive organization is important to their consideration of a prospective employer. Moreover, cultivating <a href="https://www.apa.org/topics/healthy-workplaces/fostering-connection">a sense of belonging at work</a> is increasingly seen as a lever of productivity and retention.&nbsp;
This is especially true among younger generations of workers, whose values regarding workplace satisfaction differ markedly from their older peers. Among Gen Z, 83% are swayed by a company&rsquo;s diversity and inclusion efforts, according to <a href="https://www.forbes.com/sites/forbesbusinesscouncil/2023/06/09/attracting-and-retaining-gen-z-through-diversity-and-inclusion/">Forbes</a>. As this generation grows proportionally in the workforce, companies must remain committed to fostering such a corporate culture.
So how can life sciences businesses ensure they align their efforts to the desires and values of their people? There are several critical considerations when building a DE&amp;I strategy.&nbsp; 
<h2 class="MsoNormal">Three key success levers for a STEM workforce</h2>
&nbsp;
<h3 class="MsoNormal">Start with the right data&nbsp;</h3>
Organizations often go just skin-deep when reviewing hiring data. Benchmarks such as diversity of candidate slates and hires tell half the stories. Tracking the advancement of diverse hires once they join the organization, capturing their sentiment on the talent experience, and surveying unsuccessful candidates offer nuanced and actionable insights.
<h3 class="MsoNormal">Seek out more diverse talent pools</h3>
Whether it&rsquo;s conducting early career recruitment or sourcing for more senior talent, an effective talent acquisition strategy should be comprehensive in its scope. This means expanding geographic targets, working with diverse universities, and tapping into affiliation groups. Also, consider a skills-based strategy that eliminates the requirements for college degrees.
<h3 class="MsoNormal">Lean on employee resource groups (ERGs)</h3>
Leaders can gain valuable insights from their own employees by establishing ERGs. These not only help talent to grow and advance, but they also provide critical feedback to management&mdash;earmark resources, and secure executive support to ensure the success of these groups.&nbsp;
Although the world of work is progressing in creating diverse and inclusive workplaces, it is doing so at an uneven pace. Pay equity still falls short of women&rsquo;s expectations, and many life sciences companies' workplaces still lack true diversity. There is ample evidence that improvements are not only a moral mandate but also a business one.&nbsp;
Want to learn more about the sentiments of life sciences workers? Get actionable insights with SRG&rsquo;s 2024 Global Talent Trends &amp; Insights Report today. Download your copy&nbsp;<a href="https://www.srgtalent.com/us/salary-survey?utm_source=ED%26I+Blog+for+TT%26I&amp;utm_medium=Blog&amp;utm_campaign=Talent+Trends+%26+Insights">here</a>.&nbsp;

Discover how STEM professionals feel about their worth and why employers need to tap into three trends to build a STEM workforce for the future

Innovation thrives on a diverse STEM workforce. Are you tapping into these three key success levers?

<div>
Advancements in technology within the neuroscience sector are forecasted to continue evolving rapidly each year, and in 2024 we have already witnessed a number of trends emerge.&nbsp;&nbsp;
</div>
<div>
In this article, we will explore the major trends predicted to shape the neuroscience sector in over the coming years, including innovations in brain imaging technologies, neurostimulation therapies, the integration of artificial intelligence, brain-computer interface technology, the rise of telemedicine in neurology, and the growing collaboration between industry and academia through cross-disciplinary approaches.&nbsp;
</div>
<div>
Join us as we delve into these exciting trends and explore their potential impact on the future of neuroscience.&nbsp;
</div>
<div>
<h2 role="heading" aria-level="2">Generative AI&nbsp;&nbsp;</h2>
</div>
<div>
AI (Artificial Intelligence) has made a growing impact in the last few years, evolving into a useful tool for a variety of applications across almost every sector &ndash; from engineering and manufacturing and pharmaceuticals. Within the Medical Sector, AI has the power to not only develop, streamline and improve healthcare systems and processes, but also shape the way we diagnose, treat and provide aftercare for illness and medical conditions.&nbsp;&nbsp;
</div>
<div>
It is forecasted that AI within healthcare will make a large advancement over the coming years to reduce the strain and workload on services such as the NHS. AI tools will be integrated into healthcare systems to help reduce working hours and ensure clinics have an optimal amount of time to spend on patient care.&nbsp;&nbsp;
</div>
<div>
The <a href="https://www.gov.uk/government/news/health-secretary-announces-250-million-investment-in-artificial-intelligence" target="_blank" rel="noreferrer noopener">UK Government has afforded the NHS AI Lab with &pound;250m of funding</a> to integrate AI systems into the healthcare practice, trialling more than 40 projects.&nbsp;&nbsp;&nbsp;
</div>
<div>
<h2 role="heading" aria-level="2">Brain-Computer Interface Technology&nbsp;</h2>
</div>
<div>
BCI&rsquo;s (Brain-Computer Interface Technology) have the power to connect individuals with severe disabilities to their surrounding environment. This could not only have a large impact on the patient themselves, allowing them to do and experience more than ever before, but also, their friends and family.&nbsp;&nbsp;
</div>
<div>
BCI&rsquo;s are a complex technology system that analyse brain signals and translate them on an electrical device, allowing the patient to connect through their thoughts. They can be both invasive and non-invasive, depending on which technology is used, but they can have a significant impact on a patient&rsquo;s quality of life.&nbsp;&nbsp;
</div>
<div>
Brain-Computer Interface Technology is already used to assist numerous patients with compromising disabilities. However, with ever evolving technological systems, BCI&rsquo;S are predicted to keep advancing and will soon, hopefully, be used widely as a communication device for many whose lives could be changed for the better.&nbsp;&nbsp;
</div>
<div>
<h2 role="heading" aria-level="2">MRI Machines&nbsp;</h2>
</div>
<div>
MRI Machines are already in frequent use within medical research and routine. However, their digital technology and the way it is used is constantly evolving. MRI machines are becoming more powerful and adaptable, but also downsizing for convenience and becoming portable.&nbsp;&nbsp;
</div>
<div>
Their technology is ever evolving as the need for data storage, memory for analysis and updating medical systems, increases. Not only are these factors in high demand but MRI technology also needs prolonged transfer times between locations and to be supported by a sufficient computer source. Therefore, regular updates in technological systems are mandatory for the usage of these incredible machines.&nbsp;&nbsp;
</div>
<div>
Additionally, MRI technologies are in high demand for daily clinical use. Therefore, companies have explored into the development of smaller, portable MRIs to suffice for the demand of patients in need of this advanced procedure.&nbsp;
</div>
<div>
<h2 role="heading" aria-level="2">Psychedelics&nbsp;</h2>
</div>
<div>
Psychedelics are controlled drugs that have been seen to help treat neurological and mental health disorders. Certain Psychedelics can alter the way two parts of the brain communicate with each other, which in turn helps to ease the symptoms of such disorders.&nbsp;
</div>
<div>
In the USA, <a href="https://www.fda.gov/news-events/press-announcements/fda-issues-first-draft-guidance-clinical-trials-psychedelic-drugs" target="_blank" rel="noreferrer noopener">Psychedelic Drug trials were started in 2023, moving away from developmental pilot research of the drugs.</a> Under the FDA&rsquo;s new regulations, MDMA was considered as a potential drug to help ease the symptoms for patients experiencing Post Traumatic Stress Disorder and Eating Disorders. Additionally, Psilocybin has also been considered as an effective psychedelic drug for the treatment of symptoms for Post Traumatic Stress Disorder, Anxiety and Depression.&nbsp;&nbsp;
</div>
<div>
As further developments continue throughout 2024 and in the coming years, it is hoped that MDMA and Psilocybin will become regulatory Psychedelic drugs advised by the FDA and can become widely used by patients in America and potentially around the glove too.&nbsp;&nbsp;
</div>
<div>
<h2 role="heading" aria-level="2">PET Radiotracers&nbsp;</h2>
</div>
<div>
In 2024, the pursuit of PET Radiotracers has continued to be a focal point in neuroscience research.&nbsp;&nbsp;
</div>
<div>
A significant milestone is expected with the conclusion of a trial evaluating the PET radiotracer 18F-MK6240. This radiotracer has shown promise in effectively measuring increases in brain tau protein, which is associated with autosomal dominant Alzheimer&rsquo;s disease, even before symptoms appear.&nbsp;
</div>
<div>
There is a critical need for sensitive biomarkers like 18F-MK6240 that can quantify early pathological changes and closely correlate with disease progression and clinical outcomes. The introduction of this novel PET tracer is anticipated to play a pivotal role in guiding the discovery and development of disease-modifying therapeutics for neurodegenerative diseases.&nbsp;
</div>

2024 has been another year of rapid change and development within the Neuroscience sector. Here are a few of the standout trends that have emerged.

2024's Top Neuroscience Trends

The Chemical Industry, its processes and products play a crucial role in the global economy. Chemicals play a huge part in our day-to-day lives, impacting almost every sector and many of the things we create, use and rely on. Unfortunately, the impact of chemicals on the environment and on human life is just as vast. That&rsquo;s why, as we discuss here, now is the time to make chemicals more sustainable.
<h2>Why is sustainability so important in the Chemical Industry?</h2>
Chemicals are a vital part of almost every sector &ndash; from healthcare and pharmaceuticals to engineering and energy. They are at the heart of developing new technologies and materials; integral to many of the goods that people use and rely on; shape the ways industries and companies operate; and much more.
The impact of the Chemicals Industry isn&rsquo;t just felt in the way we live our lives though; it has huge implications on the natural environment where we live our lives too. Historically, the Chemicals Industry has always been an energy and CO2-intense sector. In 2019 for example, <a href="https://www.wbcsd.org/resources/towards-planet-positive-chemicals/">according to a report from the World Business Council for Sustainable Development (WBCSD)</a>, the industry&rsquo;s contribution to global greenhouse gas emissions was 6.3%. So, whilst it powers positive development, it can also make a negative impact on the environment.
Therefore, it is not only imperative for the Chemicals Industry to make a change; it is vital that the change is soon, if not immediate. Making both chemicals and the industry processes more sustainable is key. Thankfully, organisations, industries and companies &ndash; <a href="https://www.echa.europa.eu/hot-topics/chemicals-strategy-for-sustainability">such as the European Commission</a> &ndash; are already making tracks, introducing new strategies, goals and legislations that will drive a shift towards chemicals and production technologies that are not only safer, but more sustainable too.
<h2>Driving sustainability in the Chemical Industry</h2>
The time for change in the Chemical Industry is now. Thankfully, urgent plans are already being made and put in place; to shape the industry and the way we approach, create and use chemicals and ensure that the positive impact they make far outweighs the potential negative one &ndash; now and long into the future.
The United Nations (UN) have, as part of their Environment Programme (UNEP), have developed <a href="https://www.unep.org/resources/toolkits-manuals-and-guides/green-and-sustainable-chemistry-framework-manual">a framework for developing green and sustainable chemistry</a>. This framework is designed to raise awareness, enhance knowledge and identify ways and opportunities for key industrial sectors to advance sustainable chemical consumption, production and product innovation. At the heart of their plans, they&rsquo;ve <a href="https://wedocs.unep.org/bitstream/handle/20.500.11822/37340/AOGCGSC.pdf?sequence=3&amp;isAllowed=y">outlined 10 objectives to drive action from stakeholders and organisations across the chemical industry</a>, from minimising chemical hazards and pollution to advancing sustainable resourcing and maximising social benefits.
Meanwhile, the <a href="https://www.wbcsd.org/resources/towards-planet-positive-chemicals/">2024 Towards Planet Positive Chemicals: A Chemical Transformation Roadmap Enabled by the Circular Economy report</a>, created by the World Business Council for Sustainable Development (WBCSD) further highlights the need for change in chemicals and a action pathway to make that change. Produced in collaboration with a leading consultation consultancy and nine of the world&rsquo;s largest chemical companies, it calls for a drive towards net-zero and nature-positive chemicals and a transition to solutions that prioritise equity and well-being for workers, chemical users and producers and the planet; and emphasises a focus on empowering circular economies, activating sustainable chemistry and tackling industry-wide pollution as the key enablers to do so.
There is a global effort to ensure all industries become more sustainable and less impactful on the environment, as we work towards net-zero emissions and environmental targets that are looming large. Making changes to chemicals &ndash; and the way we produce, use and dispose of them &ndash; is hugely important. And so are the plans already being made by organisations such the UN and WBCSD, as well as key figures and companies across the Chemical Industry.
<h2>Taking action for the future of sustainability in the Chemicals Industry</h2>
Without actions, however, the plans and objectives set out for a more sustainable future in the Chemicals Industry are simply words on a page. Having the foresight to understand the lasting, growing impact of chemicals and make plans and strategies for change must be supported &ndash; and acted upon &ndash; by the companies and organisations who have the power and means to make a difference.
So, what actions should stakeholders across the industry take? Once again, organisations are already putting in the work, leading by example for others to follow.
For example, as part of their Chemicals Strategy for Sustainability, the European Commission have taken <a href="https://www.echa.europa.eu/hot-topics/chemicals-strategy-for-sustainability">a lead on advising on tangible and manageable actions to guide companies within the Chemicals Industry &ndash; in the EU and beyond &ndash; into a more sustainable future</a>. The key actions of their strategy include encouraging companies to ban the use of the most harmful chemicals; boost investment in chemicals that are safe and sustainable by design; establishing simpler risk and hazard processes; and promoting high chemical safety standards.
The <a href="https://wedocs.unep.org/bitstream/handle/20.500.11822/37340/AOGCGSC.pdf?sequence=3&amp;isAllowed=y">UNEP have highlighted a variety of actions</a> that, through utilising new technologies, techniques and materials, can make rapid, long-lasting and industry-changing impacts. They cite the use of advanced technologies to not only find alternative functional chemicals with minimised hazards, but create them too; promote the development of green and sustainable chemistry using alternative products and processes through biomimicry; highlight how there is potential for turning waste gas from the industry into sustainable fuels or chemicals; and encourage chemistry innovations that are safer and greener for all to use, within &ndash; and outside of &ndash; the industry.
And this is just scratching the surface. The Chemicals Industry is powered by the expertise of some of the very best, brightest and most talented people, and it is this expertise &ndash; driving the development of strategies and new processes &ndash; that will ensure the future of chemicals is sustainable for the benefit of us all.

Chemicals are crucial to the way we live. But whilst we rely on them to shape and improve our way of life, their manufacture and use comes at a cost. Therefore, we must find ways to make chemicals more sustainable.

Creating Sustainability in the Chemicals Industry

With the STEM industry constantly evolving, and the skills it needs to continue to evolve ever-changing too, STEM organisations are having to rethink the way they find, attract and retain the very best STEM talent available.
Contrary to what many think, simply paying well isn't enough. Instead, companies must improve their ability to ensure their people feel enabled, valued and have access to other attractive perks too, as highlighted by a group of industry experts in a recent SRG webinar &ndash; an event focused on the insights from <a href="https://www.srgtalent.com/global-talent-trends-and-insights-2024">SRG &amp; New Scientist&rsquo;s Global Talent Trends &amp; Insights report</a>, which detailed the insights from 4,000 professionals in life sciences from the UK, US, and Europe.
Life sciences companies are in uncertain times. To continue to develop and thrive, they must become more agile and competitive. To enable this, according to the panellists, talent is the key. Achieving success, though, relies on companies&rsquo; abilities to enable skilled individuals to use their talent via efficient, impactful methods that lead to faster-to-develop, more reliable achievements, whether it's developing groundbreaking drugs, medical devices, or diagnostic tools.
&ldquo;There is pressure to do more with less, but there is a real focus on that speed of getting innovation to market as soon as possible. And I really do feel that now more than ever leaders&nbsp;<a name="_Int_k2LQIvDR"></a>must demonstrate a real level of adaptability and flexibility in everything that&nbsp;<a name="_Int_cgOn7FNf"></a>they're doing,&rdquo; according to Philippa Clark, Senior Client Manager with SRG in the UK.&nbsp;
Clark continued to discuss how, with UK life sciences investment remaining high, contingent talent was becoming increasingly important for enabling work to be done most efficiently and cost-effectively. This has resulted in an increasing focus on resources related to Statement of Work, the direct acquisition of adaptable talent, and various employment agreements to assist medical technology and pharmaceutical companies in achieving higher revenue growth.&nbsp;
<h2>A growing, unwavering demand for talent</h2>
With&nbsp;<a href="https://www.srgtalent.com/blog/pay-for-life-science-workers-rises-fastest-in-the-uk-but-still-lags-behind-north-america-and-europe">spending anticipated</a>&nbsp;in the near future, worldwide demand for STEM talent is likely to remain high. Justin Mullins, a panellist on the&nbsp;webinar and Consultant Editor at New Scientist, believes that the COVID pandemic and its ongoing implications have led to other projects being delayed or, in some cases, abandoned. Mullins discussed how, when the pandemic was over, many life sciences companies faced a huge project backlog, which has driven talent demands further.
According to Mullins, UK life sciences companies have since kick-started their research and development work, with more efficient innovations high on the agenda. The sector has started to turn the tide on its backlog, with Mullins stating that it has &ldquo;turned into a streamlined, forward-thinking agile agency, which is really accelerating the way in which Innovation can be brought to market.&rdquo; Meanwhile, thanks to the post-COVID &lsquo;bounce&rsquo;, and the recent UK election now over, companies have more stability to focus on growth and accelerate the industry&rsquo;s talent attraction needs.
This trend, however, will put additional pressure on talent scarcity. Last year, salaries in life sciences rose markedly, especially in the UK, where the average pay rose more than 11%, <a href="https://www.srgtalent.com/global-talent-trends-and-insights-2024">according to the SRG and New Scientist report.</a> Above average wage growth was reported, with 3.4% growth in Europe and 3.9% in North America respectively. Additionally, a further challenge for employers looking to hire and attain high-level talent was highlighted in data that suggests around 60% of all workers surveyed planned to change jobs in the near future.
<h2>Addressing the challenges for Life Sciences employers</h2>
Patrick Stedman, webinar panellist and SRG US Senior Vice President, discussed the need for companies across life sciences to look at ways to hire, motivate and retain the best STEM talent beyond the usual offers of higher wage compensation, referencing insights from the <a href="https://www.srgtalent.com/global-talent-trends-and-insights-2024">Talent Trends &amp; Insights report</a> that highlighted how 62%STEM professionals ranked wages lower than other employment benefits as the reason for joining a company.
In fact, more than monetary gain, many workers feel it is imperative that the organisation they work for is diverse and inclusive for all. According to Stedman, the values of an employer, its purpose, and how it treats its people is the most important, deciding factor for talent when considering whether to join, or stay at, a company.
&ldquo;If you look at the STEM portfolio, specifically within life sciences and clinical,&nbsp;<a name="_Int_kmMLLUOe"></a>we're&nbsp;<a name="_Int_Km8s5b2c"></a>a very diverse population so&nbsp;<a name="_Int_YmicE7sN"></a>it's extremely important that we are keeping at the forefront.&nbsp;<a name="_Int_hA7Gzz5A"></a>It's a catalyst in all these organizations to understand how important it is to promote inclusivity and diversity &mdash; promoting it in a way that&nbsp;<a name="_Int_WTl2CZN0"></a>it's openly discussed and that we're in a position where people are comfortable with understanding the mission, vision, and value of these organizations.&rdquo; said Stedman.&nbsp;
<h2>The power and impact of Artificial Intelligence in Life Sciences</h2>
Artificial intelligence is making its mark across all industries. In life sciences, the wide-scale abilities of AI are not only helping to drive innovation forward, but it is also requiring professionals to constantly adapt, evolve and look forward to, and undertake training and development to upskill and keep up-to-date with current trends and tech.
This goes beyond core, hard skills too. According to the Trends &amp; Insights research, critical thinking, problem-solving, creativity, and adaptability are key skills that employees wish to develop further.
According to Tracy Monsour, Senior Vice President of Marketing for the Impellam&nbsp;<a name="_Int_mgUfE9mI"></a>Group and a member of the&nbsp;<a name="_Int_uN68FDUX"></a>webinar panel, the ability of people to adjust to the changing nature of work and the impact of AI, will be critical to the success of companies in life sciences.
&ldquo;The topic of upskilling and reskilling is going to be one that we're talking about for a very long time,&rdquo; Monsour said, especially as artificial intelligence is fundamentally transforming how medtech and pharma companies operate. &ldquo;AI is necessary for skill sets, in terms of advancing research, development production and manufacturing of the products that impact the greater life sciences industry.&rdquo;
Indeed, there is already a growing belief that AI is changing the nature of job roles completely, with many respondents to the insights survey <a href="https://www.srgtalent.com/blog/ai-impact-in-stem-industries">highlighting how the technology is making their work more efficient</a>. 
The full impact of AI on working environments remains to be seen. But what we can say for certain is that investing in people through upskilling and reskilling, raising engagement through purpose and value, enhancing human capabilities with technology, or a combination of all these initiatives, will always be key to the success of companies and their industries overall.&nbsp;
<hr>
For even more insights, request your copy of the&nbsp;<a href="https://www.srgtalent.com/global-talent-trends-and-insights-2024">2024 Talent Trends &amp; Insights Report</a>&nbsp;by New Scientists Jobs and SRG.
And, to see the complete round-table discussion on how to unlock talent trends and insights,&nbsp;<a href="https://www.linkedin.com/events/howtounlocktalenttrends-insight7235016626008473601/theater/">click here</a>.

In life sciences, recruiting the very best talent available is the key to success. However, in this highly competitive industry, the demand for not only finding the right talent, but attracting and retaining them too, is higher than ever before.  

Shaping the future of Life Sciences: Finding, hiring and retaining the best STEM talent 

In a dynamic and rapidly evolving world of work, how can employers of STEM talent attract and retain the best people in a competitive labor market? Contrary to popular belief, good salaries alone won&rsquo;t do it. Rather, companies need to do a better job of offering purpose and other compelling benefits to candidates, according to a panel of work experts who recently spoke on an SRG <a name="_Int_mCIji8nm"></a>webinar. The event focused on the findings of New Scientist&rsquo;s Global Talent Trends &amp; Insights report, which surveyed the sentiments of 4,000 life sciences professionals across the UK, US, and Europe. <a href="https://www.srgtalent.com/us/blog/careers-in-life-sciences">Discover Who Has the Best Pay in Life Sciences</a>.
Facing today&rsquo;s climate of uncertainty, life sciences companies are challenged to become more agile and competitive, and <a name="_Int_vtPlgZfI"></a>it&rsquo;s clear that talent is the lever to make this happen, according to the panelists. Success, however, depends on employers acquiring and utilizing talent in cost-effective, impactful ways that achieve milestones more quickly and consistently, whether that&rsquo;s developing a new blockbuster drug, a new medical device, or a diagnostic test.
&ldquo;There is pressure to do more with less, but there is a real focus on that speed of getting innovation to market as soon as possible. And I really do feel that now more than ever leaders <a name="_Int_k2LQIvDR"></a>have to demonstrate a real level of adaptability and flexibility in everything that <a name="_Int_cgOn7FNf"></a>they're doing,&rdquo; according to panelist Philippa Clark, Senior Client Manager with SRG in the UK.&nbsp;
Clark explained that with investments in the UK life sciences sector remaining strong, employers increasingly turn to contingent talent to get work done more cost-effectively and efficiently. This has led to growing interest in statement of work resources, <a href="https://www.srgtalent.com/us/business-solutions/direct-hire">direct sourcing</a> of flexible talent, and other work arrangements to help medtech and drug manufacturers drive revenue growth. And the pressure to meet work goals is not isolated <a name="_Int_TzmnGWmD"></a>to the UK and Europe. In fact, one-third of those surveyed by New Scientist in North America say they expect their department to receive budget increases by the end of 2025. 
&nbsp;
<h2 class="MsoNormal">Demand for talent unabated</h2>
With <a href="https://www.srgtalent.com/us/blog/pay-for-life-science-workers-rises-fastest-in-the-uk-but-still-lags-behind-north-america-and-europe">spending anticipated</a> in the near future, demand for STEM talent will <a name="_Int_HWAmTVj1"></a>likely remain sustained worldwide. One reason is that during the pandemic, a disproportionate amount of research went to treating COVID, leading to deprioritization of other projects, according to Justin Mullins, a panelist on the <a name="_Int_faaOO6WJ"></a>webinar and Consultant Editor at New Scientist. He pointed out that when the pandemic was over, many life sciences companies faced a backlog of projects. This led to a surge in demand for talent, and that appetite for resources has not diminished.
Mullins pointed out that UK life sciences companies have since stepped up research and development work and appear poised to innovate more quickly. The sector has overcome the backlog and &ldquo;turned into a streamlined, forward-thinking agile agency, which is really accelerating the way in which Innovation can be brought to market,&rdquo; he said, pointing out the post-COVID &ldquo;bounce&rdquo; for businesses has also benefited from greater economic and political stability recently. With the UK&rsquo;s recent elections now over, he said companies can better focus on growth, which will further accelerate the sector&rsquo;s growing need for talent.&nbsp;
This trend, however, will put additional pressure on talent scarcity. Last year, salaries in life sciences rose markedly, especially in the UK, where the average pay rose more than 11%, according to New Scientist&rsquo;s research. Growth reached 3.9% in North America and 3.4% in Europe &mdash; figures all above the average wage growth for all jobs in those regions. At the same time, 60% of all workers surveyed said they planned to change jobs this year, further challenging employers to acquire and retain <a name="_Int_vGs5gESc"></a>great talent.
How can life sciences <a name="_Int_fE48oPgB"></a>employers address this growing problem? As panelist and SRG US Senior Vice President Patrick Stedman noted, companies must offer more than just competitive compensation to acquire, motivate, and retain their best people. In fact, the Talent Trends &amp; Insights report found that 62% of STEM professionals ranked wages lower than other employment benefits as the reason for joining a company. Stedman said today&rsquo;s workforce is focused on the values of an employer, its purpose, and how it treats its people. Specifically, many workers want assurances that they <a name="_Int_EGX5JaSQ"></a>work for a diverse and inclusive organization.
&ldquo;If you look at the STEM portfolio, specifically within life sciences and clinical, <a name="_Int_kmMLLUOe"></a>we're <a name="_Int_Km8s5b2c"></a>a very diverse population so <a name="_Int_YmicE7sN"></a>it's extremely important that we are keeping at the forefront. <a name="_Int_hA7Gzz5A"></a>It's a catalyst in all these organizations to understand how important it is to promote inclusivity and diversity &mdash; promoting it in a way that <a name="_Int_WTl2CZN0"></a>it's openly discussed and that we're in a position where people are comfortable with understanding the mission, vision, and value of these organizations,&rdquo; Stedman noted.
&nbsp;
<h2 class="MsoNormal">AI and the urgency for skilling</h2>
Another priority for STEM talent is their need for upskilling. With AI proliferating across the life sciences industry, professionals increasingly need training and development to stay current with technology. And <a name="_Int_VAsB5PN4"></a>it&rsquo;s not just their hard skills that scientists seek to enhance; Talent Trends &amp; Insights research found that the competencies most people want to improve are cognitive ones, such as critical thinking, problem-solving, creativity, and adaptability. In the AI era, helping people adjust to the changing nature of work will be critical to long-term organizational success, according to Tracy Monsour, Senior Vice President of Marketing for the Impellam <a name="_Int_mgUfE9mI"></a>Group and a member of the <a name="_Int_uN68FDUX"></a>webinar panel.
&ldquo;The topic of upskilling and reskilling is going to be one that we're talking about for a very long time,&rdquo; Monsour said, especially as artificial intelligence is fundamentally transforming how medtech and pharma companies operate. &ldquo;AI is necessary for skill sets, in terms of advancing research, development production and manufacturing of the products that impact the greater life sciences industry.&rdquo;
Indeed, half of those surveyed say AI will change the nature of their job completely, with a majority saying the technology already makes them more efficient at work.&nbsp;
In what other ways will <a href="https://www.srgtalent.com/us/blog/ai-transforming-life-sciences">AI transform the future of work</a>? That remains to be seen, but one thing is clear: investing in people will continue to be a winning strategy in the future, whether <a name="_Int_tNmyHsKI"></a>that&rsquo;s through upskilling and reskilling, raising engagement through purpose and value, enhancing human capabilities with technology, or a combination of all these initiatives. The key to unlocking workforce potential requires insights and understanding of people&rsquo;s expectations of work and the key motivators that resonate with STEM professionals. 
&nbsp;
To better understand the sentiments of life sciences professionals, request your copy of the <a href="https://www.srgtalent.com/us/salary-survey">2024 Talent Trends &amp; Insights Report</a> by New Scientists Jobs and SRG. Stay tuned for our 2025 survey questionnaire to be launched soon.
To see the complete round-table discussion on how to unlock talent trends and insights, <a href="https://www.linkedin.com/events/howtounlocktalenttrends-insight7235016626008473601/theater/">click here</a>.

Recruiting the best talent is a key part of life sciences recruitment. The highly competitive industry and the demand for top talent is higher than ever.

Despite facing market uncertainty, life sciences employers’ winning strategy begins with talent 

Chris Blackburn, Director of Skills Growth at Impellam Group, was recently recognised as a finalist and highly commended in the Skills Champion category for the Yorkshire and Humber Region at the <a href="https://appawards.co.uk/" target="_blank" rel="noopener">Apprenticeships and Skills Awards</a>.
Celebrating its 21st year, the awards were created to recognise the accomplishments of apprenticeship students and those who advocate for apprenticeship programs. <a href="https://appawards.co.uk/categories" target="_blank" rel="noopener">Judges seek</a> "strong advocates of apprenticeships and skills, who go above and beyond their typical responsibilities to promote these pathways as excellent career options."
Reflecting on the honour, Chris said, &ldquo;I&rsquo;m absolutely delighted to have been highly commended in this category. It&rsquo;s been an amazing journey, and receiving this recognition alongside such inspiring individuals makes it all the more meaningful. Together, we&rsquo;re promoting early careers, driving change, and helping others find their own way."
This marks Chris&rsquo;s second recognition in 2024, following the &lsquo;Biggest Impact to the Network&rsquo; award from the <a href="https://www.yorkandhumberportal.com/" target="_blank" rel="noopener">Yorkshire and Humber Apprenticeship Ambassador Network</a>. He earned the award for his contributions through presentations, career events, workshops, and social media initiatives, aimed at guiding both current and future apprentices.
For <a href="https://www.srgtalent.com/blog" target="_blank" rel="noopener">more insights</a>, click here or follow our <a href="https://uk.linkedin.com/company/srg-" target="_blank" rel="noopener">LinkedIn page for updates</a>.
<h3>About Impellam</h3>
Impellam is a connected group providing global workforce and STEM talent solutions. Our 1700 people and market leading brands work across a broad spectrum of industries and job categories throughout North America, the UK and Europe and Asia Pacific. Our award-winning Global Managed Services provide a diverse range of digitally enabled, multi-disciplinary workforce solutions to organisations. We are upper quadrant industry leaders in Managed Service Provision and Services Procurement, and IT. Our STEM businesses are specialists in recruiting and engaging talent in the key growth markets of technology, digital, data analytics, science, clinical and engineering and work with customers across all sectors and sizes. We believe in the power of work. Through the power of work, we build better businesses and help people lead more fulfilling lives.
&nbsp;Our brands include: Comensura, Guidant Global, SRG, Lorien, Carbon60 and Bartech.
&nbsp;For more information about Impellam Group:&nbsp;<a href="https://www.impellam.com./">www.impellam.com</a>.

Brands across the Impellam Group, including SRG, are celebrating Chris Blackburn - our Director of Skills Growth - receiving high commendation at the 2024 Apprenticeship and Skills Awards. 

Chris Blackburn of Impellam Group receives high commendation at the 2024 Apprenticeship and Skills Awards

<article class="blog-article">
<div class="blog-article-body">
Over the &lsquo;Great Resignation&rsquo; of 2021,&nbsp;<a href="https://www.srgtalent.com/blog/the-history-of-recruitment-whats-changed-and-whats-next)%20(https://www.cipd.co.uk/news-views/cipd-voice/Issue-33/great-resignation-fact-fiction#gref" target="_blank" rel="noopener noreferrer">85% of UK senior leaders reported significant business disruption</a>, as job-to-job moves reached&nbsp;<a href="https://www.cipd.co.uk/news-views/cipd-voice/Issue-33/great-resignation-fact-fiction#gref" target="_blank" rel="noopener noreferrer">a record high of 3.2% across the UK.&nbsp;</a>While many employees held off on moving roles during the pandemic, creating what the CIPD calls a &lsquo;<a href="https://www.cipd.co.uk/news-views/cipd-voice/Issue-33/great-resignation-fact-fiction#gref" target="_blank" rel="noopener noreferrer">delayed churn</a>&rsquo; in 2021, surveys show that the &lsquo;Great Resignation&rsquo; was in part driven by employee feelings of dissatisfaction at work. According to a&nbsp;<a href="https://www.pwc.co.uk/press-room/press-releases/pwc-workforce-survey-20221.html" target="_blank" rel="noopener noreferrer">2021 report by PwC</a>, 18% of employees said they were likely to change roles over 2022, with 32% saying they were moderately likely to. The key drivers for their motivations for change were pay, wanting fulfilment, and wanting to be themselves in the workplace.
As employee motivations continue to shift, the rising importance of impactful workplace benefits is fast becoming critical to successful talent attraction and retention. And that means giving employees more control and customisation over their benefits. In today&rsquo;s competitive climate, do flexible benefits cut it? Or is the time right to advance the model further to activate real personalisation?
Read on to find out:
<ul>
<li>How benefits influence candidate attraction and employee retention&nbsp;</li>
<li>The difference between personalised and flexible benefits</li>
<li>How to action a personalised benefits plan</li>
</ul>
&nbsp;
<h2>How benefits influence candidate attraction and employee retention</h2>
 Employees value work environments where they&rsquo;re appreciated, listened to, and rewarded in the way they want to be rewarded.&nbsp;<a href="https://www.wtwco.com/en-CH/Insights/trending-topics/global-benefits-attitudes-survey-2022" target="_blank" rel="noopener noreferrer">Research&nbsp;</a>shows that benefits packages that meet the needs of employees and that authentically improve their experiences drive a<a href="https://www.wtwco.com/en-CH/Insights/trending-topics/global-benefits-attitudes-survey-2022" target="_blank" rel="noopener noreferrer">&nbsp;78% retention rate</a>, compared to just 41% when benefits do not meet employee needs.&nbsp;
As workplaces become increasingly flexible in recognition of the disruptions faced over the course of the pandemic, it&rsquo;s clear that a blanket approach for everyone does not work.&nbsp;
Our own research into STEM employee priorities in the workplace is a prime example of the mix of priorities employees have in the workplace.<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">&nbsp;Our 2022 Global Science Employment Report&nbsp;</a>revealed that while a good-work life balance was cited as the most important factor for a workplace by the highest number of people, it was also ranked as the least important factor by the most respondents in the UK and Europe.&nbsp;
Meanwhile,&nbsp;<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">over half of all respondents&nbsp;</a>across the UK, Europe and the US would find STEM employers appealing if they offered an attractive salary, meaningful benefits, and stimulating and challenging work.
Taking this into consideration, it&rsquo;s surprising that&nbsp;<a href="https://www.wtw-healthandbenefits.co.uk/hr-resources/advice-and-top-tips/bts-2021-guide" target="_blank" rel="noopener noreferrer">merely 27% of employers have benefits that address the needs of their workforce</a>, and&nbsp;<a href="https://www.wtw-healthandbenefits.co.uk/hr-resources/advice-and-top-tips/bts-2021-guide" target="_blank" rel="noopener noreferrer">only 26% offer flexibility in benefit choice.</a>&nbsp;
Representative, meaningful benefits have a key role to play in not only personalising the employee experience, but also in creating a workplace environment that people want to be part of - thereby establishing a competitive edge over other businesses seeking expert talent in your industry. 
<h2>The difference between personalised and flexible benefits</h2>
So, what are flexible benefits?
According to the<a href="https://www.gov.uk/hmrc-internal-manuals/employment-income-manual/eim01140" target="_blank" rel="noopener noreferrer">&nbsp;HMRC</a>, flexible benefits, or flexi benefits, generally refer to instances where employees can choose their benefits from a given menu. Flexible employee benefits schemes often include benefits such as company cars, childcare provision, private health insurance, additional pension contributions, and even additional annual holiday.&nbsp;
Personalised benefits, on the other hand, build on the foundations of flexible benefits and refer to allowing employees to annually select the benefits that most align with their goals, needs and motivations on an ongoing basis. Personalised benefits also involve working together with employees to introduce more nuanced benefits that meet the specific needs of employees within the workforce; for example, offering a four-day week with longer hours, or part-time working to improve work-life balance. How to action a personalised benefits plan A personalised benefits plan means assessing employee&rsquo;s individual needs and priorities. For example, managers could ask employees on an annual basis about their needs in the workplace and what benefits would make a difference. Once the needs of the employee has been expressed, managers can then work with the employee to prioritise and action the benefits mentioned. The critical factor in successfully implementing a personalised benefits plan is the regularity of assessment.
It&rsquo;s important to make sure employees have the opportunity to reassess their situation;&nbsp;<a href="https://www.srgtalent.com/blog/why-money-doesnt-motivate-employees" target="_blank" rel="noopener noreferrer">what has been important last year, may not be a priority this year.</a>&nbsp;From pension plans, to planning for children and requiring maternity cover, or improving salaries for a mortgage to buy a new house, it&rsquo;s important to provide employees with the space to acquire the benefits they need to improve their employee experience.&nbsp;
In my experience, not feeling heard or appreciated is one of the key reasons talented employees leave a company. Creating opportunities to instil a sense of belonging and providing meaningful opportunities to tailor the employee experience are powerful ways to combat employee turnover, all while strengthening your candidate attraction strategy. 
<h2>What is Search by SRG?</h2>
 <a href="https://www.srgtalent.com/clients/our-services/search-by-srg" target="_blank" rel="noopener noreferrer">Search by SRG</a>&nbsp;is a market-leading executive and technical recruitment service, bringing precision and trust to specialist hiring across the life sciences industry.&nbsp;
We offer a consultative service for our clients, where we directly address wider recruitment challenges and forge reparative solutions to improve candidate attraction and power employee retention.&nbsp; Whether you&rsquo;re looking for support with executive search, niche hiring, market campaigns for team building, high-end interim hiring, or market insights and reporting, our dedicated consultants are on hand to secure the success of your hiring strategy.
&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<a class="button" href="mailto:solutions@srgtalent.com">Click here to get in touch</a> About the author:&nbsp;<a href="https://www.srgtalent.com/clients/our-services/search-by-srg/biotech-start-up-secures-director-with-bioinformatics-recruiter" target="_blank" rel="noopener noreferrer">Janne Bate&nbsp;</a>specialises in resourcing top talent within AI, Machine Learning and Bioinformatics across the Life Science industry. She partners with companies across the globe with a focus on the European market.<a href="https://uk.linkedin.com/in/jannebatesrgtalent" target="_blank" rel="noopener noreferrer">&nbsp;Connect with Janne on Linkedin&nbsp;</a> Specialist Areas:&nbsp;AI The typical roles Janne recruits include from C suite down:&nbsp;Bioinformatics, Computational Biology, Computational Chemistry, Machine Learning, Data Science, Biological Systems Specialists
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<div class="image"><img src="https://www.srgtalent.com/-/media/srg/1---new-website/final/narrative-panel/skills-shortage-whitepaper-narrative-panel-image/candidate-attraction-narrative-panel-image/candidate-attraction-narrative-panel-image.png?h=500&amp;w=353&amp;la=en&amp;hash=EC6AF386FFD8352D73286AE29EA367FD" alt="title page for the candidate and attraction guide, the text reads srg 2022 candidate attraction and retention guide"></div>
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<div class="component-header">Global Guide to Candidate Attraction and Retention</div>
Download SRG's latest report into the global trends, challenges and opportunities surrounding candidate attraction and retention in STEM
<a class="" title="" href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-candidate-attraction-and-retention-guide" target="_blank" rel="noopener">DOWNLOAD</a>
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Are flexible benefits enough in today's talent market to attract and retain top employees? Find out more from Janne Bate, Principal Consultant at Search by SRG

Are Flexible Benefits at Work Enough to Retain Talent?

In our recent SRG<a href="https://www.srgtalent.com/us/salary-survey"> Global Life Sciences Talent &amp; Trends Insights Report</a>, we learned that there is a strong desire to change jobs within the life sciences field. While job mobility was relatively low as companies recalibrated after the pandemic&mdash;just 16% of respondents changed roles in 2023&mdash;61% of North American respondents expect to change roles in 2024. That rises to 90% for those working full-time onsite.
This leads to the question of how those 61% of professionals will look for their next opportunity. Choosing the right staffing agency and recruiting professionals can significantly impact your career trajectory, especially in a highly specialized field like life sciences.&nbsp;
Whether you are a seasoned professional or advancing in your career, you need a recruitment partner who understands the industry's intricacies and can provide comprehensive support throughout the job search process. SRG is the recruiter for mid-level and advanced life-science roles for several compelling reasons.
&nbsp;
<h2 class="MsoNormal">In-Depth Life Sciences Industry Knowledge</h2>
SRG has over thirty years of experience in life sciences, and our expertise is unparalleled. With years of experience in the field, we deeply understand the specific skill sets and qualifications required for mid-level to advanced life sciences, engineering, and clinical roles. This industry insight allows SRG to match you with positions that align perfectly with your skills and career aspirations. We are filling roles, building careers, and fostering long-term professional growth.
PRO TIP: We are a relationship-driven organization that seeks to build long-lasting relationships with clients, hiring managers, and candidates seeking our help for years to come! While some other firms may have their agendas, our best interest lies within your best interest, and we strive to build long-lasting partnerships with our candidates so that we can work together for years to come.
&nbsp;
<h2 class="MsoNormal">Personalized Life Sciences Career Advice</h2>
Navigating the job market can be challenging, especially in a specialized field. SRG offers personalized career advice tailored to each candidate's unique background and goals. Whether you need guidance on career advancement, transitioning to a new role, or exploring different sectors within life sciences, SRG&rsquo;s expert recruiters provide valuable insights and strategies to help you make informed decisions. This individualized approach ensures that you are not just another candidate but a valued professional with a clear career path.
PRO TIP: Our Life Sciences recruitment team values our relationships with candidates and clients more than anything! In this challenging market, it can be tough to juggle searching for a job with everything else going on. Whether you are actively looking or just seeing what else is out there, we would love to be another set of eyes on the market for you and help guide you to opportunities that may be unknown otherwise. Our team at SRG is happy to offer guidance and counseling at any time &ndash; even if you are not on the market! 
&nbsp;
<h2 class="MsoNormal">Comprehensive Skill Set Assessment</h2>
Understanding your skill set and how it fits into the current job market is crucial. SRG conducts thorough assessments to identify your strengths, areas for development, and how your skills match the demands of specific roles. This meticulous evaluation helps ensure you are positioned as a top candidate for the right opportunities. By highlighting your unique qualifications, SRG enhances your chances of securing a challenging and rewarding position.
PRO TIP: Our recruitment team takes the time to learn the ins and outs of your background, your motivators, your drivers, and what makes you tick. In this crazy world of job searching, we realize that every candidate is different in what they hope to obtain in a new position/ company. We&rsquo;ll put in the effort to get to know you on the front end to create a more meaningful partnership for the long term.
&nbsp;
<h2 class="MsoNormal">Expert Resume Review</h2>
Your resume is often the first impression you make on potential employers. SRG&rsquo;s team of experts offers detailed resume reviews to help you present your skills and experiences in the best possible light. We provide actionable feedback on format, content, and how to effectively highlight your achievements and competencies. This service ensures that your resume stands out in a competitive job market and accurately reflects your professional value.
&nbsp;
<h2 class="MsoNormal">Life Sciences Interview Best Practices</h2>
Preparing for interviews can be daunting, but SRG equips you with the tools and knowledge to excel. We offer comprehensive interview preparation, including best practices for different types of interviews, common questions and how to answer them, and strategies for effectively communicating your skills and experiences. This preparation helps you approach interviews confidently and professionally, increasing your likelihood of success.
PRO TIP: Our team works closely with you, the candidate, every step of the way. Whether doing pre-interview role plays or doing technology calls to ensure that your devices are all working, SRG prepares you for interviews so that you can truly shine in the opportunity with as little stress as possible. 
&nbsp;
<h2 class="MsoNormal">Strong Client Relationships</h2>
SRG&rsquo;s strong relationships with leading companies in the life sciences sector provide our candidates access to a wide range of prestigious opportunities. We understand what our clients seek and can effectively position you as a top candidate. Our insider knowledge of client needs and company cultures helps ensure an excellent technical and cultural fit, crucial for long-term job satisfaction and career growth.
PRO TIP: We are experts in the STEM and Life sciences space! While some may try and do it all, we have been specializing in Life Sciences with our clients for over 20 years, and our relationships and industry knowledge set us apart. We know that navigating the job market can be challenging and intimidating, but by working with our seasoned team, we will help you find the best role for you and your career in the long term.
&nbsp;
<h2 class="MsoNormal">Conclusion&nbsp;</h2>
Choosing SRG as your partner means more than just finding a <a href="https://www.srgtalent.com/us/jobs">job</a> within Life Sciences; it means advancing your career with the support of a dedicated and knowledgeable team. Our in-depth industry expertise, personalized career advice, comprehensive skill set assessments, expert resume reviews, and interview preparation make them the recruiter for mid to advanced life-science roles.&nbsp;
With SRG, you gain a partner committed to your professional success who will provide the tools and support you need to thrive in the competitive life sciences job market.
&nbsp;
Join our <a href="https://www.srgtalent.com/us/job-seekers#join-our-talent-network">Life Sciences Talent Network today</a>. Register your resume with SRG Talent and let our recruitment team find your next opportunity!

Discover why SRG Talent is the best staffing and recruitment company in the US to find the latest jobs and careers in the Life Sciences industry.

SRG is the Staffing Firm of Choice for Finding Jobs in Life Sciences

Dedication to Continuous Improvement (CI), driven by in depth understanding of processes, identifying and implementing improvement opportunities, and continually developing people, and their skills, can make high-impact, long-lasting positive changes to the way a lab functions and produces its work.
As an on-site scientific services provider, <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solutions</a> employs teams of experts based in our customers&rsquo; own labs. By interacting with customer staff and processes daily, our teams are ideally placed to contribute to the CI activities of the laboratories in which they work. With a dedicated Head of Quality and CI, and dynamic Learning and Development programme, Synergy ensures that our teams are skilled and ready to play an active role in the CI culture of their workplaces.
In this blog, we dive into how - through utilising lean six sigma methodology - Synergy achieves effective Continuous Improvement solutions and results, establishing high performing lab support functions and improvement processes.
<h2>What is Continuous Improvement and lean methodology?</h2>
Continuous Improvement describes the ongoing process of analysing and optimising processes and their outputs. Often a CI pipeline is put in place, to help prioritise and action the changes required for optimisation over time.
There are many effective Continuous Improvement approaches and techniques, affording several options and routes to success. However, this variety can also make it difficult to identify and implement the methodology that will be most effective to a specific process.
One approach that <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Laboratory Services</a> implements and has found to be highly effective in a lab setting, is lean methodology. Initially developed for manufacturing environments, the processes and principles of lean methodology are suitable for a wide range of applications, settings and industries, particularly in Good Manufacturing Practice (GMP) environments.
By utilising the lean methodology and CI in a laboratory setting, efficiency can be improved through the optimisation of flow, cost control, and efficient resource allocation. Overall, the goal behind CI is to eliminate time deficits, limit waste, and maximise workforce potential, therefore achieving a higher level of laboratory efficiency.
<h2>Synergy&rsquo;s Approach to Continuous Improvement</h2>
Synergy focuses on the lean six sigma methodology, embedding Continuous Improvement with people, not imposing it on people. Working from an awareness level with our CI Mindset training sessions for new team members, we then provide Yellow and Green Belt training to our on-site teams of scientists. The training challenges our people to make their tomorrow better than today by looking at their own role and workplaces, identifying and delivering improvements incrementally at first, then through larger projects and cross functional initiatives at Yellow Belt and Green Belt level respectively.
To drive innovation and encourage critical thinking and problem solving, <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Lab Solutions</a> empower and train our staff with lean six sigma tools and techniques, so that they can thrive in any situation and promote success at any client they&rsquo;re embedded and integrated within.
This progressive approach not only develops Synergy&rsquo;s experts and their competencies, making them Continuous Improvement experts, but also ensures we can actively support any client&rsquo;s process improvement activities, making Synergy&rsquo;s services unique in the field.
Outcomes include:
<ul>
<li>Improving labour capacity</li>
<li>Helping minimise risk</li>
<li>Eliminating bottlenecks</li>
<li>Lowering costs whilst improving lab KPIs</li>
</ul>
<h2>Synergy Continuous Improvement in Action</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy&rsquo;s </a>ability and commitment to driving improvement through expert, experience-led lab solutions are showcased in several successful projects. Here we focus on our work with a large pharmaceutical industry customer to deliver process efficiencies within a QC environment: an example of how Synergy scientific services can increase laboratory effectiveness and productivity.
Working within our customer&rsquo;s laboratories and following their processes and procedures, Synergy scientists identified an opportunity to optimise workflows and drive efficiency across the site through the introduction of a Lab Support function within our established team. This Synergy-led group would take ownership of key support activities within overall lab workflows, optimising those activities while freeing up analyst time to generate further productivity gains.
<h3>Example 1: Sample Information Management</h3>
Process flows in Quality Control can be complex and highly varied, depending on sample types, the suite of analytical methodologies involved, and production cycles. Samples may pass through multiple teams and stakeholders, with risk of delay or error at each transfer point.
The Synergy team took ownership of the sample booking-in process - from warehouse to archiving / disposal - across multiple labs, identifying best practice, standardising procedures, and implementing improvements to increase accuracy to 96% right first time and throughput by 100%.
One specific process change - to capture Inspection End Dates at the earliest opportunity and include the information on sampling reports by default &ndash; removed significant and repeated time wastage from the administrative workflow, and:
<ul>
<li>Removed a potential source of error</li>
<li>Enabled the Lab Support team to prioritise more effectively</li>
<li>Reduced the risk of backlogs forming, which would impact on downstream analysis</li>
</ul>
<h3>Example 2: Documentation Archiving</h3>
Timely and accurate archiving of laboratory documentation is critical to regulatory compliance, including adherence to defined retention schedules for different classes of hard-copy information.
A3 problem solving is a structured approach to the definition and root cause analysis of issues within a process, and the application of improvement measures. Through an A3 project undertaken during Yellow Belt training, the Synergy team performed 5S optimization to declutter documentation workstations, improve communication between analysts and archivists, and streamline the documentation flow:
<ul>
<li>Archiving turn-around time reduced by 50%</li>
<li>Improving KPIs by eliminating backlog</li>
<li>Removing identified compliance risk</li>
</ul>
<h2>Summary</h2>
Synergy&rsquo;s approach to Continuous Improvement and lean methodology contributes to our customers&rsquo; success by targeting improvements that are meaningful to the labs in which we work.
In the examples discussed here, <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy&rsquo;s solution </a>goes beyond this initial implementation: our teams continue to work closely with our customer&rsquo;s own scientists and lab owners and are actively engaged in the organisation&rsquo;s process improvement activities. To date, over fifteen A3 problem solves have been completed by Synergy scientists working hand in hand with our customers, and five Green Belt specialists are deployed within our on-site scientific teams.
Our commitment to learning and development ensures our own ongoing improvement, with in-house capability to upskill our teams with recognised CI expertise and make a positive impact through our work.
<span style="font-size: 11.0pt; font-family: 'Aptos',sans-serif; mso-fareast-font-family: Aptos; mso-fareast-theme-font: minor-latin; mso-bidi-font-family: Aptos; mso-ligatures: standardcontextual; mso-ansi-language: EN-GB; mso-fareast-language: EN-US; mso-bidi-language: AR-SA;">With thanks to Amer Gerges, Rabia Nadeem, and Govind Barhey of a UK-based Global Pharma company, whose CI work forms the basis of this article.
<hr>
<h2>Looking for a scientific services partner?</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">The team from Synergy Scientific Management Solutions</a>&nbsp;work with laboratories across the world, equipping laboratories with expert talent that catalyse laboratory success, from within.&nbsp;
At Synergy, we help laboratories embrace adaptability with flexible teams who we source, manage and develop ourselves.
Interested in hearing more?
You can talk to our friendly team about your resourcing requirements at:<a href="mailto:synergyqueries@srgtalent.com">&nbsp;synergyqueries@srgtalent.com&nbsp;</a>

Continuous Improvement is a vital component of making high-impact, long-lasting changes to a laboratory and the way it functions, as these insights from Neil Jones highlight.

Synergy Scientific Services: Showcasing the Power of Continuous Improvement

Insights from the latest Global Talent Trends and Insights survey, conducted in collaboration between SRG and New Scientist, have highlighted the importance of STEM employers managing, meeting and adapting to Employee Expectations and Trends and how doing so can help find, hire and retain the very best STEM talent.&nbsp;
<h2>Why is it Important to Meet Employee Expectations?&nbsp;</h2>
Employee expectations, and what they mean to employees &ndash; and their employers &ndash; have a vital role in creating a workforce and workplace in which people feel they can be productive, perform to the very best of their abilities, and &ndash; most importantly &ndash; feel satisfaction and happiness in everything they do.&nbsp;
Managing and meeting expectations as closely as possible to what employees expect, factoring in the different and diverse values, approaches and expectations of everyone in a team, department or company, can ensure the career goals, skills and qualities of individuals align with the goals and expectations of the business and everyone within it.&nbsp;
Being aligned helps to create and maintain a harmonious working environment; build relationships, enhance communications, and increase confidence; implement an element of accountability and realistic expectation setting; and, as a result, drive high performance and results &ndash; for both employee and employer.
<h2>STEM Employee Expectations and Trends</h2>
Historically, and especially in recent years, employees across the various STEM industries have been largely happy in their line of work, based on their expectations, if and how they&rsquo;re met, and their experiences.
According to SRG&rsquo;s Global Talent Trends and Insights survey, two-thirds of people in the Life Sciences sector are satisfied with their role &ndash; which is in stark contrast to other industries. As explained by Neil Jacques, Client Solutions Director at SRG UK, &ldquo;A job in the life sciences industry is seen as an attractive opportunity because it is an interesting, innovative sector.&rdquo;
<h2>Hybrid Working Trends in STEM</h2>
However, the survey&rsquo;s results also suggest that change could be on the horizon in STEM industries, based on employee&rsquo;s goals, requirements and expectations. For example, the results highlight a clear expectation regarding working patterns, with more than two-thirds of people asked preferring hybrid working.
But, with only about 40% of STEM roles in the UK and Europe featuring a mix of on-site and remote working, there is potential for a clash between expectations and reality which could drive a desire for change &ndash; a point supported by data from Global Talent Trends and Insights survey that shows more than half of respondents expect to have changed job role at some point in 2024.
And it&rsquo;s not just hybrid working that&rsquo;s high on STEM employee&rsquo;s expectations list. According to Tyler Rostad of SRG North America, there has been a significant change to employee expectations since the COVID pandemic, stating &ldquo;The pandemic changed people&rsquo;s priorities and employers will have to take that on board.&rdquo;
<h2>Top Benefits Driving STEM Employee Retention in 2024</h2>
The survey results suggest that several key benefits are integral to employee expectations; expectations that, if met by employers, could make all the difference to whether the very best talent is attracted, hired and retained within STEM. These include:
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Generous Parental Leave
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Mental Health Support
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Health and Wellbeing Benefits
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Competitive Salaries and Bonuses
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Learning and Development of Key Skills
<h3>Global Talent Trends &amp; Insights 2024: Employee Expectations and Trends Statistics &nbsp;</h3>
For a detailed analysis and summary of our full Employee Expectations and Trends statistics, as well as valuable insights into salary expectations, the gender pay gap and equality, diversity and inclusion in STEM, download your copy of SRG&rsquo;s Global Talent Trends &amp; Insights 2024 below.&nbsp;
<a href="https://www.srgtalent.com/global-talent-trends-and-insights-2024">DOWNLOAD YOUR COPY OF THE 2024 GLOBAL TALENT TRENDS &amp; INSIGHTS REPORT</a>&nbsp;
About the data: SRG and New Scientist surveyed over 4,000 STEM professionals working in the Engineering, Medtech, Biotech, Pharmaceutical, FMCG, Chemical, Clinical sectors as well as Academia. 55% of respondents were from the UK, 33% of respondents were from North America, and 12% of respondents were from Europe.

We study the importance of managing, meeting and adapting to employee expectations and trends, supported by insights from SRG and New Scientist’s 2024 Global Talent Trends & Insights report, when finding, hiring and retaining in STEM industries.

Hiring and Retaining in STEM: What are Employee Expectations? 

Responding to the latest Global Talent Trends and Insights survey, conducted in collaboration between SRG and New Scientist, employees within STEM have highlighted the role of Equality, Diversity and Inclusion (ED&amp;I) in their workplace and how its importance will help shape the future of how companies and industries across STEM will operate in the near and distant future.
<h2><a>Why is Equality, Diversity and Inclusion important in STEM?</a></h2>
Companies across all industries, not just those in STEM, are under increasing pressure to be transparent regarding their approach to the composition of their workforce, who they hire and how they decided to hire them, and equality in the workplace for all. This is part of a transformational change in the corporate approach to Ethics, Governance and Sustainability.
At the heart of every approach to Equality, Diversity and Inclusion is a drive to ensure that everyone is given equal and fair opportunities to begin and build a successful career, develop themselves personally and professionally, and continue to be provided with opportunities to grow throughout their career journey.
But creating the right approach, and providing an equal, diverse and inclusive workplace for all, is vitally important for companies, the way they operate and their success too. Being a transparent company, open to people of all genders, sexuality, race, religion and social background widens the talent pool from which to build and grow a multi-skilled, driven workforce that promotes and generates positive results, as supported by Neil Jacques &ndash; Client Solutions Director at SRG UK &ndash; who states &ldquo;If you want to be a world leader, you need the best brains from all groups and individuals.&rdquo;
<h2><a>The Impact of Equality, Diversity and Inclusion on the STEM Workforce: Our Insights </a>Overview</h2>
To take the first step to creating and building an effective ED&amp;I approach, or to adapt an existing approach, it is vital to gather data and insights on which to base future decisions and gauge employee thoughts on the topic.
Based on answers to questions on Equality, Diversity and Inclusion asked as part of the Global Talent Trends and Insights survey, there are reasons to believe that positive steps are already being taken, with many respondents reporting an awareness of a change in the ED&amp;I landscape.
For example, 40% of UK-based respondents reported seeing visible efforts from their organisations to be more diverse; 19% of North American respondents highlighted seeing hiring practices reviewed; and in Europe, 14% of respondents reported diversity data being made available and visible to them.
However, concerns do still remain, particularly in relation to <a href="https://www.srgtalent.com/blog/gender-and-ethnicity-pay-gap-breaking-down-stem-pay-inequalities" target="_blank" rel="noopener">STEM pay inequalities and the gender and ethnicity pay gap</a>, as statistics from the Global Talent Trends and Insights report show:
&bull; UK Black employees earn on average &pound;19,520 below their White co-workers
&bull; UK Asian employees earn on average &pound;8,270 below their White co-workers
&bull; UK female employees earn 19% less than males
&bull; North American female employees earn 8% less than males
&bull; European female employees earn 15% less than males
Commenting on these statistics, Emma Brown, Strategic Accounts Director at SRG in the UK, says &ldquo;This inequality is not acceptable, particularly when we are trying so hard to attract women into STEM. It speaks volumes.&rdquo;
Meanwhile, according to Tracy Monsour &ndash; Senior Vice President of Marketing for Impellam Group, SRG&rsquo;s corporate entity &ndash; the ethnicity pay gap in North America also raises important questions, stating &ldquo;We must have equitable compensation for people from all groups&hellip; If we are not being equitable, how do we ensure we have an inclusive culture?&rdquo;
<h2>Global Talent Trends &amp; Insights 2024: Equality, Diversity and Inclusion (ED&amp;I) Statistics</h2>
For a detailed analysis and summary of our full ED&amp;I statistics, as well as valuable insights into salary expectations, the gender pay gap and the impact of AI in STEM, download your copy of SRG&rsquo;s Global Talent Trends &amp; Insights 2024 below.
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<a href="https://www.srgtalent.com/global-talent-trends-and-insights-2024" target="_blank" rel="noopener">DOWNLOAD YOUR COPY OF THE 2024 GLOBAL TALENT TRENDS &amp; INSIGHTS REPORT</a>
About the data: SRG and New Scientist surveyed over 4,000 STEM professionals working in the Engineering, Medtech, Biotech, Pharmaceutical, FMCG, Chemical, Clinical sectors as well as Academia. 55% of respondents were from the UK, 33% of respondents were from North America, and 12% of respondents were from Europe.
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Delving into insights from SRG’s 2024 Global Talent Trends & Insights report, created in collaboration with New Scientist, we explore the importance of Equality, Diversity and Inclusion in STEM.

Equality, Diversity and Inclusion in the STEM Workplace 

As specialist STEM recruitment services providers and market-leaders in helping clients across STEM industries find, hire and retain the very best talent, SRG are driven to create, develop and deliver a variety of tailored solutions to drive successful recruitment strategies.
Search by SRG is one such solution. Driven by intelligent data and the expertise of our dedicated teams, this Executive and Technical Search service is designed to connect STEM organisations and the highest level of middle and senior technical talent through a project-based approach focused on their specific needs.
Read on to find out more about Search by SRG, and how we help your business achieve success in an ever-changing, highly competitive recruitment market.
<h2>What is Search by SRG?</h2>
Behind everything we do at SRG is the passion to provide STEM organisations with best-in-class recruitment solutions to meet their every requirement, as a trusted, specialist partner across all aspects of the recruitment process.
Search by SRG, our Executive and Technical Search solutions, have been designed to do just that, specifically focusing on powering business growth through the power of a tailored, specialised recruitment service that not only finds and identifies top-level talent for Senior Executive and Technical roles for our clients, but helps hire and retain them too.
Using their knowledge, experience and understanding of the STEM recruitment landscape, commercially and technically, our Search by SRG team &ndash; supported by data intelligence and insights &ndash; focus on securing middle and senior technical appointments for their clients, across various STEM industries including pharmaceuticals, life sciences, medical, AI, engineering and MedTech.
<h2>What is Executive Recruitment? The Search by SRG Approach </h2>
The beauty of the Search by SRG approach to Executive Search Recruitment is in its flexibility, transparency and agility, providing:
<a>&bull;</a>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<a href="https://www.srgtalent.com/business-solutions/executive-search" target="_blank" rel="noopener"> Technical and Executive Search</a>
<a>&bull;</a>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;<a href="https://www.srgtalent.com/global-talent-trends-and-insights-2024" target="_blank" rel="noopener"> Market insights and reporting&nbsp;</a>
<a>&bull;</a>&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <a href="https://www.srgtalent.com/business-solutions/salary-benchmarking" target="_blank" rel="noopener">Salary insights and benchmarking</a>
&bull;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; High-end interim and consultants
&bull;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; <a href="https://www.srgtalent.com/us/business-solutions/project-based-statement-of-work" target="_blank" rel="noopener">Project recruitment campaigns</a>
&bull;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Equality, Diversity and Inclusion (EDI)
At the heart of every project is an experience and expertise-based understanding of our client&rsquo;s culture, values and aspirations, helping us to develop and deliver the ideal, uniquely tailored strategy that utilises our data-driven recruitment process to offer real-time insights and the right results.
<h2>What are the Benefits of Executive Search with SRG? </h2>
SRG&rsquo;s clients can expect to benefit from the rewards of creating a collaborative, consultation-led relationship with our dedicated expert team, who strive to work closely with every stakeholder to drive a project forward through every step of the journey.
Once we have determined your specific recruitment requirements, you can expect the Search by SRG team to uncover skilled candidates, leading your recruitment strategy with passion, knowledge and providing expert guidance and support along the way.
No matter the project, no matter the requirements, Search by SRG provides a variety of benefits such as:
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; A dedicated research team with every project
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Access to real-time market intelligence and data-driven solutions
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Insights from technical and personality assessment tools
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Dedicated project management support and weekly review meetings
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; Variable attraction campaigns tailored to your needs
&middot;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; The knowledge, passion and drive of our experts
<h2>Experience the Difference of Search by SRG</h2>
<a href="https://www.srgtalent.com/business-solutions/executive-search" target="_blank" rel="noopener">Click here</a> to find out more about about our expert Executive and Technical Search team, and how their knowledge and experience can help your business thrive.&nbsp;

Find out more about Search by SRG, SRG’s Executive and Technical services, and how working with an expert STEM recruitment partner drive success through a tailored Executive Recruitment strategy.

Search by SRG: The Power of Data Driven Executive and Technical Search Solutions

<h2>The Role of AI in STEM</h2>
Respondents in the latest Global Talent Trends and Insights report, conducted in collaboration between SRG and New Scientist, have shared their thoughts &ndash; and potential fears &ndash; surrounding the impact of AI on STEM.
With AI becoming a bigger part of the technological landscape across most industries, the report suggests that it is already making its presence felt within STEM&rsquo;s workforce, with many expecting the influence &ndash; whether it&rsquo;s positive or negative &ndash; of Artificial Intelligence to continue growing in the near and distant future.
<h2 class="MsoNormal"><a style="mso-comment-reference: _1; mso-comment-date: 20240614T1311;">How AI in STEM is Already Making its Mark</a></h2>
In recent years, Artificial Intelligence has been discussed, developed and implemented with glowing references and reports on how it has the power to significantly change &ndash; for the better &ndash; the way we work, live and go about our day to day lives.
Within STEM, the story is no different. Industries and organisations within the sector are already utilising the power of AI to transform working practices, revolutionising the way they operate. Life Sciences in particular is already showcasing AI and its seemingly limitless applications; in Pharma for example, Artificial Intelligence is helping to accelerate research and the discovery of new drugs and treatments for a variety of illnesses and conditions that may have taken years to develop without it.
However, AI is already showcasing the power to not only create, but to eliminate too &ndash; whilst the introduction of Artificial Intelligence is requiring the introduction of some new roles, opening employment opportunities, it is also removing the need for some existing ones. What this means exactly for the STEM workforce is unclear, with Neil Jacques &ndash; Client Solutions Director at SRG UK &ndash; reporting that &ldquo;The industry is embracing AI, but we don&rsquo;t yet know how it will evolve.&rdquo;
<h2 class="MsoNormal">The Impact of AI on the STEM Workforce: Our Insights Overview</h2>
Based on answers to questions on the impact of AI on the workplaces and workforces within STEM, our insights suggest that Artificial Intelligence is already impacting people and their roles in a variety of ways, and that most of those people expect the influence of AI to continue and grow.
<h3>How is Technology Used in STEM?</h3>
For example, the report found that 60% of respondents believed AI is already making them more efficient, with 78% expecting it will make them more efficient in future. Furthermore, 50% of those asked believed that AI was so influential that it would alter the nature of their job entirely. Tracy Monsour &ndash; Sr. Vice President of Marketing, Impellam &ndash; associates these findings with the belief that &ldquo;Greater efficiency allows people to focus on more strategic thinking.&rdquo;
In contrast, as explained by Monsour, &ldquo;Most people don&rsquo;t understand what the impact will be in the near term, let alone the longer term&rdquo; &ndash; a statement supported by statistics from the report highlighting that significant numbers of respondents believe AI will have little or no impact on their jobs.
And, despite common perceptions that &lsquo;AI isn&rsquo;t here to just take part; it is here to take over&rsquo;, our insights showcase largely positive thoughts about the impact of Artificial Intelligence and how it will shape workplaces and workforces in the future. In fact, more than three-quarters of people asked were not concerned about AI making them, or their roles, redundant; though a quarter did show concern regarding AI&rsquo;s ability to replace them ultimately.
<h2 class="MsoNormal"><a style="mso-comment-reference: _2; mso-comment-date: 20240614T1340;">AI Impact Statistics 2024</a></h2>
For a detailed analysis and summary of our full AI Impact statistics, as well as valuable insights into salary expectations, the gender pay gap and equality, diversity and inclusion in STEM, download your copy of SRG&rsquo;s Global Talent Trends &amp; Insights 2024 below.
<a href="https://www.srgtalent.com/global-talent-trends-and-insights-2024" target="_blank" rel="noopener">DOWNLOAD YOUR COPY OF THE 2024 GLOBAL TALENT TRENDS &amp; INSIGHTS REPORT</a>
About the data: SRG and New Scientist surveyed over 4,000 STEM professionals working in the Engineering, Medtech, Biotech, Pharmaceutical, FMCG, Chemical, Clinical sectors as well as Academia. 55% of respondents were from the UK, 33% of respondents were from North America, and 12% of respondents were from Europe.
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Discover how AI is transforming many industries including STEM. Should you use AI to transform technology working practices? what are the benefits?

The Impact of AI in the STEM Workplace

Over the past 10 years, the ratio of R&amp;D spend has increased<a href="https://www.accenture.com/us-en/insights/life-sciences/from-billions-to-millions-transformation" target="_blank" rel="noopener noreferrer">&nbsp;7% per treatment approval annually.</a>
Improving R&amp;D productivity in pharma, while controlling costs remains a key strategic priority for businesses across the Pharma sector. The right decisions across external resourcing can unlock Pharma R&amp;D potential and help bolster organisational success.
In this article, we provide the guidance you need to make a strategic choice between bringing on-site scientific services and fully outsourcing activities.
Expect to discover:
<ul>
<li>Why companies use external providers</li>
<li>The key differences between on-site scientific services and full outsourcing</li>
<li>Why external sourcing is crucial to innovation</li>
<li>How to choose the right model for your workforce</li>
</ul>
<h2>Why do pharmaceutical companies use external providers?</h2>
External providers enable pharmaceutical companies to meet strategic objectives, strengthen their workforce, and overall achieve business success.
External sourcing providers can:
<ul>
<li>Mend capacity shortfall</li>
<li>Improve technical capability and expertise</li>
<li>Fill labour gaps</li>
<li>Enable clients to focus on core expertise</li>
<li>Improve resource flexibility</li>
<li>Boost cost control</li>
<li>Widen market access</li>
<li>Expand market intelligence</li>
</ul>
<h2>The difference between on-site scientific services and full outsourcing</h2>
While both options involve working with an external provider to improve R&amp;D, both services achieve efficiency in different ways.
<h3>On-site Scientific Service Provider (SSP)</h3>
On-site SSP teams work directly on-site with a client, meaning that communication and problem-solving occur in real-time, without time-zone considerations. These teams often have access to the IT infrastructure, which makes accessing databases and finding information simple.&nbsp; As the team is on-site, cycle times are instantaneous, with little shipping needed. Additionally, the client maintains all intellectual property control. On-site SSPs are valuable for companies who prioritise agility and resource strength. They enable businesses that have manufacturing capability but a lack of staff to thrive through key projects and achieve their goals.
<h3>Outsourcing companies</h3>
Fully outsourced teams work at their own CRO/CDMO facility and communicate via site visits, video calls, and teleconferences. Given the global network of the pharmacological industry, there are often time-zone considerations with outsourcing providers.
The intellectual property control of research is negotiated and agreed before the project begins. Cycle times must also consider shipping, time zone, and custom regulations.
Full outsourcing is particularly useful for companies who require specialised manufacturing processes and want to fund innovative methods without the additional expansion costs or resourcing hurdles.
<h2>Choose a model that suits your workforce priorities and strategy&nbsp;</h2>
Staying strategic doesn&rsquo;t have to be complicated. In this section, we've broken down strategic decision-making into 5 key steps.
<h3>Step One - Outline motivations</h3>
Outline the key reasons behind your need for external support. These reasons should be aligned with your organisational goals and strategic objectives, such as resource/skill acquisition, value creation, or simply cost reduction.
<h3>Step 2 - Create an attribute specification</h3>
An attribute specification is a list of key qualities and characteristics your target external service would provide. This list should cover the key aspects needed to fulfill your strategy, as well as secondary &lsquo;nice to haves&rsquo;.&nbsp; Your preferred partner should have strong examples of their ability to measure success across these attributes, and any associated metrics should be part of the service agreement.&nbsp;
<h3>Step 3 - Identify and contextualise risks</h3>
To maximise your relationship with any external service, understanding the risks before you commit is key.&nbsp;
Key risks to consider are:
<ul>
<li>Geopolitical risks</li>
<li>Human capital and employment risks</li>
<li>Economic risks</li>
<li>Legal risks</li>
<li>Infrastructure risks</li>
</ul>
At this stage, applying a consequence/probability matrix for risk assessment is worth applying.&nbsp;
<h3>Step 4 &ndash; Consider the costs and market opportunity</h3>
It&rsquo;s important to consider costs and market opportunity alongside each other to ensure that you&rsquo;re capturing the full context of the situation.
Cost considerations should include:
<ul>
<li>Compensation and wages</li>
<li>Infrastructure costs</li>
<li>Tax and regulatory costs</li>
</ul>
Market opportunity considerations should include:
<ul>
<li>Current and future therapeutic needs</li>
<li>Current pharmaceutical market size</li>
<li>Market growth rate</li>
</ul>
<h2>Are on-site scientific services the future of outsourcing in Pharma R&amp;D?</h2>
When Sanofi&rsquo;s CEO Paul Hudson joined the company in 2019, he laid out a plan to achieve &ldquo;operational excellence in manufacturing&rdquo; and drove a focus on newly developed best-in-class drugs.
A key part of this process meant prioritising on-site scientific services, after what he describes as &ldquo;years of over-reliance&rdquo; on outsourced support. Hudson&rsquo;s aimed to streamline costs across the business to reach<a href="https://www.outsourcing-pharma.com/Article/2019/12/18/Sanofi-to-optimize-CMOs-to-drive-down-spending" target="_blank" rel="noopener noreferrer">&nbsp;a goal of 2 billion euros in savings.&nbsp;</a>
By 2021, Sanofi had recouped 1.7 billion, and<a href="https://www.fiercepharma.com/pharma/sanofi-aims-to-create-big-pharma-s-strongest-immunology-franchise-cfo-says" target="_blank" rel="noopener noreferrer">&nbsp;the target savings amount has expanded to 2.5 billion.&nbsp;</a>
<a href="https://www.fiercepharma.com/pharma/sanofi-aims-to-create-big-pharma-s-strongest-immunology-franchise-cfo-says" target="_blank" rel="noopener noreferrer">Jean-Baptiste Chasseloup de Chatillon, Sanofi&rsquo;s Chief Finance Officer reports&nbsp;</a>that the cost-savings are creating more space for science, saying, &ldquo;each time we make enough room, we go on to add science and value to our pipeline.&rdquo;&nbsp;
Sanofi aren&rsquo;t alone in this; leading pharmaceutical organisations like<a href="https://www.bplgroup.com/" target="_blank" rel="noopener noreferrer">&nbsp;BPL</a>&nbsp;and&nbsp;<a href="https://www.gsk.com/en-gb/home/" target="_blank" rel="noopener noreferrer">GSK&nbsp;</a>are also investing in their internal capacity, activating the creation of bigger and better research facilities across the world.
<h2>Learn more about on-site scientific services from our experts</h2>
Synergy Scientific Solutions&nbsp;provides flexible Scientific Service Management solutions, deploying and integrating expert teams to deliver core Lab Activities across the pharmaceutical, biotech, FMCG, chemical, clinical research, biopharma, and sensory industries.
<a href="https://www.srgtalent.com/synergy-scientific-solutions">Click here to find out more about how Synergy Scientific Services can empower your business, people, and your strategic science goals.</a>
<a class="button-secondary" href="mailto:synergyqueries@srgtalent.com">Alternatively, click here to email Synergy and we'll be in touch to tell you more about how we can help you.</a>

Learn how to evolve your Pharma R&D external resourcing strategy in this article from Becky Upton, STEM Services Director.

Improving R&D Productivity in Pharma: Outsourcing vs On-site Scientific Services

Laboratory operations should be a space in which to enable innovation, preserve productivity, and withstand change.
As has become evident in recent years, especially during periods of unexpected disruption and change such as the global pandemic, clinical laboratories are particularly susceptible to disruption, and capable of resilience. From the&nbsp;<a href="https://www.srgtalent.com/blog/how-to-overcome-the-top-4-pharma-supply-chain-challenges">supply chain shortages</a>,&nbsp;skills gaps, to drug compound inefficacy in clinical trials,&nbsp;<a href="https://www.srgtalent.com/blog/case-study-laboratory-leaders-survey-and-results-2022" target="_blank" rel="noopener">laboratory leaders have, and continue to face, varying challenges</a>&nbsp;that threaten timelines and success rates.
Considering the potential disruption and uncertainty, which could hinder progress and potential, the importance of a scalable and agile workforce is increasingly linked to business continuity.
With this in mind, in this article I will explore:
<ul>
<li>The difference between onsite scientific service partners and outsourcing</li>
<li>The importance of agility and scalability in the lab</li>
<li>3 ways onsite scientific service partners drive agility and scalability</li>
</ul>
<h2>The difference between onsite scientific service partners and outsourcing</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Onsite scientific service providers</a> (SSP)&rsquo;s provide integrated onsite teams that work alongside existing core staff, enabling them to focus on their core science.
Outsourcing companies work at their own CRO/CDMO facilities to supplement the work of existing core staff offsite.
The key differences are related to agility and efficiency:
<ul>
<li>Onsite scientific service management partners benefit from onsite real-time communication and problem-solving</li>
<li>Outsourcing companies communicate via site visits, video calls, and teleconferences</li>
<li>Onsite scientific management helps to avoid time-zone conflicts as they are in the same location&nbsp;</li>
<li>Given the global nature of the pharmacological industry, outsourcing providers often require time-zone considerations and cycle-time allowances</li>
<li>Having scientific service solution teams onsite allows them to have direct access to IT infrastructure and resources, enabling instantaneous cycle times</li>
</ul>
<h2>The importance of agility and scalability in the lab</h2>
Drug attrition rates, or the percentage of drug candidates that drop out in clinical testing, are a key driver of risk in pharmaceutical development.
The further along the drug candidate is in clinical trials, the greater the expense and disruption. While&nbsp;<a href="https://books.google.com.et/books?id=iry1nJHAc_sC&amp;printsec=frontcover&amp;q&amp;f=false#v=onepage">60%</a>&nbsp;of inefficient drug candidates can often be identified and dealt with at pre-clinical stages,&nbsp;<a href="https://books.google.com.et/books?id=iry1nJHAc_sC&amp;printsec=frontcover&amp;q&amp;f=false#v=onepage">52% of drug candidates that make it to Phase II clinical trials fail</a>. By this point, the Phase II failed drug candidate has already consumed&nbsp;<a href="https://books.google.com.et/books?id=iry1nJHAc_sC&amp;printsec=frontcover&amp;q&amp;f=false#v=onepage">&pound;600-700 million on average in drug development and testing costs</a>.
Agile and scalable resource allocation is one way to overcome this core issue in the industry, enabling organisations to minimise the amount of wasted resources on projects and bounce back from failed drug candidates.
<h2>3 ways onsite scientific service partners drive agility and scalability</h2>
<h3>Increased lab staff retention</h3>
Having a <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">scientific management solution team</a> onsite can take the pressure away from permanent staff, enabling them to focus on core science by picking up bench work, and other administrative duties in the laboratory. This model enables<a href="https://www.srgtalent.com/blog/how-to-boost-staff-retention-in-the-lab" target="_blank" rel="noopener noreferrer">&nbsp;core staff to focus on the work that inspires them, improving engagement.&nbsp;</a>Meanwhile, onsite scientific services manage the engagement of deployed staff, enabling them to cross-train, develop, and work in the most aligned environment for them. This model enables onsite scientific services to retain deployed staff while helping organisations retain their permanent employees.
<h3>Expansion despite headcount restraints</h3>
Onsite scientific management services enable laboratories to expand their core teams under an OPEX budget, removing the headcount limitations that can often curb expansion and tie organisations to temporary recruitment models. This means that the laboratory benefits from a team of permanently employed external employees, where the issue of contractors leaving, needing to train new employees, all while compromising intellectual property and losing the time spent to train employees, is avoided.
<h3>Reduced risk</h3>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Onsite scientific services</a> assume full responsibility of HR management for the employed lab staff, including payroll, benefits, holiday, performance management, and on-boarding/off-boarding. This enables clients to avoid HR liabilities involved in direct employment, and swiftly scale according to project demands. 
<h2>Fuel scientific breakthroughs with Synergy</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solutions</a>&nbsp;has been partnering with scientific organisations across pharma, biotech and the wider life science industries for over 18 years.
Our team of industry experts work closely and collaboratively with our clients, building tailored solutions, and then training and managing our teams of integrated staff to complete protocol-driven tasks that enhance your business efficiency.
Whatever your scientific goals, we&rsquo;ll deploy the team that gets you there.

Find out how to streamline lab operations with a scalable and agile workforce.

How to Streamline Lab Operations with a Scalable, Agile Workforce

With Biotechnology playing a hugely important role in scientific developments and breakthroughs, in everything from food and drink to drugs created to combat common illness and even life-threatening disease, Biotech sectors have grown &ndash; and will continue to grow &ndash; exponentially.
So, as we look to 2024 and beyond, with excitement and intrigue about what the dynamic world of Biotech will bring, what better time to explore some of the potentially life-changing opportunities and developments ahead, as well as discuss the challenges that they may bring too.
We&rsquo;re excited to begin this next stage of the Biotech journey. Let&rsquo;s get started with a few of those opportunities to make the most of in the months and years to come&hellip;
<h2 class="MsoNormal">The Biotech opportunities ahead of us</h2>
<h3 class="MsoNormal">1. Continued development of A.I technology and A.I use in Biotech</h3>
Technology is, of course, at the forefront of what drives Biotech and the impact it has on science, our lives, and the planet.
Having become a leader in Biotech trends in recent years, A.I is likely to continue playing a big, if not the biggest, role in the development of game-changing &ndash; including some life-saving &ndash; drugs and diagnostic procedures; how disease is monitored and detected, in humans, animals and plant life; and assisting scientists and laboratory professionals as they tackle complex tasks, build statistical models and analyse data.
<h3 class="MsoNormal">2. Drug development and research</h3>
The global population is increasing, and unfortunately so is the number of people who suffer from debilitating illness or chronic disease. With this, the demand for effective drugs &ndash; some of which already exist, are in development or are yet to be discovered &ndash; increases too.
Thankfully Biotech, with the help of smart technology such as Artificial Intelligence, is already making an impact.
There is the development of drugs to treat, and in some cases cure, diseases such as Alzheimer&rsquo;s; the ability to digitise the collection and combination of genetic and biometric information, study results and patient data; the acceleration of drug creation and production, as well as the improvement of existing drugs; and much more &ndash; Biotech is at the heart of it now and will continue to be into 2024 and beyond.
<h3 class="MsoNormal">3. A chance to shape the world, whilst protecting it too</h3>
We need fuel for heat, for energy and for plenty more besides and of course, to survive, we need food. Unfortunately, the production of both has a huge impact on the environment, and the planet overall.
As Biotech develops, the industry is presenting opportunities to offset these impacts by reducing consumption and emissions through technological advancements and scientific developments.
Diverting away from the use of fossil fuels is a collective global effort, and Industrial Biotech is playing a vital role in the development of alternative, safer and no-less effective forms of energy, to reduce greenhouse gases and help fight climate change. Meanwhile, Agricultural Biotech is helping lower C02 levels too, by changing the way crops are grown and food is produced &ndash; a development that also aims to tackle food poverty and improve food security worldwide.
<h3 class="MsoNormal">4. Startup opportunities aplenty&hellip;</h3>
With science advancing and changing constantly, and the industry ever-evolving too, Biotech is always presenting opportunities, including chances for startups to be created, grown and potentially make world-changing developments in fields that can shape an innovative, brighter future for people and the planet.
In recent years, Biotech has shaped diagnosis and treatment for illness and disease, however there are still plenty of stones left unturned. That&rsquo;s where startups can make a difference.
Again, there will be drugs and treatments awaiting discovery, awaiting great minds to take the time (and opportunity) to discover them, with the help of the impressive technologies we have available to us today. There will be opportunities to further develop game-changing tools such as digital health and telemedicine through developing even better apps, monitoring services and consultation tools; better streamline the way we collate, process, and use data; and even develop ways to regenerate tissue and help contain and combat the signs of aging.
Startups have the Biotech world within their grasp. It&rsquo;s up to them to grab it.
<h2 class="MsoNormal">The Biotech challenges ahead of us</h2>
<h3 class="MsoNormal">1. Funding (or lack of) for Biotech&nbsp;</h3>
There&rsquo;s a famous song that says the &lsquo;best things in life are free&rsquo;. Unfortunately, in the world of science and innovation, that&rsquo;s not always the case. Biotechnology relies on funding to progress, especially in its initial phases &ndash; be it setting up a startup for a new project or buying or developing the technologies required for specific tasks and objectives for example &ndash; and for R&amp;D, data pooling and processing, and much more.
In recent years however, due to several factors such as economic downturn, investor uncertainties and changes to regulations, funding for Biotech has dwindled. In fact, in just a year &ndash; from 2022 to 2023 &ndash; funding for Biopharma dropped 40%.
As we look ahead to 2024 and beyond, it is hard to predict if we&rsquo;ll see a turnaround in this trend, though experts are hopeful that the market for Biotech funding will be different soon, as markets tend to operate on cycles (i.e, what goes up, will eventually come down and vice versa). Biotech startups and companies will have to do their bit to attract the right investors once more, with the general view being that such investors will be unlikely to take as many chances as they may have in previous years, only willing to put their money into projects which could potentially overdeliver on their results.
<h3 class="MsoNormal">2. More development = more risk</h3>
In Biotech, due to the nature of the research, development and work involved, there are risks attached to every step of every project. And while the technology used in Biotech projects advances and helps to reduce human involvement, we must delve deeper into the science to discover the next game-changer, meaning new and existing risks will inevitably emerge in the process.
There are risks of costs spiralling out of control, leading to investors running out of money or simply pulling out of the project, putting it &ndash; and its potential results &ndash; at risk overall too; potential R&amp;D troubles to consider, especially during any human-testing stages; and the potential that, after all development has taken place and data has been analysed the project simply fails in its objectives and the product isn&rsquo;t seen as viable.
<h3 class="MsoNormal">3. Gaining trust in the tech</h3>
Whilst scientists, Biotech companies and startups will revel in the technological advancements they will be able to take advantage of, convincing others about the benefits of tech such as Artificial Intelligence and getting them to trust in the results it can help produce, could be potentially challenging.
Can A.I understand the potential impact that drugs can have on a human, physically and mentally? What if a robot or machine analyses results in error, affecting the final product and the effects it may have on someone? These are the sort of questions that could be raised as technology takes an even more prevalent, and important, role in the development of drugs, food, and other Biotech sectors.
<a style="mso-comment-reference: ID_1; mso-comment-date: 20231121T0932; mso-comment-done: yes;">Interested in finding a new role in Biotech? Connect with our specialist:</a>
<h2 class="MsoNormal" style="margin-bottom: 0cm;">Paige Keenan - Consultant</h2>
Graduating with a degree in Medicinal and Pharmaceutical Chemistry, Paige had 2 years laboratory experience working as a bench scientist in the analytical chemistry space before making the transition to scientific recruitment. Initially joining SRG back in 2021, Paige has gained over 2 years&rsquo; experience as a Consultant.&nbsp;
Paige specialises in supporting the Start Up and Discovery Science market across the Golden Triangle with sourcing candidates from early talent through to executive level while also working with customers to provide a range of bespoke client solutions, talent and skills mapping, salary benchmarking and market analysis.
<img src="file:///C:/Users/ELLE~1.BRA/AppData/Local/Temp/msohtmlclip1/01/clip_image002.png" width="16" height="16">+44 1223 978 504 | <img src="file:///C:/Users/ELLE~1.BRA/AppData/Local/Temp/msohtmlclip1/01/clip_image003.png" width="16" height="15">&nbsp;<a href="mailto:Connect">Connect</a> | <img src="file:///C:/Users/ELLE~1.BRA/AppData/Local/Temp/msohtmlclip1/01/clip_image005.png" width="15" height="15" border="0"> paige.keenan@srgtalent.com
Need help hiring for a role in Biotech? Email <a href="mailto:solutions@srgtalent.com">solutions@srgtalent.com</a> to arrange a call back at a time that is convenient. <a id="_anchor_1" class="msocomanchor" href="#_msocom_1" name="_msoanchor_1">[ID1]</a>&nbsp;
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Looking ahead to 2024 and beyond, join SRG as we delve into the potential opportunities in Biotech to take advantage of, plus the challenges the sector may face. 

BioTech in 2024 (and beyond!): The Opportunities and Challenges Ahead

<ul>
<li>A slowdown in compensation increases eases the pain for employers but the relief may not last long</li>
<li>A majority of workers plan to change jobs this year, with an overwhelming number of full-time, in-office talent looking to make the switch</li>
<li>Hybrid and remote work policies remain unsettled, with job flexibility highly valued</li>
<li>Workforce diversity remains elusive, but workers say they see progress occurring</li>
<li>AI continues to be a central discussion, and results show that AI has already made workers more efficient</li>
</ul>
Salaries in the UK for life sciences workers have risen exponentially compared with peers in other parts of the world, but average pay still trails that of North American and European counterparts, a new survey conducted by SRG and New Scientist Jobs reveals. Since 2022, average salaries have risen 11.1% in the UK to &pound;57,725, a rate nearly three times faster than in North America. Even so, this is still lower than the average pay in comparative markets, according to the 2024 Global Talent Trends and Insights report.
Among all life sciences workers, North American respondents averaged $87,874 in annual pay, the highest ever surveyed by the publication. The average in Europe is &euro;65,070. Those in the engineering field are the highest paid, with an average salary of $98,720 in the U.S. and &pound;68,177 in the UK. Other highly-paid jobs can be found in pharmaceutical, biotech, and medtech fields.&nbsp;
Pay for life sciences specialists had jumped tremendously in the two years following the COVID outbreak, but growth has since slowed, with the market normalizing and inflation retreating from recent highs. Moreover, wage inflation has subdued in light of a broad reduction in hiring and increased layoffs in life sciences positions.&nbsp;
&ldquo;This is good news for companies struggling to rein in increasing workforce costs but a challenge for talent in search of better opportunities and pay,&rdquo; said Andrew Turner, UK Managing Director of SRG. &ldquo;However, with talent scarcity caused in part by a structural deficiency in the labor market, this balance may shift again with an improvement in the global economy. Regardless of where we are in the economic cycle, employers need to focus on attracting and retaining the best and most in-demand talent.&rdquo;
Data from the survey, conducted with more than 4,000 scientists and STEM professionals from December 2023 through February 2024, indicated cautious optimism about the future. One-third of North American respondents expect their budgets to increase this year. However, job mobility may rise as more than 60% say they expect to or will change roles in 2024.&nbsp;
Such sentiments reflected unmet needs for job flexibility, higher pay, and health and wellness benefits. Workers in North America were more likely to say they will change jobs this year than counterparts in the UK and Europe (61% vs. 51%). Job satisfaction levels among life science specialists have been historically higher than other occupations, and more than two-thirds of those surveyed said they remain happy in their roles. Nevertheless, the high percentage of people seeking new opportunities may be a wake-up call for employers to do more to incentivize people to stay.
One of the reasons for workers&rsquo; strong desire for new opportunities is the unsettled debate over remote and hybrid working arrangements. An overwhelming majority (90%) of those who are on-site every day say they plan to switch jobs. Furthermore, two-thirds say they prefer a hybrid schedule, but just 40% currently have this benefit. As executive leaders push for greater in-office attendance, this insistence may diminish their appeal as employers of choice.
&ldquo;Whether it&rsquo;s life sciences or the IT sector, policies and practices regarding hybrid and remote working must remain agile and responsive to the needs of the workforce,&rdquo; said Patrick Stedman, Senior Vice President of SRG North America. &ldquo;Leaders understandably are pushing for more people to return to the workplace, and their concerns around innovation and accountability are certainly valid. They need to, however, weigh the impact on retention, engagement, and satisfaction. Does being in the office daily lead to greater productivity? Each company must do their homework to make this determination.&rdquo;
The 2024 Global Talent Trends and Insights report closely examines remote work and many other critical issues facing life sciences human capital leaders. New Scientist Jobs has been tracking the salaries of professional scientists for more than 20 years, and results from the latest report show that wages, despite a recent slowdown, remain high compared with many other occupations. The publication also provides geographic breakdowns of salaries in various science hubs across Europe, the UK, and North America.&nbsp;
The data also tracks the chronic pay gap between men and women scientists, with the differences ranging as high as 19% in the UK to 14% in Europe to 8% in North America. Progress toward pay equity has been inconsistent over the years but trending in the right direction. &nbsp;&nbsp;
Additionally, the report examines employers' progress in achieving a more diverse and equitable workplace. A standout finding is that black workers account for just 4% of life sciences specialists in the UK, compared with 11% in North America. However, 40% of those surveyed in the UK said they have witnessed efforts within their organization to be more diverse.&nbsp;
Other findings in the Global Talent Trends and Insights report examine people&rsquo;s priorities when considering an employer, the skills they need to keep their careers future-proof, and their outlook on AI and its impact on jobs and the future of work. Despite fears that the technology will lead to large job losses, most survey respondents say they don&rsquo;t believe they will be made redundant. Rather, they believe AI will make their jobs easier, with 60% saying AI has already make them more efficient. An even larger majority (78%) say they will be even more so in the future.&nbsp;
Pro tips for employers to consider as they strategize on workforce planning, learning and development, talent attraction and retention, internal mobility, and other critical human capital issues:
<ul>
<li>Closely track and mirror competitive wage levels and prevailing benefit offerings at a time when most people are expressing a strong desire to change jobs &nbsp;&nbsp;</li>
<li>Regularly survey workers and develop actionable plans to mitigate growing dissatisfaction or unmet needs of people</li>
<li>Build on a culture of inclusion and equity to ensure workers are fully engaged, can bring their best selves to their jobs, and maximize collaboration with other team members</li>
<li>Identify the skills needed today, and in the future, and leverage this insight to map the learning journey for every employee as a way to address the skills gap &nbsp;&nbsp;</li>
</ul>
<h4>Access the full report in both the UK <a href="https://www.srgtalent.com/global-talent-trends-and-insights-2024" target="_blank" rel="noopener">here</a> and North America <a href="https://www.srgtalent.com/us/salary-survey" target="_blank" rel="noopener">here</a>, respectively.</h4>
&nbsp;
<h4>About SRG</h4>
By applying specialist industry expertise and knowledge built over decades of experience as a global STEM network, SRG recruits across the whole product life cycle, from scientific research and clinical trials to manufacturing, helping to create meaningful connections, empower STEM talent, and shape a better, brighter future.
SRG is powered by&nbsp;<a href="https://www.impellam.com/" target="_blank" rel="noopener">Impellam Group</a>, a global leader in workforce and STEM talent solutions. &nbsp;
<h4>About New Scientist Jobs</h4>
New Scientist is the world&rsquo;s most trusted source of science and technology weekly news. New Scientist Jobs was created over 20+ years ago to connect leading employers and candidates. New Scientist Jobs also provides dedicated career advice and job opportunities across the STEM industry.
To find out more, visit <a href="https://www.newscientist.com/nsj/" target="_blank" rel="noopener">www.newscientist.com/nsj/</a>
&nbsp;
Press contact: Kirsty Tranter,&nbsp;Head of Communications,&nbsp;Impellam&nbsp;Group&nbsp;-&nbsp;<a href="mailto:press@impellam.com">press@impellam.com&nbsp;</a>

A new report by SRG and New Scientist Jobs reveals that UK life sciences salaries have risen rapidly but still lag behind North America and Europe. The report highlights key trends in job mobility, remote work preferences and workforce diversity.

Life science workers pay rises fastest in the UK

Data revealed in the latest Global Talent Trends &amp; Insights report, conducted by SRG in collaboration with <a href="https://www.newscientist.com/nsj/" target="_blank" rel="noopener">New Scientist</a>, shows the trend of heightening salaries and continued pay inequality across global STEM industries continues in 2024.
Whilst the report has revealed a steady increase in average salaries across the scientific sectors since 2022 in the UK (11.1% increase; &pound;57,725 average salary), Europe (3.4% increase; &euro;65,070 average salary), and North America (3.9% increase; $87,874 average salary), significant gender and ethnicity pay gaps remain in STEM.
<h2>The STEM Gender Pay Gap in 2024</h2>
Compared to 2022, when the results of our survey revealed a 28% difference in the gender pay gap in the UK, a 17% gender pay gap in Europe, and a 17.5% gender pay gap in North America, this year&rsquo;s report suggests improvements have been made.
However, directly comparing the results of our 2023 survey with the 2024 results highlights that there is still plenty of work to be done to narrow the gender gap &ndash; especially in the UK and Europe.
In the UK, women in STEM are earning much less than their male counterparts; the pay gap in 2024 is 19%, or &pound;12,000 on average. This is a 6% increase over the 13% gap discovered in our 2023 STEM Salary Survey. The pay gap in Europe has increased 3% between 2023 (11%) and 2024 (14%) too. And, whilst North America has fared better, showing a gender pay gap reduction from 13% in 2023 to 8% in 2024, there is still a significant difference.
Emma Brown, Strategic Accounts Director at SRG in the UK, commented on these results:
&ldquo;This inequality is not acceptable, particularly when we are trying so hard to attract women into STEM. It speaks volumes.&rdquo;
<h2>The Pay Gap Between Ethnicities in STEM in 2024</h2>
Another area of concern, as highlighted in the results of our 2024 Global Talent Trends &amp; Insights report, continues to be the significant difference in pay between white people and people of other ethnicities.
In 2023, our research showed that STEM professionals in the UK from Mixed/Multiple ethnic backgrounds earned just &pound;891 below their White co-workers, while Black professionals earned &pound;7,951 below their White co-workers and Asian professionals earned &pound;16,297 below their White co-workers.
A year on, and the average salary gap by ethnic group in the UK in 2024 remains considerable. The gap between the average pay for UK-based STEM professionals from Mixed/Multiple ethnic backgrounds (&pound;49,932) and their White counterparts (&pound;59,676) has widened massively, whilst Asian (&pound;51,406) and Black (&pound;40,156) professionals continue to earn much less too.
Commenting on the results, Neil Jacques &ndash; Client Solutions Director at SRG UK &ndash; says that greater transparency will reap significant rewards:
&ldquo;If you want to be a world leader, you need the best brains from all groups and individuals. Life sciences companies know this and are tuned in to EDI issues, but the data suggests there is more work to be done.&rdquo;
<h2>Summary of 2024 Gender and Ethnicity Pay Gap Statistics</h2>
In the fields of Science, Technology, Engineering, and Mathematics (STEM), according to the report:
&bull; Average UK salaries have risen by 11.1% to &pound;57,725
&bull; Average European salaries have risen by 3.4%% to &euro;65,070
&bull; Average North American salaries rose by 3.9% to $87,874
&bull; UK Black employees earn on average &pound;19,520 below their White co-workers
&bull; UK Asian employees earn on average &pound;8,270 below their White co-workers
&bull; UK female employees earn 19% less than males
&bull; North American female employees earn 8% less than males
&bull; European female employees earn 15% less than males
<a style="color: #ac145a;" href="https://www.srgtalent.com/global-talent-trends-and-insights-2024" target="_blank" rel="noopener">DOWNLOAD YOUR COPY OF THE 2024 GLOBAL TALENT TRENDS &amp; INSIGHTS REPORT</a>
About the data: SRG and <a href="https://www.newscientist.com/nsj/" target="_blank" rel="noopener">New Scientist</a> surveyed over 4,000 STEM professionals working in the Engineering, Medtech, Biotech, Pharmaceutical, FMCG, Chemical, and Clinical sectors as well as Academia. 55% of respondents were from the UK, 33% of respondents were from North America, and 12% of respondents were from Europe.

A 2024 Global Talent Trends & Insights report from SRG and New Scientist reveals the trend of heightening salaries and continued pay inequality across global STEM industries continues. 

Gender and Ethnicity Pay Gap: Breaking Down STEM Pay Inequalities

Now, perhaps more than ever before, diversity and inclusion considerations are having an important impact across all aspects of life.
No matter who or where we are, we rightfully expect a level of respect and decent and fair treatment, unobstructed by our race, gender, sexuality, religion, and societal background &ndash; or anything that makes us, as individuals, who we are.&nbsp; 
In business or working environments, whether it&rsquo;s &lsquo;on the shop floor&rsquo; or in the Boardroom, everyone should be given equal opportunities to develop and succeed. From the top down, diversity and inclusion is vital to this in any company or organisation, but at leadership level it has huge importance &ndash; not only for personal growth, but for the growth of companies too.
So, join us as we dive into how &ndash; in a few simple ways &ndash; you can drive diversity and inclusion in leadership and beyond.
<h2 class="MsoNormal">So, how diverse and inclusive are leadership teams currently? </h2>
Generally, not very. Or at least not as diverse and inclusive as they perhaps should or could be.
If we take the highlight results of <a href="https://gitnux.org/diversity-in-the-biotech-industry/">Gitnux Diversity in the Biotech Industry research</a> for example, we see a clear lack of diversity in leadership roles and groups in Biotech. Standout statistics include:
<ul>
<li class="MsoNormal">Women make up only 30% of executive positions and only 18% of board seats in the biotech industry.</li>
<li class="MsoNormal">Only about 15% of biotech companies are run by female CEOs.</li>
<li class="MsoNormal">Only 8.8% of biotech research organisations are led by women.</li>
<li class="MsoNormal">Persons of colour hold only 14% of executive team positions in the biotech industry.</li>
<li class="MsoNormal">Only 7% of top biotech executives were people of colour.</li>
<li class="MsoNormal">About 4 out of 5 biotech companies have no female executives.</li>
<li class="MsoNormal">Among biotech firms with five or more executive team members, 75% have no racial or ethnic minority members.</li>
</ul>
<a href="https://www.blackhistorymonth.org.uk/article/section/stem-careers/the-urgency-of-greater-diversity-in-the-uks-stem-workforce/">It is a similar story across STEM industries</a> &ndash; a study by Black History Month found only 24% of the UK STEM workforce were women, while only 8% were from minority backgrounds.
And whilst <a href="https://www2.deloitte.com/us/en/pages/chief-executive-officer/articles/ceo-survey.html" target="_blank" rel="noopener">92% of CEOs built DEI into their strategic priorities and goals</a> in recent years, it is thought &ndash; as outlined our &lsquo;<a href="https://www.srgtalent.com/us/blog/why-is-diverse-leadership-in-stem-important">Why is Diverse Leadership in STEM Important?</a>&rsquo; blog &ndash; that many leaders still are not doing enough to ensure their teams are inclusive and diverse.
When you consider that inclusive leadership in STEM, in teams where diverse voices have an equal platform, drives almost twice as many high-value innovative ideas than non-inclusive leadership models, and creates a positive environment of psychological safety and fulfilment, where<a href="https://hbr.org/2013/12/how-diversity-can-drive-innovation" target="_blank" rel="noopener">&nbsp;employees are 3.5 times more likely to realise their potential</a>, there is a clear argument for leadership to always build on its diversity and inclusivity.
<h2 class="MsoNormal">How to effectively drive Diversity and Inclusion in Leadership (and beyond)</h2>
Any company in any industry, including those in STEM, should always be active in its approach to Diversity and Inclusion, and particularly within its leadership and groups who are the forefront of setting an example.
While there is no &lsquo;one size fits all&rsquo; approach to creating, building on, and driving a company&rsquo;s approach to Diversity and Inclusion, there are a few tried and tested ways of making a quick and lasting impact.
Here are just a few ideas for an effective approach to Diversity and Inclusion in Leadership:
<ul>
<li class="MsoNormal">Break away from the norm &ndash; Don&rsquo;t be afraid to be different and be at the forefront of making a change. You could look to include non-execs in your leadership teams, and those earlier in their careers, to add more depth of experience and knowledge; look within your own company, rather than externally, to ensure the right cultural fit; and simply give a new generation, perhaps younger people or those from minority groups, a chance to make a difference.</li>
<li class="MsoNormal">Think about what you don&rsquo;t have, not just what you do &ndash; There is always room for new thoughts, ideas, and objectives within a leadership group. Realising this, and realising missed potential, opens up room for new ideas, new people and ultimately a more diverse and inclusive approach.</li>
<li class="MsoNormal">Take a skill and experience based approach &ndash; hire and promote people based on their skills, ability, experience and how they can help build and develop their careers, as well as your company, not because they fit in your existing leadership mould.</li>
<li class="MsoNormal">Take your time to get it right &ndash; Your leadership might be behind the times right now, but that doesn&rsquo;t mean you should take a scatter gun approach to getting it right. Plan your ED&amp;I ideas and strategy for the long term, get it right and take it from there. It&rsquo;s worth it in the end.</li>
<li class="MsoNormal">Look to inspire &ndash; Live by your principles and lead by example. Get your approach to diversity and inclusivity in leadership right and you&rsquo;ll not only inspire everyone within your company, but across your industry in general. Be the change that you want to see.</li>
</ul>

A company’s leadership sets an example. If diversity and inclusion in a leadership is lacking, it can have a damaging impact. Here are a few simple, effective tips from SRG to help get it right. 

Simple and Effective Ways to Drive Diversity & Inclusion in Leadership

In the ever-changing, ever-growing world of science, throughout the course of history, many iconic women have trailblazed their way through boundaries to make groundbreaking discoveries and advancements that have helped shape the way we live today, and will into the future.
In this blog we put the spotlight on some of the leading ladies in science, celebrating their remarkable contributions and achievements, and the pivotal role they have had in various scientific fields and beyond.
<h2 class="MsoNormal">Highlighting Top Women Innovators in Science</h2>
Rosalind Franklin: Through her work on X-ray diffraction, Franklin had a vital role in understand DNA &ndash; a fundamental part of modern genetics. Watson and Crick formulated the DNA double helix model, using insights gained via Franklin&rsquo;s famous &ldquo;Photo 51&rdquo;, and although she didn&rsquo;t receive the Nobel Prize she arguable deserved, contributions by Franklin are widely recognised for their importance in science.
Jane Goodall: The work of Goodall includes some truly groundbreaking, world-changing studies. Her study of wild chimpanzees in Gombe Stream National Park, Tanzania, is arguably one of the most important ever conducted, having revolutionised our understanding of primate behaviour and the close relationship between humans and animals. Goodall&rsquo;s observations of chimpanzees using tools challenged the belief that only humans made tools, and suggested that the human-animal kingdom relationship was closer than previously thought.
Ada Yonath: Yonath made a profound impact on modern medicine through her research of ribosome structure. Mapping ribosome structure helped discover insights for development of new antibiotics, shape the future of pharmaceutical chemistry, and fight antibiotic-resistant bacteria.
Tu Youyou: As impacts go, it doesn&rsquo;t get much bigger or more important than helping to save millions of lives worldwide. But that&rsquo;s what YouYou&rsquo;s innovative approach of combining traditional Chinese medicine with modern techniques, to extract the substance from sweet wormwood revolutionized the treatment of malaria, achieved. Her work led to a better understanding of how traditional knowledge and modern science can combine to create life-saving medicines.
Carol Greider: Greider and her work on telomeres was truly pioneering, leading to discovery of the enzyme telomerase which reshaped our understanding of cellular aging and cancer. Greider&rsquo;s research opened avenues into the understanding of age-related diseases and cancer therapy and highlighted the impact and importance of fundamental biological research. It also, and rightly-so, won Greider a Nobel Prize.
Katalin Karik&oacute;, PhD: Many modern medicines, including the COVID-19 vaccine, have been developed thanks to Karik&oacute;'s groundbreaking research on messenger RNA (mRNA), which laid the foundation for mRNA-based therapies. Her work in modifying mRNA to reduce its inflammatory response is not only innovative, but revolutionary too, leading to development of new vaccines and exciting opportunities to discover treatments for various diseases.
Kizzmekia Corbett: Dr. Kizzmekia Corbett was pivotal in helping to contain, control and combat COVID-19. Her expertise in immunology contributed to a rapid and effective vaccine response to the pandemic and helped set an example for way in which to research and tackle global health emergencies for generations to come. Her work not only combated a global crisis but also marked a significant milestone in vaccine development.
<h2 class="MsoNormal">Helping change the world then, now and forever</h2>
These remarkable women have pushed the envelope of scientific developments for generations, paving the way for the future of female scientists to shape the world and the way we live for years, decades and centuries to come. Beyond the impact their work has made on medicine, scientific research and much more, they have given a voice to women in STEM, highlighted and represented the power of females in the industry, and inspired a new era of scientific exploration and innovation.

Inspirational women have been at the heart of STEM, shaping the world of science and beyond, for centuries. Here we celebrate just a few of them, along with their game-changing innovations. 

The Women Who Helped Shape STEM – Trailblazers in the world of science and beyond

In an increasingly competitive talent market, effective hiring strategies are becoming heavily linked with business success.
In the UK alone,&nbsp;<a href="https://luminate.prospects.ac.uk/the-uks-stem-skills-shortage" target="_blank" rel="noopener noreferrer">skills shortages drive a loss of &pound;1.5bn a year</a>, with similar figures echoing across the global STEM industry. Driving success and building business continuity starts with understanding&nbsp;<a href="../../../../../../blog/the-impact-of-covid-19-on-the-stem-sector">why the talent market has changed</a>, and how your brand can respond with the right hiring strategy to secure appropriately skilled, and culturally aligned, talent.
In this article, I&rsquo;ll explore the three key discerning principles behind an effective talent strategy in STEM today, drawing on my own experience in the field, as well as the expertise of Lucy Colgan, Talent Acquisition Specialist at&nbsp;<a href="https://www.qiagen.com/us/careers" target="_blank" rel="noopener noreferrer">QIAGEN</a>, a leading global biotechnology company with a major development site in Manchester. QIAGEN&rsquo;s mission is to deliver Sample to Insight solutions enabling QIAGEN customers to unlock valuable molecular insights.
Expect to discover:
<ul>
<li>How leading diagnostics company, QIAGEN, power inclusive hiring practices</li>
<li>Why mission and value-led campaigns resonate with candidates</li>
<li>The value of technology-facilitated hiring in the remote world of recruitment</li>
</ul>
<h2>Building a diversity and inclusion hiring strategy</h2>
<a href="https://www.thehrdirector.com/features/leadership/building-leadership-at-all-levels-a-priority-for-2022/">44% of Fortune 500 companies have found that diverse teams increase innovation and agility</a>, and 51% say diversity also improves employee engagement &ndash; all key criteria for a successful STEM workforce.
In research from Deloitte,&nbsp;<a href="https://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/us-about-deloitte-inclusion-survey.pdf" target="_blank" rel="noopener noreferrer">80% of candidates say inclusion is an important factor</a>&nbsp;when choosing an employer, and&nbsp;<a href="https://www2.deloitte.com/content/dam/Deloitte/us/Documents/about-deloitte/us-about-deloitte-inclusion-survey.pdf">72% would potentially leave a less inclusive organisation for a more inclusive one</a>. Actively communicating with your prospective candidates about&nbsp;<a href="../../../../../../blog/5-signs-of-an-inclusive-employer">tangible inclusivity efforts</a>&nbsp;can motivate talent to prioritise your organisation.
Talking to Lucy Colgan, Talent Acquisition Specialist at QIAGEN, diversity has a central role across QIAGEN&rsquo;s recruitment and talent management. Lucy describes how QIAGEN &ldquo;discuss with our agency partners their policies on D&amp;I recruitment&rdquo; when outsourcing any hiring activities. Lucy explains, &ldquo;everyone involved in the hiring process has undergone training on unconscious biases, so we can be aware of these as much as possible&rdquo;.
<h2>Embracing a mission-led approach</h2>
Clarifying the mission behind your work can inspire and motivate potential candidates to feel connected to your organisational purpose.
What&rsquo;s more, actively involving employees in shaping that mission, and the wider company culture, can boost the likelihood of long-term retention. High-performing candidates are more likely to prioritise organisations where they can make a tangible impact and feel a sense of belonging.
According to research from McKinsey,&nbsp;<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/the-organization-blog/its-not-about-the-office-its-about-belonging" target="_blank" rel="noopener noreferrer">51% of employees left their roles over the &lsquo;Great Attrition&rsquo; because they didn&rsquo;t feel a sense of belonging at work</a>.
Providing impactful opportunities for employees to contribute at work is a priority for QIAGEN. Lucy says, &ldquo;we want to further develop the company culture so everyone has a voice where they can do their job, change things and contribute their suggestions&rdquo;. She describes the highly impactful employee workshops that have been held globally to empower QIAGEN employees to share their views: &ldquo;senior management are really listening to the good and bad from the workshops, and there&rsquo;s a lot of really good input and changes happening&rdquo;.
&ldquo;QIAGEN believes that focusing on its current and future employees drives the company&rsquo;s economic performance and considerably influences the sustainability of its operations. &ldquo;We are convinced that the professional and personal development of our employees is an integral factor in creating value for our customers, patients, colleagues, partners and shareholders&rdquo;, says Lucy. &ldquo;Being the industry&rsquo;s employer of choice by attracting and developing top talent is one of our global goals.&rdquo; To achieve this, QIAGEN creates a work environment that empowers and involves employees at all levels.&rdquo;
<h2>Strengthening recruitment with technology</h2>
The key to bringing these approaches together is a streamlined candidate process, and technology that can make that happen.
A group of inspired candidates, who feel they could belong at your organisation, are more likely to prioritise your role if your candidate experience is streamlined enough to reinforce that sense of belonging. Without a timely response, or streamlined process, you&rsquo;re likely to lose the attention of high-performing candidates.
Lucy Colgan describes, &ldquo;QIAGEN&rsquo;s reputation sets us ahead, most people know us as a company they want to work with&rdquo;. She added that &ldquo;there are many more jobs out there than candidates, and we need to move quickly&rdquo;. The right recruitment partner is important as Lucy goes on to describe: &ldquo;SRG really helped us with video interviews so that we weren&rsquo;t missing out on good candidates and could move quickly&rdquo;.
Reconsidering skill sets is imperative as the wider industry adapts to the fourth industrial revolution. Adopting a data-led approach through personality testing, and utilising video interviews can help scientific organisations make the specialised hires needed to succeed.
<h2>Find out how SRG could help you</h2>
SRG are part of Impellam, the UK&rsquo;s largest staffing business, and the sixth-largest MSP worldwide. Our global presence, extensive talent network and over 20 years of experience in making scientific hires enable us to meet the unique requirements of every company we work with.
&nbsp;<a href="mailto:solutions@srgtalent.com?subject=Recruitment%20solutions%20enquiry">Email our client services team here</a>&nbsp;to find out how SRG could help you.&nbsp;
&nbsp;

Pharmaceutical careers involve working at the threshold of medical innovation – whether your job is within drug development, leadership, or advertising, there’s a role where every skill set can make an impact on the wider world of health.

How to Create a Hiring Strategy For The STEM Market

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Calling all life sciences professionals! We're conducting a survey to identify the latest trends in the industry, and we need your insights. Whether you're a seasoned expert or a fresh talent in the field, your perspective is invaluable. &nbsp;
</div>
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The survey's objective is to benchmark salary, business, and workforce landscape data, highlighting industry insights for life sciences businesses.&nbsp; &nbsp;
</div>
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By completing this anonymous survey, you will contribute to our free global report to be launched in early 2024 via our website. &nbsp;&nbsp;
</div>
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Share your thoughts and help shape the future of life sciences. Click the link below to participate in our quick survey. &nbsp;
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<a class="Hyperlink SCXW169757901 BCX0" href="https://survey.alchemer.eu/s3/90650313/2400a768941a" target="_blank" rel="noreferrer noopener">Complete Survey</a>&nbsp; &nbsp;
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Global Life Sciences, Clinical & Engineering Insights 2024 Survey

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The role of women in the scientific community has always been of paramount importance, yet&nbsp;women&nbsp;remain&nbsp;underrepresented and under-compensated.&nbsp;This blog focuses&nbsp;on women in clinical research, a field teeming with opportunity and the potential to rewrite&nbsp;the&nbsp;gender&nbsp;narrative.
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<h3 class="Paragraph SCXW157223170 BCX8">The&nbsp;current&nbsp;state of&nbsp;women&nbsp;employed in&nbsp;clinical&nbsp;research</h3>
Women are essential players&nbsp;in clinical&nbsp;research, bringing to the table a unique blend of skill, perspective, and understanding.&nbsp;Women&nbsp;have been at the helm of&nbsp;many&nbsp;landmark studies, playing crucial roles in&nbsp;discovering and developing&nbsp;life-altering treatments and therapies. However, their representation and compensation often&nbsp;fail to&nbsp;reflect their indispensable contributions.&nbsp;In 2023, SRG and&nbsp;New Scientist conducted a&nbsp;<a class="Hyperlink SCXW157223170 BCX8" href="../../../../../../insights/guides-and-reports/global-stem-salary-survey-2023" target="_blank" rel="noopener noreferrer">global STEM salary&nbsp;survey</a>&nbsp;and found that&nbsp;in North America,&nbsp;40% of the industry is&nbsp;comprised&nbsp;of&nbsp;women,&nbsp;yet&nbsp;women are paid 13% less than men.&nbsp;
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<h4 class="Paragraph SCXW157223170 BCX8">The&nbsp;opportunity&nbsp;awaiting&nbsp;women in&nbsp;clinical&nbsp;research</h4>
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Despite these challenges, the field of clinical research offers incredible potential for women. With the healthcare industry increasingly recognizing the need for gender diversity to drive innovation and better patient outcomes, a change is on the horizon. Women&nbsp;can&nbsp;work on pioneering research projects, contribute to scientific advancements, and play a significant role in reshaping global health policies.
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Moreover, as clinical trials become more patient-centric and require diverse patient representation, there is a growing need for diversity among researchers. This evolution paves the way for more women to take center stage in designing and managing studies that address&nbsp;female&nbsp;patients&rsquo;&nbsp;specific needs and experiences.
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<h4 class="Paragraph SCXW157223170 BCX8">Strategies to&nbsp;bridge the&nbsp;gender&nbsp;gap</h4>
Encouraging more women to step into clinical research requires addressing the underlying causes of the gender and pay gaps. Improving access to education and training opportunities,&nbsp;providing&nbsp;mentorship programs, promoting work-life balance, and implementing fair compensation strategies are just a few approaches that can catalyze change.
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Recognition of the gender pay gap is the first step towards eliminating it. Increasing transparency around compensation and establishing fair pay policies can help to ensure that women are paid equitably for their contributions. Supporting women in leadership positions in clinical research can serve as a mechanism for change, paving the way for more gender equity in the field.
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<h4 class="Paragraph SCXW157223170 BCX8">How&nbsp;SRG&nbsp;is leading the way</h4>
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In a world where science and technology grow at an exponential pace, a strong and diverse workforce is more critical than ever. SRG has over three decades of experience in life sciences and is fully committed to playing a key role in bridging the gender and pay gaps in the field of clinical research.&nbsp;
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Here's&nbsp;how&nbsp;we're&nbsp;making a difference:
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<h3 class="SCXW157223170 BCX8">1. Leveraging expertise to build diverse teams</h3>
SRG deeply understands the unique demands and opportunities within the life sciences sector. We use this expertise to support and promote diverse talent, particularly focusing on empowering women in the field. By connecting our diverse pool of highly skilled female professionals with firms seeking to enhance their clinical research teams, we aid in increasing the representation of women in this critical field.
<h3 class="Paragraph SCXW93551291 BCX8">2.&nbsp;Implementing&nbsp;fair&nbsp;compensation&nbsp;policies</h3>
<a class="Hyperlink SCXW93551291 BCX8" href="../../../../../../insights/guides-and-reports/global-stem-salary-survey-2023" target="_blank" rel="noopener noreferrer">Recent research by New Scientist and SRG</a>&nbsp;shows the persistent pay gap in the sector, and we have made it&nbsp;our&nbsp;goal to help rectify this disparity. As part of our staffing services, we&nbsp;provide&nbsp;consultation for companies on&nbsp;establishing&nbsp;and maintaining fair compensation policies. We are committed to promoting pay equity, ensuring that every professional we place is compensated fairly for their skills and contributions, regardless of gender.
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<div class="OutlineElement Ltr SCXW157223170 BCX8"><img src="../../../../../../-/media/srg/women-in-clinical-blog-asset.jpg?h=683&amp;w=706&amp;hash=E7CC99C040515B253597FAE09D058C61" alt=" Women In Clinical Blog Asset"></div>
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<h3 class="Paragraph SCXW157223170 BCX8">3.&nbsp;Providing&nbsp;access to&nbsp;training and&nbsp;mentorship</h3>
We&nbsp;firmly believe&nbsp;in the power of training and mentorship in accelerating one's career.&nbsp;That's&nbsp;why&nbsp;we provide access to industry-leading training resources and pair our candidates with mentors who can guide them&nbsp;every step of the way. By ensuring women have the necessary skills and support, we can help them navigate and excel in the clinical research field.
To this end, SRG works with&nbsp;<a href="http://https//www.impellam.com/about-us/community/stem-council-for-good" target="_blank" rel="noopener noreferrer">STEM</a><a href="http://https//www.impellam.com/about-us/community/stem-council-for-good" target="_blank" rel="noopener noreferrer">&nbsp;Council for Good</a>&nbsp;which&nbsp;partners with diverse&nbsp;non-profit&nbsp;organizations and STEM companies to create pathways for everyone considering a career in STEM.&nbsp;They&nbsp;invite&nbsp;allies and job seekers to&nbsp;come together to&nbsp;share experiences,&nbsp;provide&nbsp;support, connect through networking, and continually educate&nbsp;each other. By bringing together those at all stages of experience,&nbsp;including career pivoters, veterans, military spouses, recent graduates, and experts at every level, this community&nbsp;creates a platform for all those who are underserved or underrepresented, creating new opportunities.
<h3 class="Paragraph SCXW184214010 BCX8">4.&nbsp;Promoting&nbsp;women in&nbsp;leadership&nbsp;roles</h3>
To truly bridge the gender&nbsp;gap, seeing&nbsp;more women in leadership roles&nbsp;is essential. As part of our staffing strategy, we make a concerted effort to advocate for&nbsp;female&nbsp;candidates for senior positions within clinical research. By promoting women in leadership, we not only help to shatter the glass ceiling but also&nbsp;provide&nbsp;role models for future generations of women scientists.
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Conclusion
Women in clinical research are invaluable assets, and recognizing this fact is key to bridging the existing pay and gender gap. By nurturing an environment of inclusion, respect, and equal opportunity, the clinical research field can not only welcome more women into its ranks but also thrive on the unique insights and innovations they bring. The future of clinical research is one of gender equality and diversity,&nbsp;in which&nbsp;every contribution is acknowledged, appreciated, and adequately compensated.
SRG&rsquo;s&nbsp;30-year journey in the life sciences sector has given us deep insights into the industry's workforce dynamics. We are committed to using this knowledge to bridge the gender and pay gap in clinical research. By fostering diversity, advocating for fair pay, and promoting women in leadership roles, we are helping create a more inclusive and&nbsp;equitable&nbsp;future&nbsp;for clinical&nbsp;research. In doing so, we are not only improving lives today, but also inspiring the women researchers of tomorrow.
</div>
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The role of women in the scientific community has always been of paramount importance, yet women remain underrepresented and under-compensated. This blog focuses on women in clinical research, a field teeming with opportunity and the potential to rewrite the gender narrative.

Bridging the Gender Gap - The Unexplored Potential for Women in Clinical Research

Key findings:
<ul>
<li>Digitalisation is gaining momentum in the chemicals industry.</li>
<li>Skills gaps can disadvantage all professionals, from graduates through to senior professionals&nbsp;</li>
<li>Taking the initiative to upskill and gain extra digital knowledge can be career-critical.</li>
</ul>
<div>&nbsp;</div>
Digitalisation is making waves across chemicals where technologies from machine learning and AI through to predictive monitoring are set to unlock over &pound;400 trillion in value for the industry by 2025. Chemicals professionals have a pivotal role to play in realising this ambition and finding ways to work alongside and within digitally optimised systems.
Research from Accenture reveals that while most major chemical companies are investing in digital innovation,&nbsp;<a href="https://www.accenture.com/gb-en/insights/industry-x-0/chemicals" target="_blank" rel="noopener noreferrer">less than a quarter are succeeding</a>.&nbsp;
For those companies that have succeeded, the rewards have seen them scaling more than half of their proof of concepts and earning a higher-than-average return on digital investment. Meanwhile, more than 75% of other companies earned lower than the industry average, regardless of how much they scaled by.&nbsp;
The key difference between the successful, and unsuccessful digitalisation projects was access to and the skill level of employees (<a href="https://www2.deloitte.com/us/en/pages/energy-and-resources/articles/future-of-digitalization-in-the-chemical-industry.html" target="_blank" rel="noopener noreferrer">a finding that Deloitte also echo in their research</a>).
With the right skills and knowledge chemicals professionals today can accelerate the future of the industry.
In this article, I&rsquo;ll reveal the top opportunities and challenges for chemists in today&rsquo;s digital landscape and provide guidance on where and how you can get started on advancing your career in chemistry.
<div>&nbsp;</div>
<h2>Challenges and opportunities for chemists in today&rsquo;s digital landscape&nbsp;&nbsp;</h2>
There are a number of positive digital trends influencing the careers of chemicals professionals today, as well as others that pose slight hurdles.
To start with, when applying for a role, digitalisation has helped to streamline processes and enable professionals to submit more applications faster. A common misconception when it comes to digitalisation is that technology will take jobs away from people. While there may be fewer lower-skilled manual jobs, most jobs in the chemicals industry won&rsquo;t be replaced, and they&rsquo;ll change.&nbsp;
There has been a significant increase in the types of different roles; including those that are directly digital, those that support digital functions, and those where digitalisation directly supports an existing role.
This has created more variety in the types of roles that chemicals professionals can access, meaning that you can go beyond the standard analytical, organic, inorganic, and physical fields through to computational and digital positions &ndash; opening more doors for candidates who haven&rsquo;t followed a traditional route into the chemicals industry across the STEM portfolio, from mathematicians, through to computational chemists and statisticians.
These new job profiles include roles like:
<ul>
<li>Industrial Data Scientists</li>
<li>Statisticians</li>
<li>Data Security</li>
<li>Computational Chemists</li>
<li>Quantum Scientists</li>
<li>Molecular modelling</li>
<li>Chemo informatician</li>
</ul>
Another wider knock-on effect of digitalisation is the increase in hybrid opportunities. These hybrid positions still require practical chemistry skills alongside more computational capabilities, but there are often opportunities to upskill on the job to bridge any skill gaps.
The nature of training itself has also advanced, with technologies including e-learning, modelling programmes, and virtual reality acting as additional aids to the classroom, enhancing training opportunities and outcomes faster.&nbsp;
However, developing training opportunities can also pose a hurdle for businesses and, consequently, professionals &ndash; gaining access to the right training programmes isn&rsquo;t always easy in every role due to the financial investment required by companies to create training initiatives in the first place.
Indeed, the educational infrastructure outside of companies and at universities hasn&rsquo;t quite caught up with the pace of digitalisation in chemicals. While there are follow-on degrees like Masters, and PhD&rsquo;s that allow chemists to garner technical expertise in digital chemistry, there aren&rsquo;t enough of them, and these skills are not being introduced early enough in education.
For more experienced chemistry professionals who have been in the industry for many years, digitalisation can create higher level skills gaps and inhibit intra-industry movement, particularly without the right training routes, and access to those training routes in place.&nbsp;
It&rsquo;s vital to take your own initiative as a professional and invest in digital upskilling wherever access is made possible throughout your education and professional life.
<div>&nbsp;</div>
<h2>What key digital skills are most in demand in the chemical industry</h2>
In this section, I&rsquo;ll list some key technologies influencing the industry before delving into the specific skills needed to successfully apply them.
Key technologies:
<ul>
<li>AI</li>
<li>Virtual reality</li>
<li>Augmented reality</li>
<li>Cyber-physical systems</li>
<li>Robotics</li>
<li>Automation</li>
<li>Big data</li>
<li>Smart algorithms</li>
<li>Cloud tech</li>
<li>3D printing/additive manufacturing&nbsp;</li>
<li>Data analytics</li>
</ul>
Skills in demand include:
<ul>
<li>Machine learning</li>
<li>Coding - programming languages like Python and R</li>
<li>Computer aided design</li>
<li>Computational biology</li>
<li>Computational chemistry</li>
<li>Virtual screening&nbsp;</li>
<li>Data science</li>
<li>Mathematics</li>
<li>Statistics</li>
<li>Quantum computing</li>
<li>Quantum science&nbsp;</li>
<li>Computer modelling/in silico 
<div>&nbsp;</div>
</li>
</ul>
<h2>Digital upskilling pathways for industrial chemists&nbsp;</h2>
While the UK hasn&rsquo;t quite kept pace with countries like Germany, China, or the US in terms of digital education, as a professional you can take the initiative to upskill yourself.
Many colleges offer coding and digital skills courses as part of extra-curricular activities, and it&rsquo;s worth researching and exploring these options wherever possible on your educational journey.
At university, take the time to assess the degree modules on offer &ndash; if there are any that link to computational chemistry, coding, or any of the skills listed above, take them. After graduation, if you have the resources, look into post-graduate courses specialising in digital chemistry or any area you&rsquo;re most interested in.&nbsp;
As an active professional, look for opportunities to develop further digital capabilities. From free coding courses to free mentorship opportunities on LinkedIn to free online university courses offered by universities like Harvard, Manchester, Tokyo, MIT, and John Hopkins - taking your career to the next level doesn&rsquo;t have to be costly and can be instrumental to ensuring you futureproof your potential in the industry.&nbsp;

Learn how to upskill for digital as an industrial chemist with advice from Head of Chemicals, Faye Allison.

How to Upskill for Digital as An Industrial Chemist

Stress can have a huge impact on our mental and physical health, often without us even realising it. Identifying what makes you feel the most stressed can provide you with the opportunity to take steps to manage it.&nbsp;
June 2023 saw us survey 420 scientific candidates to uncover the biggest source of stress in their standard working week. The results revealed that an 'Unmanageable workload' was the main culprit, with 36% of respondents citing it as their biggest stressor. 'Work/ life balance' was the second most popular cause of stress, with 26% of people citing it as an issue. This was followed by 'Lack of support' (23%) and 'Commuting' (15%).
In this article, we delve more into how to manage stress at work and the steps you can take to help you stay on top of it.&nbsp;
Read on to find out more on:
<ul>
<li>Managing your workload</li>
<li>Attaining work-life balance</li>
<li>Accessing support</li>
</ul>
<h2>Managing your workload</h2>
When it comes to the workplace, feeling stressed is unfortunately a common occurrence. Whether you're juggling multiple projects, dealing with tight deadlines, or fighting your own diligence levels, these situations can leave you feeling overwhelmed and out of control. However, it is important to remember that you are not alone in this.&nbsp;
There are a number of ways to manage your stress levels and help you to stay productive. Take a deep breath and focus on what you can do to manage the stress.
<ul>
<li>Communication:&nbsp;Having a heavy workload can be overwhelming, and it's important to communicate with your manager about it. Talk to them about the tasks at hand, and how you can manage them in a realistic way. Make sure to set achievable targets that are realistic and manageable.&nbsp;</li>
</ul>
<ul>
<li>Time management:&nbsp;Know your own limits and be honest with yourself. If you&rsquo;re struggling to juggle tasks, it might be time to call in for help. Doing too much at once can be detrimental to your productivity. It&rsquo;s important to take a step back and assess what you&rsquo;re doing, so you can make sure you&rsquo;re not taking on more than you can handle.</li>
</ul>
<ul>
<li>Perfectionism:&nbsp;We are often our own worst critics and can find ourselves being too hard on ourselves. It's important to remember that you don't need to be perfect all the time. Be sure to acknowledge your strengths, as well as your limitations.</li>
</ul>
<ul>
<li>Making mistakes:&nbsp;It can be easy to forget, but it's important to remember that mistakes are part of the learning process. Don't be afraid to make mistakes, and instead use them as an opportunity to learn and grow.</li>
</ul>
<h2>Attaining work-life balance</h2>
We all know that having a good work-life balance is essential for mental health and wellbeing, but many of us often find it hard to prioritize our own wellbeing and make time for the things we enjoy.&nbsp;
It can be a challenge to find the right balance between work and leisure, but it's important to make time for yourself and to switch off from work. Having a healthy work-life balance can help reduce stress, increase productivity, and promote overall wellbeing.
<ul>
<li>Annual leave:&nbsp;If you&rsquo;re entitled to any annual leave, don&rsquo;t be afraid to take it. Having regular breaks is important for our mental and physical health. It can also help you become more productive and efficient in the long run. And if you&rsquo;re feeling overwhelmed, a few days off can help you re-focus and restore balance. </li>
<li>Balance:&nbsp;It&rsquo;s essential to make time for yourself and to take the time to sustain relationships outside of your job. Whether it's spending time with family, catching up with friends, or even making time for yourself to relax, it's important to make sure you're taking care of yourself. By taking the time to nurture relationships with people outside of your job, it can help you to maintain a good work/life balance, which can help to keep you motivated and productive in your career.</li>
</ul>
<ul>
<li>Organisation:&nbsp;By taking a few minutes each evening to organise your workspace and plan for the next day, you can ensure that you make the most of your downtime. This can help you switch off from work, equally helping you make the most of your out-of-work hours. This is especially important when working from home, as the line between work and home life can become blurred.</li>
</ul>
<h2>Accessing support</h2>
Managing stress is an important part of looking after our mental health and wellbeing. Working life can be stressful at times, so it's important to have a plan in place to manage it effectively.&nbsp;
One of the best ways to do this is to accept help from trusted friends and family. They can provide a listening ear and a different perspective, which can be invaluable in difficult times.&nbsp;
Your employer may also have their own stress management resources available.&nbsp;This could include online information, counselling services, and referral to mental health professionals if needed - so it's worth checking out to make the most of any available support.
Alternatively, if you're feeling overwhelmed or need some help externally, there are a wealth of&nbsp;excellent mental health resources available here in the UK. From helplines and online support groups to websites with mental health advice and counselling services, such as&nbsp;<a href="https://www.mind.org.uk/">Mind</a>, and&nbsp;<a href="https://www.nhs.uk/mental-health/">NHS</a>, there are many ways to get the help you need.
<div>With so many people struggling to cope with the pressures of life, it's important to remember that help is out there. Whether you're looking for advice, support, or just someone to talk to, there are a variety of options available.&nbsp;</div>
&nbsp;
<h3>You may also be interested in:</h3>
<ul>
<li><a href="https://www.srgtalent.com/blog/developing-a-career-in-stem">3 Keys to Developing a Career in STEM</a></li>
<li><a href="https://www.srgtalent.com/blog/how-to-find-a-job-in-stem">How to Find a Job in STEM and Stay Motivated</a></li>
<li><a href="https://www.srgtalent.com/blog/how-to-answer-interview-questions">How to Answer Interview Questions: Your Guide to What Interviewers Are Looking For</a></li>
</ul>

Read more on how to manage stress at work and take steps to help you stay on top of it.

How to Manage Stress at Work

In this guide, we’ll show you how to build an employer branding strategy that’s aligned with wider business needs and geared towards achieving your recruitment goals.

How to develop a successful employer branding strategy to attract and retain top talent

The competition for STEM talent is heightening this year. Towards the end of 2022, the number of people out of work (unemployment rate) plummeted to the<a href="https://www.theguardian.com/business/2022/sep/13/uk-unemployment-pay-squeeze-inflation-cost-of-living-crisis" target="_blank" rel="noopener noreferrer">&nbsp;lowest level seen since the 1970s</a>. While there are slightly more candidates on the market today, the&nbsp;<a href="https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/april2023#:~:text=The%20timeliest%20estimate%20of%20payrolled,on%20the%20quarter%20to%203.8%25." target="_blank" rel="noopener noreferrer">unemployment rate remains low.</a> This trend is indicative of two things &ndash; talent pools are limited, and professionals are harder to attract, as they&rsquo;re not moving between jobs in the same way as many did through the&nbsp;<a href="../../../../../../blog/the-history-of-recruitment-whats-changed-and-whats-next" target="_blank" rel="noopener noreferrer">&lsquo;Great Resignation&rsquo;.</a> In this article, I&rsquo;ll delve behind the four key trends impacting STEM recruitment today while providing actionable guidance to help you gain access to the talent you need to power your organisation&rsquo;s success. Four key recruitment trends impacting STEM businesses today&nbsp;
<h3>1. The advent of AI in STEM</h3>
The importance of being technologically equipped in STEM continues to rise as AI models gain momentum both inside and outside of the scientific industries. From operations to&nbsp;<a href="../../../../../../blog/how-ai-drug-discovery-technology-is-transforming-the-biopharma-industry" target="_blank" rel="noopener noreferrer">drug discovery</a>, AI&rsquo;s role in STEM is set to grow as more businesses use its vital ability to navigate uncertainty with rapid and agile data-driven solutions. The increased use of AI in STEM isn&rsquo;t something that most professionals are equipped for.&nbsp;<a href="https://www.weforum.org/agenda/2023/05/ai-skills-gaps-future-jobs/" target="_blank" rel="noopener noreferrer">According to the World Economic Forum</a>, 60% of workers will require additional training before 2027 to keep up with the pace of digitalisation and AI. Early exposure to forward-thinking technology can make an organisation stand out from the crowd to candidates and help feed into a powerful talent strategy. 
<h3>2. The candidate-led market</h3>
 In times of low unemployment, multiple companies often target the same specialist professionals, resulting in job candidates benefitting from a choice of prospective employers.&nbsp; This generates a candidate-led market, where the efficacy of the employee value proposition rises in value and can help ensure that the right talent is attracted, hired, and retained. 
<h3>3. The impact of the economy</h3>
 The UK&rsquo;s Office for National Statistics&rsquo; reports show that vacancies have been falling for&nbsp;<a href="https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/april2023" target="_blank" rel="noopener noreferrer">nine consecutive financial periods across</a><a href="https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/bulletins/uklabourmarket/april2023" target="_blank" rel="noopener noreferrer">&nbsp;the UK.</a> UK organisations cite economic pressures as a key factor in holding back on recruitment. <a href="https://www.pwc.com/gx/en/news-room/press-releases/2023/pwc-26th-ceo-survey.html" target="_blank" rel="noopener noreferrer">PwC&rsquo;s CEO Survey</a>&nbsp;adds a further lens to this trend &ndash; 73% of global CEOs believe global economic growth will decline over 2023, and 40% of all CEOs say that inflation is the top global threat for businesses today. However, while large-scale expansion in some industries is slowing down, specialist professionals across STEM remain essential to business continuity.&nbsp; Results from the<a href="https://hrnews.co.uk/uk-employers-determined-to-keep-hiring-in-battle-to-retain-talent/" target="_blank" rel="noopener noreferrer">&nbsp;Net Employment Outlook</a> were positive at +19% for Q1 in 2023, signalling that UK employers will continue hiring over the course of the year albeit at a deficit of 5 percentage points compared to Q4 2022. Given this, creating powerful talent attraction strategies will remain pivotal to many businesses - recruitment may have slowed, but the criticality of the right hire has risen. The impact of economic uncertainty is also affecting candidates, who are less likely to prioritize moving roles in times of economic uncertainty &ndash; particularly if a new position advertises an un-competitive salary rate. 
<h3>4. Changes to working models</h3>
 While&nbsp;<a href="https://www.peoplemanagement.co.uk/article/1819794/two-thirds-jobseekers-looking-fully-remote-roles-ahead-summer-study-finds" target="_blank" rel="noopener noreferrer">58% of job seekers</a>&nbsp;prioritise fully remote roles, and almost a third of general employers are creating more fully remote positions, getting to hybrid remains a challenge in STEM. Many STEM roles are laboratory or research-focused. Consequently, being on-site can be an essential part of the job, and not all workplaces can facilitate hybrid work.&nbsp; This, however, comes at a price - <a href="../../../../../../blog/the-benefits-of-hybrid-working-in-the-laboratory" target="_blank" rel="noopener noreferrer">64% of lab leaders&nbsp;</a>are currently struggling to attract skilled candidates to their organisation, and&nbsp;<a href="../../../../../../blog/the-benefits-of-hybrid-working-in-the-laboratory" target="_blank" rel="noopener noreferrer">35% of UK STEM workers plan to leave their role over the coming year.&nbsp;</a> Meanwhile, our research shows that most global STEM workers find workplace satisfaction from a strong sense of work-life balance, and&nbsp;<a href="../../../../../../blog/why-stem-candidates-are-looking-for-a-new-job" target="_blank" rel="noopener noreferrer">14% of STEM professionals today&nbsp;</a>are seeking an alternative role to find a more hybrid/remote workplace environment.&nbsp; 
<h2>How to evolve your talent strategy in 2023</h2>
<h3>1. Use a data-driven approach to recruitment</h3>
In today&rsquo;s talent market, quality matters over quantity.&nbsp; Getting access to a high-calibre candidate, however, will rely on your ability to look beyond technical ability through to compatibility to ensure that the person you&rsquo;re hiring is on track to drive real results in your business.
<h3> 2. Create a clear and persuasive employee value proposition</h3>
The way your&nbsp;<a href="../../../../../../blog/how-to-develop-a-successful-employer-branding-strategy" target="_blank" rel="noopener noreferrer">employee value proposition</a>&nbsp;feeds into your overall talent strategy should reflect the candidate uncertainty that we&rsquo;re seeing today. While being clear and engaging is still important, being persuasive and providing reassurance around job security is also vital to gain access to the passive candidate market.
<h3> 3. Showcase your investments in tech</h3>
Integrate your technological advancements into your&nbsp;<a href="../../../../../../blog/how-to-develop-a-successful-employer-branding-strategy" target="_blank" rel="noopener noreferrer">employee value proposition</a>, and lay out clear pathways for new starters whose roles may cross over with innovative technologies like AI to engage with the tech and advance their skills base.&nbsp; While this is less relevant for executive positions directly, executives and senior hires who see that organisations are not only purchasing technology but investing in their people to advance their organisation, are more likely to be persuaded to come on board. 
<h2>Get started with Search by SRG</h2>
<a href="../../../../../../clients/our-services/search-by-srg" target="_blank" rel="noopener noreferrer">Search by SRG</a> provide data-driven recruitment solutions for executive, technical, and specialist hires across the wider STEM industries. We harness data-driven insights to ensure that the right hire is not only made, but retained.

Get expert advice on how to evolve your talent strategy for the 4 key trends impacting STEM recruitment today, from Jacob Midwinter, Operations Director at SRG.

STEM Recruitment Trends to Watch in 2023

Medicines today don&rsquo;t work for everyone.&nbsp; Only&nbsp;<a href="https://www.nature.com/articles/520609a" target="_blank" rel="noopener noreferrer">between 1 in 25, and 1 in 4</a>of the people who take the top 10 highest-grossing medications in the US say their medication helps them.&nbsp; Improving this statistic and moving away from &lsquo;imprecision medicine&rsquo; will rely on developing our understanding of the building blocks behind cell function, and malfunction &ndash; proteins. With the&nbsp;<a href="../../../../../../blog/how-ai-drug-discovery-technology-is-transforming-the-biopharma-industry" target="_blank" rel="noopener noreferrer">advent of AI</a>&nbsp;and&nbsp;<a href="../../../../../../blog/pharma-innovation-and-talent-trends" target="_blank" rel="noopener noreferrer">new novel therapeutic techniques</a>, protein science is on the brink of transforming drug discovery and accelerating new, better outcomes for patients through the medtech, biotechnology and pharmaceutical sectors. In this article, I&rsquo;ll explore the impact of protein science in drug discovery in more detail, provide guidance on what employers are looking for in protein scientists today, and help you make the next step in your career.
Read on to find out:
<ul>
<li>What is proteomics?</li>
<li>How protein scientists influence drug discovery</li>
<li>Key skills of protein scientists in drug discovery</li>
<li>&nbsp;What the future holds for protein scientists in drug discovery</li>
</ul>
<h2>What is proteomics?</h2>
Let&rsquo;s start by defining a proteome.&nbsp; A proteome is a set of proteins that is expressed at a certain time, in certain conditions.&nbsp; Proteomics is the study of these proteomes in an organism.&nbsp; Proteomics involves analysing and measuring the expression of proteins at different levels to understand its effects on the cell, tissue, organ, and overall organism.&nbsp; Proteomics helps scientists identify new drug targets, and understand the networks that proteomes create<a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC8473418/#:~:text=Proteomics%20is%20the%20study%20of,of%20the%20organism%20than%20genomics." target="_blank" rel="noopener noreferrer">&nbsp;to develop more effective medications for patients.&nbsp;</a> The three types of proteomics are: 
<ol>
<li>Expression proteomics&nbsp;&ndash; the study of protein expression to find disease-specific proteins, new proteins, and patterns of protein expression in different cells.</li>
<li>Structural proteomics&nbsp;&ndash; the study of the 3D structure of proteins across all protein interactions including membranes, cell organelles and ribosomes.</li>
<li>Functional proteomics&nbsp;&ndash; the study of the functions and mechanisms in the cell that affect interactions with other proteins to understand the biological role of a protein and clarify cellular signalling pathways.</li>
</ol>
<h2>How protein scientists influence drug discovery</h2>
The drug discovery process typically begins by identifying a druggable target &ndash; <a href="https://academic.oup.com/bioinformatics/article/25/4/451/250651" target="_blank" rel="noopener noreferrer">of which in most cases is a protein</a>. This protein is then analysed in detail through a high-throughput screening to ensure that the target is worth investigating further.&nbsp; Proteomics creates the foundation behind the drug discovery process by exploring the capabilities of existing proteins and finding new proteins that could act as druggable targets.&nbsp; By creating an essential map of the vast network of protein interactions that occur throughout the human body, protein scientists can also reveal where drug targets are expressed to improve accuracy in drug development. The study of this<a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC10107166/" target="_blank" rel="noopener noreferrer">&nbsp;protein-protein interaction network (PPI)</a>&nbsp;provides drug developers with an understanding of the mechanisms behind a disease, alongside how medications affect treatment. Structure-based Drug Discovery (SSD) is another area of focus for protein scientists in the early stages of drug development. SSD involves understanding the structure of protein with a tool compound to develop new chemical hypotheses and modifications to improve inhibitor affinity and consequently, drug efficacy. 
<h2>Key skills of protein scientists in drug discovery</h2>
The skills required of protein scientists can in some cases, be transferable across different scientific disciplines. For example, if you&rsquo;re experienced in genomics and DNA purification, you&rsquo;re equipped to handle protein purification as the methods are mirrored.&nbsp; To be competitive in today&rsquo;s job market, highlighting your technical skills and experience across proteomics and beyond can help you stand out as a candidate to employers.&nbsp; Some key skills of a protein scientist in drug discovery include: 
<ul>
<li>Cloning</li>
<li>Expression in E.Coli</li>
<li>Protein purification (using AKTA for example)</li>
<li>High-performance liquid chromatography (HPLC)</li>
<li>Liquid chromatography-mass spectrometry (LC-MS)</li>
<li>Mass spectrometry</li>
<li>&nbsp;Western blotting</li>
</ul>
&nbsp;
<h2>What does the future hold for protein scientists in drug discovery</h2>
I mentioned in the introduction that drug discovery is on the brink of transformation because of new advancements in protein science. Here are three key innovative areas driving this new future today &ndash;&nbsp; 
<h3>1. AI and machine learning algorithms</h3>
Machine learning and AI algorithms are empowering protein scientists and researchers to harness the massive amounts of data produced in analysis, to drive biological understandings and more efficient outcomes. AI tools including machine learning, are rapidly becoming central to finding new, and better protein biomarkers faster.&nbsp; What&rsquo;s more, once those biomarkers have been found, machine learning can be used to analyse proteomic data into easy to interpret biomarker panels that diagnose and report on the efficacy of the drug targets in treatment. Outside of biomarker discovery and research, machine learning is playing a key role in drug development today by&nbsp;<a href="https://www.sciencedirect.com/science/article/pii/S2405471221002507" target="_blank" rel="noopener noreferrer">predicting experimental peptide measurements from amino acid sequences</a>&nbsp;to improve the quality and reliability of workflows. In one immunopeptidome&rsquo;s dataset,<a href="https://www.bio-itworld.com/news/2022/12/09/deeper-mining-of-proteomics-data-using-artificial-intelligence" target="_blank" rel="noopener noreferrer">&nbsp;using AI techniques resulted in a 50% increase</a>&nbsp;in the number of identified peptides compared to traditional methods. 
<h3>2. Precision medicine</h3>
Although precision medicine is rooted in tailoring medicine to suit genetics, the reality of creating personalised medicines needs to consider the full complexity of cellular physiology. Proteomics enables this full analysis, as the study itself is dedicated to the continuous analysis of the ever-changing proteome as it reacts to different stimuli.&nbsp; The advancements in high throughput mass spectrometry in proteomics have created incredible databases of the human proteome.&nbsp; These databases are beginning to lay the<a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5117667/" target="_blank" rel="noopener noreferrer">&nbsp;foundations for precision medicine in practice</a>. In the near future, doctors could be equipped with mass spectral analysis of patient proteomes to compare with the database average (or even eventually, the patient&rsquo;s own healthy archives records) to improve diagnostic accuracy, reduce time and costs, and ensure that the best possible medications are prescribed on a personal basis.&nbsp; 
<h3>3. Targeted protein degradation</h3>
 <a href="https://www.nature.com/articles/s41573-021-00371-6" target="_blank" rel="noopener noreferrer">Targeted protein degradation</a>, or TPD, is a new therapeutic modality that could overhaul disease-causing proteins that have historically been challenging or near impossible to target with traditional small-molecule medications.&nbsp; After over 20 years of research, TPD has moved from academia to industry, where organisations across the world have announced programmes in preclinical and early clinical development across a range of fields, including cancer treatment. 
<h2>Accelerate your career with SRG Talent</h2>
SRG connects scientists across the globe with exciting opportunities across the STEM industries. We can help you find your next opportunity across protein science no matter your job level - whether you&rsquo;re starting out as an entry-level Research Assistant, progressing onto a role as a Senior Scientist, or looking for your next executive position as a Director, our friendly consultants are on hand to guide you through your next career step.&nbsp;

Discover the rising importance of protein science in drug discovery with expert guidance from Paige Keenan, Associate Consultant at SRG.

The Importance of Protein Science in Drug Discovery

Women in the workplace face a growing salary gap &ndash; especially in STEM.
While in 2021<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">&nbsp;SRG&rsquo;s research</a>&nbsp;showed an overall gender pay gap of 19.4%, in 2022 the gap expanded to 28%. This means that women are paid &pound;6600 under what men in the STEM industry earn.
Intersectionality, the idea that multiple elements contribute to a person&rsquo;s identity, lends a further lens to the situation. Factors like social class, disability, sexuality, ethnicity and more, can further exacerbate not only wage gaps, but also discrimination and a lack of career progression for women in the workplace.&nbsp;
While bridging gaps relies on organisations proactively driving inclusion strategies, Ginette Harvey, Founder of Harper and Gray, believes that women can play a role in negotiating their own success in the workplace.
For International Women&rsquo;s Day 2023, a panel discussion from senior leaders across<a href="https://www.lorienglobal.com/" target="_blank" rel="noopener noreferrer">&nbsp;Lorien</a>,&nbsp;<a href="https://www.carbon60global.com/">Carbon60</a>,<a href="https://www.guidantglobal.com/" target="_blank" rel="noopener noreferrer">&nbsp;Guidant&nbsp;</a>and SRG (all part of Impellam Group) was accompanied by a speech from Ginette Harvey. These initiatives brought the ways the ways in which women can navigate the world of work and activate a successful career to the fore to inspire and empower our teams working across STEM.
Read on to find out more about:
<ul>
<li>How negotiation skills impact women in the workplace</li>
<li>Key insights from the panel discussion</li>
<li>Negotiation hurdles and skills for success</li>
</ul>
<h2>How negotiation skills impact women in the workplace</h2>
Ginette Harvey is an advocate for gender equality in leadership and is the founder of Harper and Gray &ndash; a diversity consultancy helping organisations drive true equity into talent management.
Ginette reflected on her experience in advising women working their way through the recruitment process and the impact that an absence of self-negotiation had on career advancement.&nbsp;
Ginette explained:
&ldquo;The facts around this are very stark, 20% of professional women say they never negotiate in the workplace at all, even though they recognise negotiation as appropriate and even necessary&rdquo;.&nbsp;
Ginette explored the impact this has on gender equity in the workforce, &ldquo;Women, particularly women of colour, remain drastically underrepresented in the C-suite. While 1 in 4 C-suite employees are&nbsp;women, just 1 in 20 C-suite employees are women of colour&rdquo;.&nbsp;
Ginette explained how workplace dynamics can contribute to perpetuating this divide, &ldquo;when we look at women entering the leadership ranks, 37% of female leaders have had a co-worker receive credit for their idea, and women leaders are twice as likely as men to be mistaken for a junior employee&rdquo;.
Ginette highlighted a pervading theme where despite women in the workplace being statistically more likely to be held to a higher standard than men, women remain less likely to ask for promotions.&nbsp;&nbsp;
Ginette suggests that while organisational initiatives play a key role in bridging gaps, self-advocacy and negotiation techniques can play an important part in accelerating progress.&nbsp;
<h2>Key insights from the panel discussion</h2>
Our panel of speakers reflected on the importance of self-advocacy for women in the workplace, drawing on their own experiences and providing advice for success.
Panel speakers included:
Joanna Fagbadegun, Sales Director, Lorien Yasmin Amar, Client Services Manager, Guidant Audrey McCulloch, Operations Director, SRG Danielle Clarke, Director, Guidant 
<h3>&nbsp;As you have progressed throughout your career, how has your approach to work and life shifted?</h3>
<h3>Joanna Fagbadegun, Sales Director, Lorien</h3>
Joanna Fagbadegun reflected on how her approach to her career has shifted across time. She highlighted the importance of complementing ambition and career advancement with the rhythm of both personal and work life to attain a sense of balance and meaningful accomplishment.&nbsp;
Joanna explained that while she takes a more medium-term strategic approach to aspects of both her work and home life today, some key aspects of her approach to work and life have remained the same &ndash; such as maintaining high standards, building a strong network of contacts, mentors and advocates, and actively advocating for progressions and opportunities.
<h3>Yasmin Amar, Client Services Manager, Guidant</h3>
Yasmin Amar has worked in Guidant for over four years, over the course of which she has supported multiple accounts and developed her career.&nbsp;&nbsp; Yasmin explained how earlier in her career, her hesitation to advocate for herself resulted in moving between roles in pursuit of career advancement and development. Yasmin reflected on how her journey with self advocation has evolved over time, and emphasised the importance of setting goals and proactively advocating for oneself when working towards them.
<h3>Audrey McCulloch, Operational Director, STEM</h3>
Audrey reflected on how her relationship with her professional commitments have evolved over time, and how re-considering priorities led her to adapting her role to better suit her goals and ambitions.&nbsp;
Audrey explained how it can become easy to over-focus on work in preference to personal ambitions, and highlighted how her efforts to re-balance her work and personal life has brought value toher career, and altered her perspective for the better.&nbsp;
Audrey emphasized the importance of leading clear conversations to negotiate for oneself at work and overcoming self-doubt with self-belief.
<h3>Danielle Clarke, Director Supplier Relationship Management, Guidant</h3>
Danielle Clark explored the role that the Impellam Group&nbsp; played in inspiring her career and enabling her to negotiate for herself at work. Danielle highlighted that a key motivation for joining Guidant was down to the high number of women in leadership roles who were mothers and juggling senior positions with family life.&nbsp;&nbsp;
Danielle explained how having women advocates in the company facilitated self-advocation and empowerment which has supported her in her own career in realising her ambitions. 
<h2>Negotiation hurdles and skills for success</h2>
Ginette Harvey explored three key hurdles to negotiation that women in the workplace face, before revealing skills for success to overcome each.&nbsp;
These were:
<h3>1. The Confidence Gap</h3>
Ginette explained that while men in the workplace often have a sense of self-confidence, women in the workplace attribute this sense of confidence with perfectionism. As an example, she explained how while men can be more likely to apply to a role where they meet just some of the criteria, women can be more likely to take a more detailed approach and avoid applying where some criteria is not met. Ginette suggested that taking a more liberal approach to assessing criteria in preference of being highly detailed can help accelerate the careers of women in the workplace.
<h3>2. The Expectations Gap</h3>
Ginette highlighted that women&rsquo;s expectations on salary are on average 30% lower than men. She highlighted that this trend is evident from the beginning of a person&rsquo;s career, even within graduate positions.&nbsp; Referencing salary guides to establish whether your wage is typical or below the market average is incredibly important as a woman in the workplace.
<h3>3. The Gratitude Gap</h3>
Ginette highlighted that women often express gratitude in the workplace for being given more responsibility and can miss the opportunity to negotiate when promotions or more responsibility is provided to enable a more meaningful and powerful work experience.&nbsp; Establishing mentees and identifying advocates in your workplace to help support negotiations can help support a more balanced approach to work.&nbsp;
<h2>Accelerate your career with Impellam Group&nbsp;</h2>
Impellam is a connected group providing global workforce and specialist recruitment solutions. Our 2000 people and market leading brands work across a broad spectrum of industries and job categories throughout North America, the UK and Europe and Asia Pac.

Get advice on how you can drive a successful career in STEM from our own female leaders working across Impellam, and Ginette Harvey, Founder of Harper and Gray.

How Women in the Workplace can Negotiate Success

2022 marked a promising year for the future of the pharmaceutical industry in the UK, as&nbsp;<a href="https://www.clinicaltrialsarena.com/news/clinical-trial-activity-2023/">the number of new clinical trials rose</a> after a four-year drop in global rankings after a new government initiative was implemented.
However, keeping pace with this shift in momentum won&rsquo;t be without its challenges over the coming year.
Debate surrounding the cost of participation in the UK&rsquo;s VPAS scheme connecting the industry and the NHS&nbsp;<a href="https://www.csl-uk.com/emig-surveys-member-investment-intentions-related-to-2023-vpas-rebate-level/">is heightening.</a>&nbsp;Meanwhile, Brexit agreements have led to the UK&rsquo;s&nbsp;<a href="../../../../../../insights/guides-and-reports/how-to-prepare-your-workforce-for-the-future-of-pharma">exit from the Horizon Europe research programme,</a>&nbsp;increasing existing talent shortages and limiting access to scientific expertise required to lead new innovative ventures.
In this article, Behruz Sheikh explores three key talent trends shaping the foundation, and future of the pharmaceutical industry.
Read on to find out more about:
<ul>
<li>The impact of talent shortages</li>
<li>The renewed focus on talent retention</li>
<li>How funding shortages are shifting access to talent</li>
</ul>
<h2>The impact of talent shortages in pharma</h2>
As pharmaceutical organisations make the shift towards digital, new roles are emerging and
existing ones are rapidly transforming. In the next decade,&nbsp;<a href="../../../../../../insights/guides-and-reports/how-to-prepare-your-workforce-for-the-future-of-pharma">more than 90,000 pharmaceutical jobs are estimated to disappear</a>&nbsp;and be replaced by up to 120,000 new roles.
In this climate of transformation and evolution, the skills gap is becoming increasingly apparent. <a href="../../../../../../insights/guides-and-reports/how-to-prepare-your-workforce-for-the-future-of-pharma">80% of pharmaceutical manufacturing facilities are experiencing a skills mismatch</a>, and&nbsp;<a href="../../../../../../insights/guides-and-reports/how-to-prepare-your-workforce-for-the-future-of-pharma">50% of executives</a>&nbsp;say that recruiting experienced staff is challenging. In the clinical trial sphere,&nbsp;<a href="../../../../../../blog/talent-in-clinical-trial-management">36% of drug developers say that staff shortages are limiting progress.</a>
As organisations struggle to find experienced talent externally, attention is beginning to shift towards upskilling alongside recruitment to strengthen resources.
While having a set criteria when hiring a new employee is important, expert talent in today&rsquo;s candidate market can often come at a higher price than companies expect. Upskilling less experienced employees can often offer companies an alternative route to stemming talent pipelines and fuelling project continuity.
In my line of work, I&rsquo;ve seen an influx of capable scientific talent re-enter the workforce from COVID laboratories; which have largely receded in number. These professionals have established experience working in a laboratory and although they do not come equipped with the same level of expertise as a seasoned professional, they can offer a sense of commitment and capability to adapt and develop the specialised expertise required for required laboratory functions.
Considering candidates from more alternative backgrounds as described above can bring the added benefit of diversity of thought and improved performance -&nbsp;<a href="../../../../../../blog/why-is-diverse-leadership-in-stem-important">51% of Fortune 500 companies say diversity actively improves employee engagement</a>&nbsp;&ndash; a key attribute to performance in the lab.
At SRG we <a href="../../../../../../blog/how-to-reduce-staff-attrition">connect our clients in pharma with our diverse talent networks</a>, and employ techniques across the hiring process to reduce bias and improve inclusivity including anonymising CVs and facilitating remote interviews.
<h2>The renewed focus on talent retention</h2>
Working in the pharmaceutical industry relies on developing a specific technical skill set.
This often deters professionals from moving to alternative jobs and heavily impacts businesses when they do &ndash; as project continuity is impacted in absence of the right expertise.
However, the &lsquo;Great Resignation&rsquo; of 2020-2022 reflected a change in sentiment in the professional pharmaceutical community, as <a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-great-attrition-is-making-hiring-harder-are-you-searching-the-right-talent-pools">54% of pharmaceutical professionals</a>&nbsp;who left their roles during the event did not return to the same industry.
<a href="https://marketing.biospace.com/deep-dive-employee-retention-in-the-biopharmaceutical-industry-1">A recent survey led by BioSpace</a> shows that 67% of pharmaceutical professionals are looking to change roles in the next 12 months. Of this group, 54% cite they are moving in pursuit of a more challenging career, and 35% say they are moving to attain a greater amount of compensation.
Offering more competitive salaries, or alternatively, proactively creating new opportunities for existing employees to upskill, thrive, and develop in their careers, is increasingly integral for businesses to stay competitive and retain employees.
<h2>How funding shortages are shifting access to talent</h2>
Increases to the voluntary scheme for branded medicine pricing and access rebate level (VPAS), where companies selling branded medicines costing over &pound;5m to the NHS must pay a rebate fee, persuade companies to shift trading practices with the UK.
<a href="https://www.csl-uk.com/emig-surveys-member-investment-intentions-related-to-2023-vpas-rebate-level/">86% of members of the Ethical Medicines Interest Group</a>&nbsp;say that the VPAS rebate level was unsustainable for their business, and 75% of members suggested that the 2023 VPAS rebate would drive a reduction of investment in UK clinical research by 10-20%.
Meanwhile government funding over COVID-19 has continued to subside as focus is redoubled in alternative areas in the life science space.
In 2021, <a href="../../../../../../blog/talent-in-clinical-trial-management">M&amp;A activity heightened in this evolving landscape to record breaking heights</a>&nbsp;before declining in 2022. This year, the industry is seeing the effects of these mergers as an increased number of organisations improve their capabilities and service offerings in light of their new acquisitions.
However, while some organisations can afford to purchase smaller businesses to optimise pipelines, other businesses in pharma are making redundancies in light of the current economic and funding climate.
This has created an additional talent pool of specialist pharmaceutical talent, which, with the right hiring strategy in place, can be valuable additions to growing teams seeking to keep pace with larger competitors.
<h2>How to build an accurate hiring strategy for today&rsquo;s recruitment market</h2>
The right hiring strategy is more critical than ever in today&rsquo;s pharmaceutical industry as the competition for talent heightens. With the importance of retention and time to hire in mind, hiring accuracy depends on having access to the right talent network and having the ability to effectively assess the quality of candidates before they make it to interview.
At SRG, we&rsquo;ve harnessed video technology to streamline this technique. In a recent project, our consultants led video interviews based on the specific qualities the line manager required. We then provided a shortlist of these videos alongside candidate profiles directly to our client before facilitating an onsite interview.
This technique meant that we increased the quality of candidates coming to the site, as our clients were able to make a clear and informed decision based on not just a CV but a video introduction, which helped bring the person behind the application to the forefront before the interview stage even occurred.
<a href="mailto:solutions@srgtalent.com">Click here to find out more about how SRG could help you</a>&nbsp;with your next pharmaceutical recruitment project.&nbsp;

Get an insight into the top 3 talent trends shaping the foundation, and future of the pharmaceutical industry with Behruz Sheikh, Pharmaceutical Sector Head, SRG.

Talent Trends Shaping the Future of the Pharmaceutical Industry

In a market where patent expiries and loss of exclusivity are driving&nbsp;<a href="https://www.accenture.com/us-en/blogs/life-sciences/pharma-tech-partnerships" target="_blank" rel="noopener noreferrer">cumulative losses of &pound;209 billion</a>, laboratory automation has the potential to play a critical role in bridging pipeline gaps, offering the wider biopharma industry&nbsp;<a href="https://www.accenture.com/us-en/blogs/life-sciences/pharma-tech-partnerships" target="_blank" rel="noopener noreferrer">an estimated 81% increase in revenue growth</a><a href="https://www.accenture.com/us-en/blogs/life-sciences/pharma-tech-partnerships" target="_blank" rel="noopener noreferrer">.&nbsp;</a>
However, while<a href="https://www.accenture.com/us-en/blogs/life-sciences/pharma-tech-partnerships" target="_blank" rel="noopener noreferrer">&nbsp;86% of pharmaceutical companies</a> are investing in advanced technologies to optimise efficiency,<a href="https://www.mckinsey.com/industries/life-sciences/our-insights/pharma-operations-creating-the-workforce-of-the-future" target="_blank" rel="noopener noreferrer">&nbsp;less than 40%</a>&nbsp;of organisations have fully implemented their digital strategy.&nbsp;
In the laboratory, robotics and software offer researchers and laboratory technicians more streamlined and accurate processes that have the potential to transform and accelerate drug discovery, helping leaders overcome pipeline gaps and power business continuity.
Here we discuss the challenges, benefits and emerging opportunities automation in the lab offers. We&rsquo;re in conversation with Gamila Ersan, Laboratory Technician at&nbsp;<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Management Solutions</a>, who has worked as part of a deployed team within the leading pharmaceutical company Novo Nordisk Research Centre Oxford.&nbsp;&nbsp;
<h2>What is lab automation?</h2>
Lab automation refers to laboratory equipment, software or instruments that perform laboratory tasks with a low amount of manual interaction from staff. Officially, there are <a href="https://publications.lib.chalmers.se/records/fulltext/76667/local_76667.pdf" target="_blank" rel="noopener noreferrer">seven formal automation levels</a> ranging across automatic hand tools (handheld dispensers), through to software (inventory software) and automatic machines capable of solving deviations (automated cell culture systems).&nbsp;
<a href="https://www.frontiersin.org/articles/10.3389/fbioe.2020.571777/full" target="_blank" rel="noopener noreferrer">Research</a>&nbsp;indicates that lab automation is a largely untapped resource that could transform research laboratories - 89% of studies featuring a manual protocol have an automated alternative.&nbsp;
Gamila Ersan explains how automation impacts her role at Novo Nordisk Research Centre Oxford, &ldquo;Our team benefits from a range of instruments including liquid dispensers, tissue culture hoods that enable us to seed cells, change media, wash cell plates, and even split and image cells, enabling us to save valuable time.&rdquo;
Gamila describes how robotics also plays an important role in her everyday work, &ldquo;Robots offer our team the manpower of five scientists in one. Instead of spending time doing assays and making technical repeats over the course of a week, the robot takes on that workload under the supervision of just one technician, enabling the rest of the team to go on to other experiments.&rdquo;
&ldquo;Other robots like plate-washers mean we can effectively and accurately wash cell plates in just 30 seconds, rather than a technician spending five minutes &ndash; returning time back to experiments in the wider lab&rdquo;.
Inventory software is another automation tool used to benefit workflows and improve efficiency in the lab. Gamila says, &ldquo;The inventory software not only saves time; it saves physical space. When you&rsquo;re able to categorise your stock and dispose of unneeded or out-of-date products, you&rsquo;re left with a clearer workspace where more experiments can happen. In terms of time, searching for inventory on the computer rather than asking other technicians creates more streamlined and efficient processes and workflows across the entire team&rdquo;.
<h2>What are the challenges of automation in the lab</h2>
Despite the benefits and practical efficiencies automation offers, technologies are often new, meaning that time to implement and understand the caveats of using automated tools can be an initial constraint to efficacy.
Additionally, knowledge gaps and a lack of resources can also exacerbate resources in smaller laboratory teams. This is where employees like Gamila, who are insourced onsite can play an important role. Gamila explains, &ldquo;While automation projects can directly solve lab challenges, they take time to be implemented. We invested in lab notebook software to log inventory and experiments as we were facing inventory shortages and wanted to find a way to achieve total transparency. However, going through all stock and formatting it on the software means being very precise and careful, making it a time-consuming and challenging task.&rdquo;
&ldquo;My work at the moment involves supporting this process, enabling Novo Nordisk Research Centre Oxford to develop the foundation of accurate data they need to support this new, innovative system to improve operations.&rdquo;
Gamila explains how this project, in the long term, will help to streamline drug development, &ldquo;Having a clear record of inventory and past experiments will affect the day-to-day of lab operations, helping to streamline work. It will also equip future scientists at the organisation with a timeless resource to understand how past experiments functioned, enabling continuous optimisation and improvement&rdquo;.
While robotics can play a crucial role in returning time back to scientists in the lab when they break down or experience software issues, they can delay the progress of experiments. Gamila explains how Novo Nordisk Research Centre Oxford is working to overcome this challenge, &ldquo;Novo Nordisk Research Centre Oxford are actively training scientists in the lab to develop the expertise and knowledge required to become machine &lsquo;Super Users&rsquo;. This will enable them to intercept issues before engineers arrive, helping to save time and limit the cost of outsourced support&rdquo;.
<h2>Key drivers behind the increase in laboratory automation</h2>
Laboratory automation&rsquo;s growing precedence is a testament to the popularity of the<a href="../../../../../../blog/how-ai-drug-discovery-technology-is-transforming-the-biopharma-industry" target="_blank" rel="noopener noreferrer">&nbsp;Fourth Revolution&rsquo;s digitalisation of the wider pharmaceutical industry.&nbsp;</a>
Gamila says that one of the key drivers behind this popularity is globalisation and the ongoing requirement to be interconnected, &ldquo;Globalisation is the most critical driver behind automation in the lab. The pharmaceutical industry operates out of a global network, and to stay aligned and on track, data needs to be communicated quickly and securely. Automation in the lab meets a growing requirement for accurate data, fast, while requiring less manpower&rdquo;.
Competition for market share in the laboratory automation space is another key factor behind the industry&rsquo;s growing demand. Gamila explains, &ldquo;Software and robotics organisations targeting the laboratory space are all competing for market share in the same space, meaning that ongoing innovation to stay competitive and relevant is rampant. We had a robot pitched to us recently that was incredible but lacked the sensitivity we needed for certain cell types &ndash; this feedback was taken on by the developers who are working on creating a more intuitive machine. This ongoing innovation means that lab automation technology is increasingly important to adopt in order to keep pace with other laboratories, and to benefit from more effective and efficient techniques.&rdquo;
<hr>
<h3 class="MsoNormal">Synergy Scientific Solutions</h3>
Synergy provides flexible Scientific Service Management solutions, deploying and integrating expert teams to deliver core Lab Activities across the pharmaceutical, biotech, FMCG, chemical, clinical research, biopharma, and sensory industries.
<a href="https://www.srgtalent.com/synergy-scientific-solutions">Click here to find out more about how Synergy Scientific Services can empower your business, people, and your strategic science goals.</a>

Lab automation is unlocking better, more streamlined processes across drug discovery. Find out more from Carol Jennings, Synergy Operations Director in conversation with Gamila Ersan, Novonordisk.

The Opportunities and Challenges behind Lab Automation

<a href="https://www.ppd.com/blog/challenges-opportunities-in-clinical-trials/" target="_blank" rel="noopener">36% of drug developers</a>&nbsp;say that staff shortages are limiting the progress of clinical trials today.&nbsp;
While <a href="../../../../../../blog/insights-into-stem-skills-shortages-in-the-uk" target="_blank" rel="noopener noreferrer">skills gaps</a>&nbsp;across the wider pharmaceutical and biotech workforce are well documented, talent pipeline challenges in clinical trial management pose a significant and growing hurdle to business continuity.&nbsp;Clinical trial managers such as project and programme managers play a core role in the design and conduct of clinical trials, where they support the successful delivery of the trial and its surrounding processes.
Despite their essential nature to clinical trials, the road to becoming a clinical trial manager is becoming increasingly challenging in today&rsquo;s financial climate, as supply chain and pandemic disruptions alongside lab relocation initiatives continue to hinder the continuity of research and stall career progression for aspiring clinical trial managers across the UK.
The <a href="https://www.gov.uk/government/publications/the-future-of-uk-clinical-research-delivery-2022-to-2025-implementation-plan/the-future-of-clinical-research-delivery-2022-to-2025-implementation-plan" target="_blank" rel="noopener noreferrer">UK Department for Health and Social Care&rsquo;s &ldquo;Future of UK Clinical Research Delivery&rdquo;</a>plan aims to deliver 80% of all open studies on the National Institute for Health Research CRN portfolio on time and on target by June 2023. To achieve this, a reliable and supported research workforce is cited as essential to futureproof the UK as the location of choice for world-leading clinical research.&nbsp;
Read on to find out how your organisation can solve the clinical trial management talent crisis by creating a sustained, reliable and supported talent management plan.
In this article we&rsquo;ll explore:
<ul>
<li>Why there is a shortage of clinical trial management staff</li>
<li>How CRO mergers and acquisitions are affecting the talent landscape</li>
<li>Opportunities to futureproof talent pipelines</li>
</ul>
<h2>Why is there a shortage of clinical trial management staff?</h2>
The typical career pathway for clinical trial managers has been majorly disrupted.
Generally speaking,&nbsp; clinical trial manager starts their career as a clinical research associate, before progressing onto work as a project manager, and eventually working as a programme manager. This career pathway relies on project continuity to enable professionals to garner the experience and skills required to ascend the career chain.
It was this sense of continuity that unravelled over the course of the pandemic, as pipelines shifted away from non-vaccine related projects and many trials went on hold. This resulted in a mass sense of career disruption for clinical research staff &ndash; for those that did remain in the lab, the pace of projects accelerated at an unprecedented rate and many professionals<a href="https://trialsjournal.biomedcentral.com/articles/10.1186/s13063-022-06315-8" target="_blank" rel="noopener noreferrer">&nbsp;experienced burnout</a>, driving an increase in turnover. For those whose projects were on hold, staff found alternative work &ndash; resulting in an altogether under-supplied workforce.&nbsp;
In 2021, there were 2026 active projects across the national portfolio &ndash; representing an increase <a href="https://trialsjournal.biomedcentral.com/articles/10.1186/s13063-022-06315-8" target="_blank" rel="noopener noreferrer">of 52% compared to 2019.</a><a href="https://trialsjournal.biomedcentral.com/articles/10.1186/s13063-022-06315-8" target="_blank" rel="noopener noreferrer">&nbsp;</a>
Today, the knock-on effects from these research pipeline changes have cumulated in a large number of clinical trials in resource and time-intensive set-up stages.
As organisations begin to pick up trials that were on pause, trial portfolios have become inflated, resulting in heightened pressure on research teams and a growing need for clinical trial managers which exceed the number of professionals available.
<h2>How CRO mergers and acquisitions are affecting the talent landscape</h2>
As so many clinical trial manager positions are currently vacant today, the knock-on effect on the workforce has resulted in remaining managers facing the orchestration of additional clinical trials, increasing workload and the chance of burnout.
One way businesses are supplementing resources and improving access to talent is through mergers and acquisitions.
Over 2021 M&amp;A activity <a href="https://www.pwc.co.uk/press-room/press-releases/pharma-m-and-a-activity-in-2022-cools-down-but-pwc-uk-remains-cautiously-optimistic-for-year-ahead.html" target="_blank" rel="noopener noreferrer">reached record breaking heights</a>before the number of deals declined in 2022.
This year,<a href="https://www.pwc.co.uk/press-room/press-releases/pharma-m-and-a-activity-in-2022-cools-down-but-pwc-uk-remains-cautiously-optimistic-for-year-ahead.html" target="_blank" rel="noopener noreferrer">&nbsp;PwC predict ongoing mergers and acquisitions to persist,</a>&nbsp;albeit at a reduced rate, by larger organisations looking to reshape portfolios, as well as to acquire biotech capabilities to fill pipelines.&nbsp;
In a talent climate where staff are increasingly challenging to find, and hire, mergers and acquisitions provide a key alternative for larger businesses to power innovation, diversify their portfolios, and gain access to expert talent and expertise rather than have to train and upskill new hires.
However, the abrupt alteration in the number of mergers and acquisitions reflects the fast pace of change and ongoing uncertainties and instabilities in the wider clinical industry. For acquired CROS who previously specialised in a specific area, the transition to being part of a large corporation without specific niches can undermine motivation and incentivise employee turnover, widening existing management gaps.
On a more positive note, acquisitions can also provide an opportunity to supplement resources and share knowledge, helping to progress talent pipelines. To create a more sustainable workforce, the latter is key &ndash; embedding training opportunities and equipping specialists with the chance to lead clinical excellence in niche areas is essential.
<h2>Opportunities to futureproof talent pipelines</h2>
The current cycle of clinical management, where trial managers leave positions due to workload, is perpetuating instability and staff turnover, leading to an ongoing loss of expertise and additional resource implications for businesses in training new staff.
Breaking out of this will rely on a holistic approach and full consideration of the key factors driving burnout in the role.
<a href="https://www.tmn.ac.uk/resources/76-career-development-for-trial-management-professionals-uktmn-survey-results" target="_blank" rel="noopener noreferrer">90% of clinical trial managers are female</a>, and many act as the primary carer for their children, making a permanent source of income particularly vital when choosing a role. However,&nbsp;<a href="https://trialsjournal.biomedcentral.com/articles/10.1186/s13063-022-06315-8#ref-CR9" target="_blank" rel="noopener noreferrer">67% of clinical trial management roles operate under fixed-term contracts&nbsp;</a>with the majority of these offering job security for less than 12 months.&nbsp;&nbsp;&nbsp;
Clinical trial managers rank having time and funding to access training opportunities <a href="https://trialsjournal.biomedcentral.com/articles/10.1186/s13063-022-06315-8#ref-CR9" target="_blank" rel="noopener noreferrer">as the most important aspect of professional development</a>, but finding an organisation willing to invest in professional development for short-term contract staff is challenging to attain.
Building a permanent workforce in the clinical trial management space offers organisations an opportunity to support the professional development of managers and offers more meaningful employee experiences to retain and empower staff.
Alongside strengthening the existing workforce, futureproofing talent pipelines will include attracting and equipping the clinical trial managers of the future with the resources and knowledge they need to succeed. Publicising the breadth of roles across clinical trial management outside of academic environments and promoting trial management careers to a wider breadth of individuals is imperative to ensure more professionals consider the profession.
At SRG, our specialist networks provide us with the ability to roll out early engagement projects with universities to help bridge talent gaps in clinical trials. Our expert consultants help facilitate onboarding training and enable organisations to unlock access to a wider scope of talent.
Our talent consultants are scientists themselves and understand the nature of the clinical trial industry and the importance of the right hire in clinical trial management. We proactively collaborate with our clients to ensure the right hire is made both for permanent and contract positions in the clinical trial management space.

Ben Brown, Clinical Regional Sales Manager at SRG delves behind the talent crisis in clinical trial management, and provides actionable recommendations for leaders in the clinical sector.

How To Solve the Clinical Trial Management Talent Crisis

<a href="../../../../../../career-advice/roles-in-focus/biomedical-science" target="_blank" rel="noopener noreferrer">Biomedical scientists play an instrumental role</a>&nbsp;in healthcare teams nationwide, where they test samples, investigate diseases and carry out experiments in the lab. In the NHS,<a href="https://www.ibms.org/resources/documents/the-science-at-the-heart-of-healthcare/" target="_blank" rel="noopener noreferrer">&nbsp;70% of diagnoses are based on pathology results from biomedical scientists.</a>&nbsp; &nbsp;
However, career options are not solely limited to health. While many biomedical scientists choose to stay rooted in healthcare or drug development, others pivot to alternative areas like teaching and food safety.
In this article, we&rsquo;ll provide salary guidance and information on transferable skills to equip you with the information you need to make informed career decisions.
Read on to find out more about:
<ul>
<li>Key skills of a biomedical scientist</li>
<li>Top 10 highest paying biomedical science careers</li>
<li>Specialist areas in biomed</li>
</ul>
&nbsp;
<h2>Key skills of a biomedical scientist</h2>
Given the wide breadth of subjects&rsquo; medical biology covers, biomedical scientists are equipped with a range of transferable skills. Understanding which skills you resonate with most can help you identify key areas for growth, as well as which specialist areas and roles align most with your abilities and interests.
&nbsp;
<h3>Key skills include:</h3>
<ol>
<li>Data analysis</li>
<li>Investigation</li>
<li>Problem-solving</li>
<li>Time management</li>
<li>Numeracy</li>
<li>Critical thinking</li>
<li>Observation</li>
<li>Communication</li>
<li>Project management</li>
<li>Teamwork</li>
</ol>
<h2>&nbsp;</h2>
<h2>Top 10 highest paying biomedical science careers</h2>
The 10 Highest paying careers in biomedical science are: 
<h3>10 - Biotechnologist Salary</h3>
Average salary:&nbsp;&pound;30,000
Biotechnologists use biological matter to&nbsp;<a href="../../../../../../blog/uk-biotech-industry-growth" target="_blank" rel="noopener noreferrer">develop and improve products, processes and techniques&nbsp;</a>in pharma, food and manufacturing. Following on from a biomedical degree, research work or placements gained in biotech can be useful to help attain a graduate position.
<h3>9 - Microbiologist</h3>
Average salary:&nbsp;&pound;31,412
<a href="../../../../../../career-advice/roles-in-focus/microbiology" target="_blank" rel="noopener noreferrer">Microbiologists research and investigate the effects of micro-organisms&nbsp;</a>in disease, antibody, hormone and vaccine production as well as food, crops and soil. Specialising in medical microbiology as a follow on to a biomedical degree is a common route to establishing a career in this area. 
<h3>8 - Neuroscientist&nbsp;Salary</h3>
Average salary:&nbsp;&pound;36,638&nbsp;
Neuroscientists investigate the brain and nervous system to develop new treatments for neurological disorders by studying and testing samples of tissue, as well as by using imaging techniques. To work as a neuroscientist, post-graduate study in neuroscience will be beneficial (Masters, PhD).
<h3>7 - Biomedical scientist&nbsp;Salary</h3>
Average salary:&nbsp;&pound;37,166
<a href="../../../../../../career-advice/roles-in-focus/biomedical-science" target="_blank" rel="noopener noreferrer">Biomedical scientists</a> carry out experiments on samples in the laboratory to help develop treatments for diseases. A degree in biomedical science provides a strong platform for building a career in this area as well as registering with the Institute of biomedical science.&nbsp;&nbsp;
<h3>6 - Infection Control Practitioner&nbsp;Salary</h3>
Average salary: &pound;37,374
<a href="https://apic.org/what-is-an-infection-preventionist/" target="_blank" rel="noopener noreferrer">Infection control practitioners</a> or ICPs collect, analyse, and provide infection data to healthcare practitioners. ICPs also consult on infection risk assessment and help implement evidence-based prevention and control strategies. To work in this field, additional training courses are recommended on top of a biomedical science degree.&nbsp;
<h3>5 - Clinical Research Scientist&nbsp;Salary</h3>
Average salary: &pound;42,000
<a href="../../../../../../career-advice/roles-in-focus/clinical-research" target="_blank" rel="noopener noreferrer">Clinical research scientists</a>&nbsp;perform clinical trials, recruit, and screen patients, and submit patient results at the trial&rsquo;s close. Biomedical science graduates are often eligible to apply for clinical research science roles given they have substantial experience in running trials, and managing samples and data. Strong team, project management, and communication skills are key for this role.&nbsp; 
<h3>4 - Genetic Counsellor Salary</h3>
Average salary:&nbsp;&pound;44,688
Genetic counsellors use their specialist knowledge to interpret and explain genetic and genomic information to patients and their families. Genetic counsellors often require a Master's in genetic counselling to practice or can enter the <a href="https://www.healthcareers.nhs.uk/explore-roles/healthcare-science/roles-healthcare-science/life-sciences/genomic-counselling/entry-and-training-genomics-counselling/entry-and-training" target="_blank" rel="noopener noreferrer">NHS training scheme&nbsp;</a>for the role. Experience in caring or pastoral positions are a useful supplement to applications.&nbsp;
<h3>3 - Forensic Scientist&nbsp;Salary</h3>
Average salary:&nbsp;&pound;47,804 Forensic scientists collect, record, and analyse trace evidence such as hair, bodily fluids, and drugs in the laboratory and communicate their findings to legal authorities. Strong analytical, collaboration, and communication skills are important qualities to succeed as a forensic scientist. A post-graduate qualification in forensic science or work experience can be helpful in forging a career in this competitive field.
<h3>2 - Veterinary Pathologist&nbsp;Salary</h3>
Average salary:&nbsp;&pound;50,000
Veterinary pathologists research human and animal diseases to support animal disease surveillance, prevention, diagnosis, and treatment. To work in the veterinary field, attending veterinary school is vital &ndash; from here you can specialise in pathology, earn your license and practise as a veterinary pathologist.&nbsp;
<h3>1 - Science Advisor Salary</h3>
Average salary:&nbsp;&pound;55,991
<a href="https://www.csap.cam.ac.uk/news/article-how-be-chief-scientific-advisor-government/" target="_blank" rel="noopener noreferrer">Scientific advisors</a> act as subject-matter experts in government and research and development departments, where they provide technical guidance and insight. You will need either a Master or PhD to work as an advisor and strong communication, reviewing, critical, and strategic thinking skills.&nbsp; 
<h2>Specialist areas in biomed</h2>
 Your professional development as a biomedical scientist becomes highly personalised once fully registered. Specialist training can help support your employability in your ideal role and is often focused on a single medical biology discipline.
Options include:
<ul>
<li>Cellular Pathology &ndash; establishing the cause of illness through microscopic tissue study.</li>
<li>Cytology &ndash; investigating cellular components in samples &ndash; often used for screening cervical cancer.</li>
<li>Clinical chemistry &ndash; analysing biological fluid to diagnose disease, and monitoring therapies through toxicological studies and liver and kidney tests.</li>
<li>Haematology &ndash; investigating the formation, composition, function and disease of blood.</li>
<li>Immunology &ndash; investigating conditions of the human immune system and its role in infectious disease to support monitoring and treatment.</li>
<li>Medical microbiology &ndash; studying micro-organisms which cause disease and identifying appropriate antibiotic treatment.</li>
<li>Virology &ndash; monitoring the effects of vaccines and studying viruses and the diseases caused by them.</li>
<li>Transfusion science &ndash; identifying blood groups for blood donation, matching grouped blood to patients and maintaining blood stocks for critical incidents.</li>
</ul>

Unlock your potential with Philippa Clark, Head of Discovery science as she reveals the top 10 highest paying biomedical science careers

Top 10 Highest Paying Biomedical Science Careers

<a href="https://www.pwc.com/gx/en/issues/c-suite-insights/ceo-survey-2023.html" target="_blank" rel="noopener noreferrer">40% of CEOs today</a>&nbsp;believe their business will not be economically feasible in a decade without significant change. Economic and wider global instability, alongside the ongoing cost of living crisis pave a challenging path for leaders over the year ahead. Driving business transformation and innovating new, more diverse product and service offerings across the wider STEM industries will require the right leadership and talent to fuel success across this time of change.&nbsp; Labour and skills shortages remain major disruptors to long-term profitability, according to <a href="https://www.pwc.com/gx/en/issues/c-suite-insights/ceo-survey-2023.html" target="_blank" rel="noopener noreferrer">PwC&rsquo;s recent CEO survey.</a>&nbsp;However,&nbsp;<a href="../../../../../../blog/insights-into-stem-skills-shortages-in-the-uk" target="_blank" rel="noopener noreferrer">bridging talent gaps</a>&nbsp;at senior and executive levels is not without its risks. In this article, we&rsquo;ll explore three benefits behind retained search for executive hires and provide actionable solutions and advice to support your hiring strategy. Read on to learn more about: 
<ul>
<li>Avoiding making a mis-hire</li>
<li>Building a persuasive candidate experience</li>
<li>Cultural fit and retention</li>
</ul>
&nbsp;
<h2>Benefit 1: Avoiding making a mis-hire</h2>
The cost of recruitment can spiral when mis-hired employees enter the workforce, particularly at senior levels &ndash; such as those that we hire in our team at&nbsp;Search By SRG.&nbsp; Business disruption and hampered team productivity can erode continuity and organisational profitability, inevitably leading to a repeat recruitment process and additional costs of interim recruitment or extra pressure on team members while the recruitment process takes place. According to<a href="https://www.linkedin.com/pulse/real-cost-bad-hiring-decision-pharmaceutical-industry-vlad/" target="_blank" rel="noopener noreferrer">&nbsp;research</a>, mis-hires are most often made due to the following five factors: 1)&nbsp;Pressure to quickly fill a position 2)&nbsp;Difficulty finding qualified candidates 3)&nbsp;A focus on skills over attitude 4)&nbsp;Lack of tools to find the right person 5)&nbsp;Incomplete background check 
<h3>Solution: Invest in hiring accuracy</h3>
Hiring accuracy is crucial when engaging with any recruitment partner. Take the time to assess your recruitment partners&rsquo; fill-rate, as well as their time-to-fill. This will help demonstrate the reliability of their approach and the breadth of their candidate network. Retained executive search solutions like those provided by Search by SRG help organisations in STEM achieve a high standard of hiring accuracy due to each consultant&rsquo;s dedicated approach to every client. At&nbsp;<a href="../../../../../../clients/our-services/search-by-srg" target="_blank" rel="noopener noreferrer">Search by SRG</a>, our talent consultants go beyond drawing from our candidate pools, to actively headhunting for the perfect hire. Successful and accurate hires are made when organisations are well-equipped with the right network, resources, and expertise to build a comprehensive and informed talent process. 
<h2>Benefit 2: Building a persuasive candidate experience</h2>
Candidate experience describes the way your company processes applications and connects with candidates across the recruitment process. It can also involve<a href="../../../../../../blog/how-to-develop-a-successful-employer-branding-strategy" target="_blank" rel="noopener noreferrer">&nbsp;&lsquo;employee value propositions&rsquo; or EVPs</a>, where organisations presents reasons for candidates to consider your organisation.&nbsp; Building out an EVP means investing time and resources into your recruitment brand identity and communicating this out across channels like social media to reach your candidates.&nbsp; However, mapping out a holistic candidate experience with an accurate and aligned EVP strategy for your roles can be challenging when internal resources are already allocated and time is limited. 
<h3>Solution: Collaborate to build your candidate experience</h3>
Working with a trusted recruitment partner who can invest the time to collaborate with you and tailor a targeted recruitment strategy and EVP offering can mean gaining access to more passive talent.&nbsp; In senior and technical positions such as those that Search By SRG specialise in, the active candidate market can be limiting. We work collaboratively with our clients to headhunt ideal candidates and win them over with tailored and meaningful candidate experiences. (https://www.srgtalent.com/clients/our-services/search-by-srg)&nbsp; &nbsp; Benefit 3:&nbsp; Cultural fit and retention
Finding a candidate who not only fits in with your wider team but is willing to stay is particularly challenging given the volatility of the overall recruitment market.&nbsp; <a href="../../../../../../insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">SRG and New Scientist&rsquo;s STEM global survey&nbsp;</a>shows that the after-effects of the great resignation continue to echo, as 35% of UK and US STEM employees, and 39% of Europe STEM employees say they plan to leave their organisations this year.&nbsp; &nbsp; Meanwhile, skills shortages mean that top talent with niche skills is in high demand, and attrition is high. 
<h3>Solution: Use the right tools to find the right person</h3>
<a href="https://press.careerbuilder.com/2017-12-07-Nearly-Three-in-Four-Employers-Affected-by-a-Bad-Hire-According-to-a-Recent-CareerBuilder-Survey" target="_blank" rel="noopener noreferrer">Research into mis-hires&nbsp;</a>indicates that both a focus on skills over attitude and a lack of tools to find the right person is a key driver behind hiring the wrong person.&nbsp;&nbsp; Overcoming this means using the right tools, such as reliable psychometric assessments and objective interview processes, to determine cultural fit and attitude as well as ability. At&nbsp;<a href="../../../../../../clients/our-services/search-by-srg" target="_blank" rel="noopener noreferrer">Search by SRG</a>, we hire using psychometric assessments, video interviewing technology and specialist consultants who are dedicated to specific projects and fully invested in achieving hiring success.&nbsp; &nbsp;&nbsp;

Explore the benefits of retained executive search and get advice from Janne Bate, Principal Consultant at Search by SRG to help you fine-tune your recruitment strategy to 2023's economy.

The Benefits of Retained Executive Search in 2023's Economic Environment

Receiving a job offer is a definitive cause for celebration! You&rsquo;ve submitted your CV, aced your interview, and impressed with your abilities, leading your prospective employer to see that you&rsquo;re thoroughly fit for the role. However, now it&rsquo;s over to you - the floor is yours. The employer is no longer in the driver&rsquo;s seat, their focus has now switched to moving you into the role, as seamlessly as possible.
Negotiation leverage is now in your hands. As the future employee, it&rsquo;s now your right to open conversations surrounding negotiations around topics such as salary, severance pay, work-from-home, time off, and more. Nevertheless, timing is key. Before beginning negation talks, allow yourself to pause and comprehend all aspects of the job offer, and take the time to produce a negotiation strategy plan.&nbsp;
It&rsquo;s not uncommon to require extra time when evaluating the job offer, especially when it comes down to deciding between accepting and declining. However, providing yourself with the time to construct negotiation propositions correctly means the employer is more likely to agree to them, if backed up with sufficient evidence and cause for change. As you are yet to sign the employment contract, the ball is in your court to open up negotiation discussions before your pen touches the paper.&nbsp;
In this article, we will guide you on how to handle a job offer negotiation.
Read on to discover:
<ul>
<li>How to negotiate a job offer</li>
<li>How to negotiate a start date</li>
<li>Negotiating your salary&nbsp;</li>
</ul>
&nbsp;
<h2>How to negotiate a job offer</h2>
Upon obtaining a job offer, the employer should provide you with a timeframe in which you have to accept or decline the position. It&rsquo;s important not to make any rash decisions, but rather take the time given to read through the employment contract in detail, ensuring you are in firm understanding of everything the role encompasses.&nbsp;
When identifying aspects to negotiate with the employer, rather than simply requesting changes, construct a negotiation strategy plan. Similar to a business case, a negotiation strategy plan provides the employer with reasonings backed up by evidence, to justify the changes you&rsquo;re requesting. Alongside this, creating a negotiation strategy plan shows the employer you have read their contract, and taken time to deeply consider the position, exemplifying is importance to you.&nbsp;
In the course of constructing your negotiation strategy plan, pay close consideration towards factors such as:&nbsp;
<ul>
<li>Requirements:&nbsp;When making any important decisions, it&rsquo;s constantly advised to consider both short and long-term goals, this should be no different when it comes to your work life. Every one person&rsquo;s priorities will differ, we are all individuals meaning what you may consider crucial, another may not. However, a sole reason to assess your employment contract prior to signing is to make certain the things you consider priority, your future employer will honour. Ask yourself; What are my main professional goals?, What type of work environment is healthiest for me?, What values do I regard highly in my work?</li>
</ul>
<ul>
<li>Perks:&nbsp;Be sure to analyse the job perks before accepting the position. Assess what aspects are crucial to your work-life balance, healthcare coverage, additional holiday, flexibility,&nbsp;<a href="https://www.srgtalent.com/blog/the-benefits-of-hybrid-working-in-the-laboratory" target="_blank" rel="noopener noreferrer">hybrid working</a>&nbsp;etc. Make it a priority to explore these conditions and negotiate where needed to suit you. You wouldn&rsquo;t want to neglect vital matters for yourself, only to find out they&rsquo;re non-negotiable after signing the contract.</li>
</ul>
<ul>
<li>Indemnities:&nbsp;Although salary negotiation is an essential factor to consider, there may be other indemnities to evaluate. Take time to delve into the company&rsquo;s pension scheme, study their stock options, anything that could provide you with extra financial security is always worth taking extra time to read through.&nbsp;</li>
</ul>
<ul>
<li>Benefits package:&nbsp;Many companies tend to offer a benefits package, something that proves to be a real selling point to potential employees. Everyone loves an incentive no matter how big or small. Although the benefits package does not relate directly to the job in question, it&rsquo;s still a valuable section to read up on. Benefits can range from travel opportunities to gym memberships, or even discounts in stores.&nbsp;</li>
</ul>
<h2>How to negotiate a start date</h2>
More often than not the hiring manager will have a pre-planned start date in mind for new employees. Often, this is calculated for reasons such as payroll alignment. However, they must take into consideration their new hire may have prior commitments meaning sometimes the date may need to be pushed. If this is the case, and the proposed start date might not work for you, you'll need to open it up for negotiation with your new employer and agree on an alternative that suits both you and the business mutually. Don&rsquo;t forget, they have already chosen you for the position, they want you. Therefore, don&rsquo;t be afraid to be honest with them about what works/ doesn&rsquo;t work for you.&nbsp;
As long as what you&rsquo;re requesting is justifiable, and not a negotiation for negotiating sake, you are well within your rights as a new employee to open it up for discussion.
<h2>Negotiating your salary&nbsp;</h2>
Before beginning negotiations on salary, it is highly important to do your research. Consider the salary you&rsquo;d be happy to sit within. Would you feel underappreciated on minimum wage? Do you feel the knowledge and skills you&rsquo;d be bringing to the role deserve more than the expected salary? Be sure to perform research, during your consideration time, into current market rates for your chosen field.&nbsp;
When asked what your dream salary is, it can be hard to name a price. Naturally, we become reluctant to pinpoint a cap on our dream salary, as most of us struggle to regulate our wage aspirations whilst also keeping them reasonable logistically.&nbsp; Although we all want to neglect boundaries sometimes, it&rsquo;s crucial to remain realistic when discussing salary. Your dream wage should continue to be the highest you can expect to earn with your personal levels of knowledge, skills, and experience within the position you&rsquo;ve applied for.
When searching for a realistic salary to negotiate, begin by seeking out the<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-salary-guide">&nbsp;top-tier salaries currently being advertised for roles in your sector.</a>&nbsp; Consider the level of experience each role deems as essential, the cost-of-living rate in the specified location being advertised, as well as the number of responsibilities the role carries. If your dream salary exceeds the amount given on any of the jobs you&rsquo;ve found, the odds are you&rsquo;re most likely asking too much. Keep your negotiations realistic and explainable.&nbsp;

Read more on how to handle a job offer negotiation with Thomas Ramsey, Senior Account Consultant.

How to Negotiate a Job Offer

Pharma outsourcing is critical to powering performance in today&rsquo;s market.
<a href="../../../../../../blog/outsourcing-pharma-questions-to-consider" target="_blank" rel="noopener noreferrer">75% of the new drugs pipeline is currently outsourced</a>, consuming two-thirds of annual development spending.&nbsp;
While the majority of this percentage can be attributed to CDMOS or&nbsp;<a href="../../../../../../clients/our-services/synergy-scientific-solutions" target="_blank" rel="noopener noreferrer">insourced scientific services</a>,&nbsp;outsourced recruitment in pharma has a foundational role in bridging critical skills gaps and powering the potential for innovation.&nbsp;
However, despite innovation being key to progress, funding new ventures has become increasingly challenging in the face of ongoing supply chain issues, cost pressures, and stock market performance difficulties over recent years.
<a href="https://www.pwc.com/us/en/industries/pharma-life-sciences/next-in-pharma-trends.html" target="_blank" rel="noopener noreferrer">Analyses from PwC</a>&nbsp;show that divides in stock performance for the top 50 pharmaceutical companies have widened. While leading organisations in the top quintile have increased shareholder return by 29%,<a href="https://www.pwc.com/us/en/industries/pharma-life-sciences/next-in-pharma-trends.html" target="_blank" rel="noopener noreferrer">&nbsp;returns for the bottom quintile declined by 11%.</a>&nbsp;Meanwhile, an<a href="https://www.fiercepharma.com/special-report/top-15-blockbuster-patent-expirations-coming-decade" target="_blank" rel="noopener noreferrer">&nbsp;upcoming wave of patent expirations</a>&nbsp;and declining gross margins for novel treatments are powering a focus on developing new treatments, heightening the competition for funding.&nbsp;
In this article, we&rsquo;ll explore how to leverage outsourcing recruitment in pharma to help strengthen your business strategy and equip you with the insights you need to stay competitive.
Read on to learn more about:
<ul>
<li>Why pharma companies outsource recruitment</li>
<li>Key drivers of change in pharma outsourcing</li>
<li>How to prepare your recruitment strategy for what&rsquo;s next</li>
</ul>
&nbsp;
<h2>Why pharma companies outsource recruitment</h2>
Outsourcing involves utilising the capabilities of an external organisation for your own business objectives, whether that be working with a contract research team or a cohort of expert recruiters to feed your own talent pipelines - external collaboration is at outsourcing&rsquo;s core.
Today&rsquo;s pool of digital pharma talent is&nbsp;<a href="https://www.mckinsey.com/capabilities/operations/our-insights/emerging-from-disruption-the-future-of-pharma-operations-strategy" target="_blank" rel="noopener noreferrer">14% lower than demand</a>, making technical talent increasingly challenging to find and hire. These ongoing talent shortages in the pharmaceutical industry continue to motivate pharmaceutical leaders to invest inwards in training and recruiting the expertise needed to future-proof work.&nbsp;
Outsourcing pharmaceutical recruitment helps lift the burden of recruitment from internal teams, particularly when internal resources are unable to support the capacity of roles required. Even when faced with more challenging-to-hire technical roles, outsourced recruitment teams can utilise their pre-established candidate network to rapidly and effectively find and onboard the talent required.
Case study:&nbsp;When&nbsp;<a href="https://www.qiagen.com/us/about-us" target="_blank" rel="noopener noreferrer">QIAGEN</a>&nbsp;approached SRG with the vision of expanding their team during the pandemic, SRG had the expertise and resources required to support and strengthen their recruitment initiative. SRG partnered with QIAGEN to video-interview both candidates that SRG sent across, as well as QIAGEN&rsquo;s own direct candidates &ndash; helping to return time to QIAGEN&rsquo;s own staff and maintain project continuity and efficiency.&nbsp;
Case study:&nbsp;Partnering with&nbsp;<a href="https://www.quaypharma.com/" target="_blank" rel="noopener noreferrer">Quay Pharma</a>, SRG provided an onsite recruitment business partner (RBP) to develop a strategic recruitment plan to support long-term expansion. SRG&rsquo;s RBP worked directly on-site to proactively manage the recruitment project from brief to offer, resulting in every vacancy being filled (apart from one internal promotion). Coming away from the project itself, Quay Pharma has found itself better streamlined and equipped to manage future recruitment due to new processes being implemented and onboarded through the project.&nbsp;
While the right support external provider can contribute to strategic relationships that return time back to core competencies and provide access to specialised expertise, third-party collaboration <a href="../../../../../../blog/3-ways-to-mitigate-recruitment-risk-in-stem" target="_blank" rel="noopener noreferrer">can entail risks.&nbsp;</a>
Risks to outsourcing recruitment in pharma can include:
<ul>
<li>Selecting the wrong outsourcing approach</li>
<li>Loss of control</li>
<li>Expectation and goal mismatch</li>
</ul>
Mitigating the risks and leveraging opportunities relies on strong lines of communication around expectations and costs &ndash; key factors that come along with an experienced provider.
Companies that successfully expand their business in overseas markets have a reliable outsourcing partner. While it might feel tedious investing the time to find the right partner for your outsourcing needs, failing to do so is one of the common outsourcing mishaps that many companies face. Without following a proper background check on the vendors, you may be at increased risk of achieving lower-quality outcomes.
<h3>Solution</h3>
There are a few checkpoints that you can consider while selecting the right vendor such as the experience of the firm, the number of projects and clients the firm has handled, the average project size, ranking and reviews of the company, access to the latest technology, and so on. However, the list varies from one company to another. Frame your questions and be prepared before you choose your outsourcing partner.
<h2>&nbsp;</h2>
<h2>Key drivers of change in pharma outsourcing</h2>
Despite the hurdles faced by the pharma industry, new modalities, including cell, gene, immune, and mRNA therapies, have increased from <a href="https://www.mckinsey.com/capabilities/operations/our-insights/emerging-from-disruption-the-future-of-pharma-operations-strategy" target="_blank" rel="noopener noreferrer">11% to 21% of the drug development pipeline</a>- a record rate of growth.&nbsp;
This trend is indicative of the fact that many organisations are continuing to drive forward new strategies, methods, and unique product cycles while navigating high rates of inflation.
Joanne Beck, Chief Operating Officer at Boston Pharmaceuticals<a href="https://www.outsourcedpharma.com/doc/are-you-ready-for-a-recession-0001" target="_blank" rel="noopener noreferrer">&nbsp;spoke to OutsourcedPharma&nbsp;</a>on the inflation issue. &ldquo;Inflation has certainly impacted our near-term (12-18 month) plans and decisions. As a small company, seeing our biologics manufacturing costs increase by 40-50% has resulted in us prioritizing our activities and focusing on the must-haves in order to conserve cash.&rdquo;&nbsp;
Continuing to power a high level of innovation in a way that supplements performance means creating a cost-effective but high-quality strategy.&nbsp;
Outsourcing recruitment in pharma today plays a critical role in maintaining the level of quality needed to futureproof capacity for innovation and technological capability.
<h2>&nbsp;</h2>
<h2>How to prepare your workforce for what&rsquo;s next</h2>
As the fourth industrial revolution takes hold in pharma, building a high-quality internal team is critical to business competitivity.
However, broader labour market changes, heightened costs, supply chain shortages, and operational disruptions can make it challenging to focus on creating a high-quality workplace. Yet, neglecting this key factor will be of major detriment to organisations tomorrow.
<a href="https://www.pwc.com/us/en/industries/pharma-life-sciences/next-in-pharma-trends.html" target="_blank" rel="noopener noreferrer">Successful pharmaceutical industry leaders</a>&nbsp;of the future will have invested in data analytics and a technologically equipped workforce &ndash; resulting in a workplace where batch release processes are automated, manufacturing processes and yields are optimised, and risks are minimised while quality is heightened.&nbsp;
Additionally, preserving efficacy will also come down to retaining high-quality partners and relationships across outsourced functions. <a href="https://www.pwc.com/us/en/industries/pharma-life-sciences/next-in-pharma-trends.html" target="_blank" rel="noopener noreferrer">Cybercrime remains the most widespread and most disruptive event</a>&nbsp;experienced by businesses over the past two years. Working with outsourced partners who are prepared against ransomware attacks will remain a fundamental objective for future partnerships.&nbsp;
&nbsp;
<h2>Interested in growing your workforce?</h2>
SRG have over 30 years of experience providing expert outsourced recruitment support across the pharmaceutical sector.
Our expert consultants are on hand to support your recruitment strategy and help secure the talent you need to future-proof your talent pipelines and strengthen your organisation.

Find out how to leverage pharma outsourcing in recruitment to strengthen your business strategy with Behruz Sheikh, Pharmaceutical Sector Head at SRG

Recruitment and Pharma Outsourcing: What’s Changed, and What’s Next

Although inflation is the&nbsp;<a href="https://www.pwc.com/gx/en/news-room/press-releases/2023/pwc-26th-ceo-survey.html">top global threat for CEOs today</a>, PwC&rsquo;s survey reveals&nbsp;<a href="https://www.pwc.com/gx/en/news-room/press-releases/2023/pwc-26th-ceo-survey.html" target="_blank" rel="noopener noreferrer">80% of CEOs</a>&nbsp;are not planning on reducing staff remuneration&nbsp;<a href="https://www.pwc.com/gx/en/news-room/press-releases/2023/pwc-26th-ceo-survey.html" target="_blank" rel="noopener noreferrer">and 60% of CEOs</a>&nbsp;plan to maintain or grow the size of their workforce.&nbsp;
To expand in the face of economic pressure, leaders across the world are seeking to cut operational costs and power innovation. However, while&nbsp;<a href="https://www.pwc.com/gx/en/news-room/press-releases/2023/pwc-26th-ceo-survey.html" target="_blank" rel="noopener noreferrer">48% of CEOs</a>&nbsp;are diversifying their product and service offerings,&nbsp;<a href="../../../../../../blog/insights-into-stem-skills-shortages-in-the-uk" target="_blank" rel="noopener noreferrer">skills shortages</a>&nbsp;and&nbsp;<a href="../../../../../../blog/how-to-reduce-staff-attrition" target="_blank" rel="noopener noreferrer">talent attrition</a>&nbsp;remain critical hurdles the pharmaceutical industry must overcome.&nbsp; &nbsp;
Despite the challenges, opportunities for innovation abound in the pharmaceutical industry. Emerging drug modalities and Industry 4.0 are paving new paths forward, shifting business models and talent demand.
In this article, I&rsquo;ll explore some of the key talent trends, challenges, and opportunities facing the pharmaceutical industry today with Dr. Philip Probert, Technology Lead for Biologics at CPI, a UK government backed, independent organisation with specialism in pharmaceutical process development, optimisation, and specialist manufacturing.
Read on for more about:
<ul>
<li>How emerging modalities are accelerating expansion in pharma</li>
<li>Bridging digital skills gaps through passive talent acquisition</li>
<li>Managing supply chain disruption with early talent</li>
</ul>
<h2>How emerging modalities are accelerating expansion in pharma</h2>
The long-standing role of small molecules in drug development is beginning to shift.
While small molecules currently make up<a href="https://www.jetir.org/papers/JETIR2106339.pdf" target="_blank" rel="noopener noreferrer">&nbsp;around 90%&nbsp;</a>of all on-the-market therapeutics today, they struggle to target proteins without well-defined binding pockets, leaving a significant number of
drug targets &lsquo;undruggable&rsquo; due to adherence issues. Furthermore, small molecule drugs often lack universal applicability and show a lower curative potential than new drug modalities.&nbsp;
Emerging modalities include:
<ul>
<li>Nanobodies and modified antibodies</li>
<li>Oligo-polypeptides (including: stapled and modified peptides)</li>
<li>Oligo-polynucleotides (including: siRNA, mRNA, gene therapeutics)</li>
<li>Polyglycosides</li>
<li>Macrocylic molecules</li>
<li>Drug conjugates</li>
<li>Targeted protein degraders (including: PROTACS, molecular glues)</li>
<li>Cellular therapies</li>
</ul>
Given the challenges faced, new drug modalities are set to gain precedence over the coming years, provided they prove effective and skills gaps can be addressed.
Dr Philip Probert, Head of Technical at CPI, explains, &ldquo;The expansion in new modalities has led to pre-existing skills gaps to become exacerbated as organisations require broader capabilities than perhaps might have been required previously&rdquo;. Dr Probert expands on the challenge, &ldquo;R&amp;D departments face a smaller talent pool with a less industrial experience because these technologies and techniques are new &ndash; this creates a bottle-neck in the expansion process where regardless of how streamlined your processes are, a lack of staff to run them will inhibit continuity and growth.&rdquo;
Dr Probert says these talent acquisition challenges can be difficult to prepare for given the novel nature of emerging modalities. &ldquo;While the introduction of nucleic acid based products beyond MRNA to CRISPR, and oligo based drugs is disruptive and interesting, the industry remains at an inflection point &ndash; therapeutics have the potential to become easier to make and more effective and could pave the future of pharmaceuticals but the ways in which this will be achieved remain uncertain &ndash; meaning that forecasting a future talent pipeline and training staff is challenging&rdquo;
<h2> Bridging digital skills gaps through passive talent acquisition</h2>
<a href="https://www.pwc.co.uk/ceo-survey.html" target="_blank" rel="noopener noreferrer">40% of UK CEOs</a>&nbsp;believe the technological skills of their workforce are misaligned with their strategic objectives. To help overcome this divide,&nbsp;<a href="https://www.pwc.co.uk/ceo-survey.html" target="_blank" rel="noopener noreferrer">56% of CEOs</a>&nbsp;are upskilling their workforce in technology across 2023.&nbsp;
In pharma, where&nbsp;<a href="../../../../../../insights/guides-and-reports/how-to-prepare-your-workforce-for-the-future-of-pharma" target="_blank" rel="noopener noreferrer">Industry 4.0</a>&nbsp;has played a significant role in streamlining and connecting drug discovering manufacture, digital skills remain high on the agenda for many organisations. However, they remain challenging to acquire in the current talent market.&nbsp;
Dr Probert says, &ldquo;There&rsquo;s a much greater interest in digitalisation, automation, and process modelling as Industry 4.0 progresses in pharma, which is driving a requirement for people with not only biological and chemical experience but computing and programming.&rdquo; He explains, &ldquo;However, there are very few candidates that align with this &ndash; while some may have programming and modelling expertise, they lack biological experience. Organisations like CPI need scientific professionals with a wider breadth of expertise but training takes time and monetary investment, meaning that progress can lag behind its potential.&rdquo;
Overcoming these talent hurdles by using a passive candidate acquisition strategy can help activate better access to niche skills and experience, however, the market can be complex to navigate without a trusted recruitment partner. In my experience at SRG, scientific professionals who are good at their jobs often lack the time to actively job-search &ndash; even if they&rsquo;re unsatisfied at work.
SRG&rsquo;s specialist and executive talent division,&nbsp;<a href="../../../../../../clients/our-services/search-by-srg" target="_blank" rel="noopener noreferrer">Search by SRG</a>&nbsp;have an extensive passive candidate network across a wide breadth of technical and niche roles, which enables us to meet client demand, even when business models are in flux. Working with CPI, we&rsquo;ve provided contractors with specialist experience to support mRNA functions, as well as providing permanent hires for other niche areas like nanotherapeutics, cell culture and cell design.&nbsp;
When there&rsquo;s a niche requirement for specialist talent, talent pools are inevitably smaller and more competitive to attract making an experienced recruitment partner all the more critical.&nbsp;54% of pharmaceutical professionals who left their roles in the &lsquo;Great Resignation&rsquo; of 2020-2022 did not return to the same industry, heightening talent competitivity. Working with the right partner can unlock access to new recruitment techniques like AI, and data-driven personality profiling, which can help optimise recruitment initiatives even when candidates are few and far between by minimising the chances of making a bad hire and speeding up time-to-hire.
<h2>Managing supply chain disruption with early talent</h2>
<a href="../../../../../../blog/how-to-overcome-the-top-4-pharma-supply-chain-challenges" target="_blank" rel="noopener noreferrer">Supply chain disruptions persist in </a>pharma where&nbsp;they continue to change not how, but when and where organisations are expanding.&nbsp;
Dr Probert explains, &ldquo;Increased investment in the life sciences post-pandemic has led to a big push for pharmaceutical organisations to expand and build new facilities. This trend is seeing more businesses hiring ahead but ongoing supply chain delays are meaning it&rsquo;s taking longer for these facilities to be usable.&rdquo;
Dr Probert says these delays are having a wider impact on staffing in pharma, &ldquo;As organisations recruit ahead, it can be difficult to align facility readiness with staff availability, leading to wasted resources in a cost-conscious time period.&rdquo;
A cost-conscious remains at the forefront for not only organisations, but employees. In research from&nbsp;<a href="https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/the-great-attrition-is-making-hiring-harder-are-you-searching-the-right-talent-pools" target="_blank" rel="noopener noreferrer">McKinsey</a>, inadequate compensation was listed as one of the top motivators for pharmaceutical employees that left the industry last year.&nbsp;
Replenishing the talent pipeline today means thinking ahead, and actively futureproofing pipelines in the most cost-efficient way possible. An early talent strategy can offer organisations a way to bridge skills gaps through training and acquire new hires at a competitive but appropriate cost. Organisations that can reach out to students while still in education stand to benefit from a better-equipped talent network, providing exposure to emerging modalities and techniques. SRG, we help our partners achieve this through early talent programmes including internships, where we show students industry leaders and guide them through how to succeed.
Dr Probert explains how CPI is combatting this challenge by offering more opportunities for training and creating a focus on early careers. &ldquo;At CPI we&rsquo;ve expanded the breadth of training offered to staff which is also something staff are increasingly asking for. We also maintain a focus on early careers, bringing in and offer training opportunities to help graduate and post-graduate students get up to speed in the business&rdquo;.
<h2>How SRG helps</h2>
SRG have over 30 years of experience in scientific recruitment across STEM. Our global presence, extensive talent network and expert talent consultants enable us to meet the unique requirements of every company we work with.

Find out how pharma innovation is impacting the wider talent market with Shen Mawani, SRG and Philip Probert, CPI

How Pharma Innovation is Transforming Talent Trends

While UK Chemical industry performance&nbsp;<a href="https://atradius.co.uk/reports/industry-trends-overview-of-opportunities-and-challenges-facing-the-global-chemicals-industry.html" target="_blank" rel="noopener noreferrer">rose over the course of 2021</a>, 2022 marked a challenging year where<a href="https://www.cityam.com/inflation-and-supply-chain-woes-take-their-toll-on-uks-chemical-sector/" target="_blank" rel="noopener noreferrer">&nbsp;rises to both producer price inflation and customer inflation</a>&nbsp;heightened the importance of an agile and efficient business model.&nbsp;
<a href="https://www.cityam.com/inflation-and-supply-chain-woes-take-their-toll-on-uks-chemical-sector/">76% of chemical organisations</a>&nbsp;reported an increase in their input prices in 2022, which for&nbsp;<a href="https://www.cityam.com/inflation-and-supply-chain-woes-take-their-toll-on-uks-chemical-sector/">81% of chemicals leaders</a>&nbsp;has led to higher output prices. For&nbsp;<a href="https://www.cityam.com/inflation-and-supply-chain-woes-take-their-toll-on-uks-chemical-sector/" target="_blank" rel="noopener noreferrer">2 in 5 chemical organisations</a>, these costs are causing sales to fall at a time where profit margins are already diminished.&nbsp;
Chemical leaders face navigating the wider economic downturn alongside changing consumer preferences, labour shortages, energy costs, as well as resource shortages due to supply chain disruption; all of which create a complex and competitive foundation for achieving organisational success.
In this article, we&rsquo;ll delve into four key challenges in the UK chemical industry landscape, and underlying opportunities to capture.
Read on to discover the challenges and opportunities behind:
<ul>
<li>Managing labour costs along with other company benefits</li>
<li>How the recession could open up new hiring opportunities</li>
<li>Supply chain strategies to minimise disruption</li>
<li>Talent shortages and graduate opportunities</li>
</ul>
<h2>&nbsp;</h2>
<h2>Managing labour costs along with other company benefits</h2>
While labour costs in the current economic climate are unlikely to continue to rise, they have reached a peak in the chemicals industry.
<a href="https://www.icis.com/explore/resources/news/2022/05/06/10761200/uk-chemicals-sales-to-grow-in-q2-but-margins-continue-to-fall/" target="_blank" rel="noopener noreferrer">90% of organisations</a>&nbsp;report that the challenges surrounding labour costs in chemicals have worsened towards the end of 2022 as sales made a marked downturn after initial growth at the start of the year.&nbsp;
To stay competitive and improve investments or other business opportunities it&rsquo;s important to take the time to build a strong talent attraction strategy with cost control in mind.
My advice would be to focus on establishing what a competitive market rate is for the positions you&rsquo;re looking to fill. If you can&rsquo;t pay over that amount, map out the benefits your organisation can provide which can help mitigate additional costs your applicants might experience such as lifestyle benefits, insurance or health benefits.
Alongside this, considering<a href="https://www.icis.com/explore/resources/news/2022/05/06/10761200/uk-chemicals-sales-to-grow-in-q2-but-margins-continue-to-fall/" target="_blank" rel="noopener noreferrer">&nbsp;where and when roles can be made hybrid</a>, or even remote can encourage applicants without starkly increasing salary offering.
<a href="https://www.icis.com/explore/resources/news/2022/05/06/10761200/uk-chemicals-sales-to-grow-in-q2-but-margins-continue-to-fall/" target="_blank" rel="noopener noreferrer">While fewer than 1%</a>&nbsp;of oil, gas and chemicals companies offered flexible work arrangements before the pandemic, today many organisations are successfully maintaining a hybrid model of work.
Despite a&nbsp;<a href="https://www.srgtalent.com/blog/the-benefits-of-hybrid-working-in-the-laboratory" target="_blank" rel="noopener noreferrer">hybrid work model&nbsp;</a>not always being appropriate for chemicals roles where hands-on site work is required, a flexible workplace is often seen as one where a strong work-life balance can be attained, and can contribute to&nbsp;<a href="https://www.srgtalent.com/insights/guides-and-reports/modernising-the-chemicals-industry-and-addressing-the-skills-gap" target="_blank" rel="noopener noreferrer">increased applications and improved engagement&nbsp;</a>even with existing employees.&nbsp;
<a href="https://www.srgtalent.com/blog/are-flexible-benefits-enough-to-attract-and-keep-top-talent" target="_blank" rel="noopener noreferrer">Research</a>&nbsp;shows that benefits packages that meet staff needs and improve employee experience drive a&nbsp;<a href="https://www.srgtalent.com/blog/are-flexible-benefits-enough-to-attract-and-keep-top-talent" target="_blank" rel="noopener noreferrer">78% retention rate</a>, compared to just 41% when benefits do not meet employee needs.
&nbsp;
<h2>The recession could open up new hiring opportunities</h2>
The UK&rsquo;s Office for Budget Responsibility has forecasted the UK economy to decline by&nbsp;<a href="https://www.ftadviser.com/investments/2022/11/17/deeper-recession-now-forecast-for-2023/#:~:text=The%20latest%20economic%20growth%20forecast,chancellor%20Jeremy%20Hunt's%20Autumn%20Statement" target="_blank" rel="noopener noreferrer">1.4% in 2022</a>; a sharp contrast from the initial prediction of economic growth of 1.8%. This downturn will plunge the UK into negative growth for the full calendar year and will mark the official start of the recession.&nbsp;
This stark economic shift will likely see organisations experiencing a reduction in product demand, and a loss of profit which may incentivise redundancies.&nbsp;&nbsp;This will culminate in experienced talent re-entering the candidate market en masse. Leaders can prepare for this by establishing competitive recruitment campaigns in advance, while bearing in mind that some candidates may become more flexible with their salary expectations.
In the 2009 recession, the demand for chemicals in end markets&nbsp;<a href="https://cen.acs.org/articles/87/i51/Year-Review.html" target="_blank" rel="noopener noreferrer">dropped by 40% in months</a>, causing share prices to plummet to single digits.&nbsp;<a>And yet, many chemicals organisations did succeed and even thrive through this challenging period.</a>
Organisations, like Solyndra,<a href="https://cen.acs.org/articles/87/i51/Year-Review.html" target="_blank" rel="noopener noreferrer">&nbsp;aligned their product development with government grants and investor targets&nbsp;</a>surrounding alternative energy to great success. While other chemical organisations found funding challenging, Solyndra received government funds to support their thin-film solar cell production and expanded manufacturing capacity.
Focusing on new product applications and innovation across the course of a recession can seem cost-heavy at first, but<a href="https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Manufacturing/gx_thedecadeahead_final_lowres_v3.pdf" target="_blank" rel="noopener noreferrer">&nbsp;research shows</a>&nbsp;that in previous recessions successful chemicals organisations made the investment to restructure applications to match market realities and make the most of new niche markets that emerged.&nbsp;
Doing this successfully however relies on accurate market segmentation to understand exactly what the demand of your product will be in the current economic market. Taking this time to understand whether your material or product really offers a superior value proposition compared to what&rsquo;s already on the market will help streamline launch campaigns and improve the return you&rsquo;ve made on innovation investment.
As you adapt your portfolio for clients and customers, you&rsquo;ll likely reflect on your workforce capabilities and notice the opportunities to upskill and improve your resource functions internally to meet the demands of the project. Offering more training courses or even shadowing opportunities can help your workforce make the most of the time recouped out of pivoting away from new product development.
One key threat to success is a lack of investment. Financial movement will be risk averse, making attaining funding challenging, particularly for newer businesses like start-ups and spinouts.
In this climate, chemicals organisations are likely to collaborate to expand portfolios and gain access to expertise and equipment for specialist areas. Alongside this, mergers and acquisitions are likely to increase as the afore-mentioned start-ups and spinouts face investment hurdles and look for alternative routes to business continuity.
<a href="https://www.mckinsey.com/~/media/McKinsey/Industries/Chemicals/Our%20Insights/Beating%20the%20cycle%20Building%20resilience%20in%20chemicals/Beating-the-cycle-building-resilience-in-chemicals-final" target="_blank" rel="noopener noreferrer">Analyses from McKinsey</a>&nbsp;illustrate that successful chemicals organisations in previous recessions&nbsp;planned ahead&nbsp;&ndash; this helped them to stay focused on economic profit and cut costs quickly by restructuring and initially divesting in the economic downturn.
Later, on resilient chemicals organisations made strategic acquisitions at lower prices during the economic recovery when prices were cheaper than at the peak to acquire more assets while their competitors were selling off at lower prices.&nbsp;
&nbsp;
<h2>Supply chain strategies to minimise disruption</h2>
Supply chain issues have undermined business efficacy for chemicals organisations worldwide. In the UK, the challenge continues to escalate, as Brexit and the war in Ukraine continue to stymie progress.
The UK chemicals sector has notoriously complex supply chain flows, which typically involve multiple border crossings as&nbsp;<a href="https://www.parliament.uk/globalassets/documents/commons-committees/Exiting-the-European-Union/17-19/Sectoral-Analyses/7-Sectoral-Analyses-Chemicals-Report.pdf" target="_blank" rel="noopener noreferrer">27% of raw materials and other ingredients are sourced from across the EU.</a>
Today, post-Brexit,&nbsp;<a href="https://www.pwc.co.uk/industries/manufacturing/insights/make-uk-executive-survey.html" target="_blank" rel="noopener noreferrer">66% of chemicals leaders</a>&nbsp;say that leaving the EU has hampered business. In this challenging climate, chemical organisations across the UK face re-evaluating their supply chain structures to balance costs, carbon footprint and maintain resiliency.&nbsp;
To address the challenge,&nbsp;<a href="https://www.pwc.co.uk/industries/manufacturing/insights/make-uk-executive-survey.html" target="_blank" rel="noopener noreferrer">31%</a>&nbsp;of chemicals leaders are planning to bring part of their supply chain in house &ndash; for example, by purchasing precursor ingredients and internally manufacturing the required chemicals. Alternatively,&nbsp;<a href="https://www.pwc.co.uk/industries/manufacturing/insights/make-uk-executive-survey.html" target="_blank" rel="noopener noreferrer">35% of organisations</a>are simply sourcing domestically in the UK to attain the components required faster.
&nbsp;
<h2>Talent shortages and graduate opportunities</h2>
The UK chemicals industry is beset by a talent shortage, particularly as responsibilities evolve in an<a href="https://www.srgtalent.com/blog/how-to-harness-the-advantages-of-digitalisation-in-chemical-industry-hiring" target="_blank" rel="noopener noreferrer">&nbsp;increasingly digital environment</a>, and an increasing number of experienced professionals begin to retire.&nbsp;<a href="https://www.pwc.co.uk/industries/manufacturing/insights/make-uk-executive-survey.html" target="_blank" rel="noopener noreferrer">87%</a>of leaders are concerned about skills leaving their business, and&nbsp;58%&nbsp;of leaders say access to labour in terms of skills and talent was their biggest business risk.&nbsp;
From a future-proofing perspective, graduates are a fundamental resource to help mend lower-level skills gaps and create a foundation of internal progression. However, depending on the time of year, graduates can be hard to come by.
In January, while some Masters graduates do finish their education, most others will have already graduated and have been employed the previous year. Taking a proactive approach to graduate recruitment and ensuring that your pipeline is well thought out and considered in advance of graduation season (May to October) will help ensure that you get premium access to best candidates.
When the recession is in full force, the talent shortage will likely be balanced out by the influx of redundant chemical professionals entering the market (this trend has occurred before&nbsp;<a href="https://www.parliament.uk/globalassets/documents/commons-committees/Exiting-the-European-Union/17-19/Sectoral-Analyses/7-Sectoral-Analyses-Chemicals-Report.pdf" target="_blank" rel="noopener noreferrer">when prices dropped in the oil industry</a>) &ndash; however, these redundancies won&rsquo;t happen right away.
Chemicals organisations should map out their business, and talent strategy in advance to ensure that they&rsquo;re in a competitive position to grow and make the most of the influx of candidates on the market across the span of the year.&nbsp;

Faye Allison, Head of Chemicals provides actionable advice and strategies to help leaders navigate the disruptions facing the UK chemicals industry. Find out more...

Challenges and Opportunities Facing the UK Chemicals Industry

Sustainability in pharma is reshaping the industry as we know it.
Following the UN&rsquo;s climate summit in 2021,&nbsp;<a href="https://pharmaceuticalmanufacturer.media/pharma-manufacturing-news/pharmaceutical-sustainability-news/cop26-biopharma-indusry-announces-actions-to-tackle-climate-change/" target="_blank" rel="noopener noreferrer">80% of the world&rsquo;s largest pharmaceutical organisations have set clear targets&nbsp;</a>to drive environmentally friendly development, manufacture, and distribution of pharmaceutical products.&nbsp;
Government-funded health organisations are taking action too. In the UK, the NHS are working to restructure and future-proof their supply chain by ensuring they <a href="https://www.supplychain.nhs.uk/news-article/supplier-roadmap-net-zero-2045/" target="_blank" rel="noopener noreferrer">only work with sustainable companies.&nbsp;</a>
Despite the influx of environmental commitments and the overall growing demand for green pharma, it&rsquo;s critical to remember that not all companies are prioritising initiatives in the same way.&nbsp;
<a href="https://www.sciencedirect.com/science/article/abs/pii/S0959652618336084?via%3Dihub" target="_blank" rel="noopener noreferrer">Recent research</a>&nbsp;reveals huge variabilities in environmental transparency and performance in the pharmaceutical industry, with some organisations producing 5x more emissions than others.&nbsp;
Read on for more about:
<ul>
<li>The importance of sustainability in pharma</li>
<li>5 leaders of sustainability in pharma</li>
<li>Finding your next role in a sustainable organisation</li>
</ul>
<h2>The importance of sustainability in pharma</h2>
While the pharmaceutical industry is often&nbsp;<a href="https://www.efpia.eu/media/554662/white-paper-climate-change.pdf" target="_blank" rel="noopener noreferrer">self-assessed as &lsquo;medium-impact&rsquo;</a>, recent research reveals that&nbsp;<a href="https://www.sciencedirect.com/science/article/abs/pii/S0959652618336084?via%3Dihub" target="_blank" rel="noopener noreferrer">carbon and environmental performance, and transparency varies</a>&nbsp;between organisations with some heavily outperforming others.&nbsp;&nbsp;
Despite&nbsp; this variability, the results show that&nbsp; the total pharmaceutical industry&nbsp; is more carbon-intensive and produces more emissions than the automotive industry.&nbsp;
Critical drivers of environmental damage include:
<ul>
<li>Carbon emissions from drug manufacturing, logistics, as well as the production of power in drug manufacturing and building</li>
<li>Active pharmaceutical ingredients (of which resist metabolic degradation) causing water pollution</li>
<li>Hazardous substance generation in drug development&nbsp;</li>
</ul>
<h2>5 leaders of sustainability in pharma</h2>
Our short list of organisations paving the way forward in pharmaceutical sustainability includes<a href="https://www.abpi.org.uk/cop26/sustainability-by-design/" target="_blank" rel="noopener noreferrer">&nbsp;those recognised by the ABPI</a>, and those with clear strategies in place that align with&nbsp;<a href="https://ukcop26.org/the-conference/cop26-outcomes/" target="_blank" rel="noopener noreferrer">UN&rsquo;s COP26 climate summit commitments.&nbsp; </a>
<h3>1.&nbsp;GlaxoSmithKline</h3>
GlaxoSmithKline (GSK) is a&nbsp;<a href="https://ukcop26.org/uk-presidency/partnerships-and-support/" target="_blank" rel="noopener noreferrer">principal partner of COP26&nbsp;</a>and provides expertise, commitment, and action to proactively address climate change.&nbsp;
This includes working with other organisations across life sciences in a collaborative effort to improve supply chain emissions in wider healthcare, through the promotion and development of lower-carbon medical treatments, and new sustainable models of care.
In November 2020, GSK detailed a comprehensive new set of&nbsp;<a href="https://www.gsk.com/en-gb/responsibility/environment/" target="_blank" rel="noopener noreferrer">environmental sustainability goals</a> which will see the organisation achieving carbon net-zero, and nature net positive by 2030.&nbsp;
These goals include:
<ul>
<li>A 20-year power purchase agreement from solar and wind farms for its Scotland manufacturing site, which currently drives 40% of UK CO2 emissions from manufacturing</li>
<li>Funding for low-emission metered dose asthma inhalers, which if successful, could cut emissions from inhalers in the industry by 90%</li>
<li>Investing in restoration projects to balance any impact that can&rsquo;t be reduced</li>
<li>Achieving net positive biodiversity at all manufacturing sites</li>
</ul>
<h3>2. Takeda</h3>
Takeda has committed to&nbsp;<a href="https://www.air.takeda.com/en/our-stories/green-chemistry/" target="_blank" rel="noopener noreferrer">achieving net-zero by 2040</a> and has already made significant headway with a 51% decrease in greenhouse gas emissions since 2016.&nbsp;
Areas targeted for sustainability include streamlining supply chains and reducing distribution networks. So far, supply chain and distribution changes have enabled Takeda to save the same amount of energy it would take to power 3,131 houses for an entire year. Takeda&rsquo;s initiatives have also increased truckload fill from 60% to 85%, enabling the organisation to take 250 trucks off the road to curb pollution.
Other sustainability initiatives include:
<ul>
<li>Green chemistry to create more environmentally sustainable manufacturing processes for molecules</li>
<li>Strategy to drive a 5% reduction in water consumption by 2025</li>
</ul>
<h3>3.&nbsp;NovoNordisk</h3>
NovoNordisk, diabetes, obesity, and chronic disease specialists, <a href="https://www.novonordisk.com/sustainable-business/zero-environmental-impact.html" target="_blank" rel="noopener noreferrer">aim to reduce their environmental impact to zero by 2030</a>.&nbsp;
This ambition will see a complete transformation in materials used across discovery, development, manufacture, and distribution including plastics, energy, water, waste, and carbon.
NovoNordisk currently runs all production on renewable energy and is negotiating with supply chain partners to establish a commitment to switch to renewable energy by 2030.
NovoNordisk&rsquo;s strategy also includes a&nbsp;<a href="https://www.pen-cycle.co.uk/" target="_blank" rel="noopener noreferrer">pen-recycling initiative&nbsp;</a>that enables pre-filled injector pen users in the UK to recycle the plastics in the pen into items including chairs, and lamps to reduce the number of pens that end up in less sustainable waste management systems.&nbsp;
<h3>4.&nbsp;AstraZeneca</h3>
AstraZeneca has committed to reaching net-zero greenhouse gas emissions across their value chains by 2045 with the<a href="https://sciencebasedtargets.org/companies-taking-action#table" target="_blank" rel="noopener noreferrer">&nbsp;Science-Based Targets Initiative.&nbsp;</a>
AstraZeneca&rsquo;s strategy includes:
<ul>
<li>Fuel and energy-related activity and leased assets emission reduction</li>
<li>Upstream transportation and distribution reduction</li>
<li>Operational waste reduction</li>
<li>Business travel and employee commuting reduction</li>
<li>End-of-life treatment of sold products improvements</li>
<li>Supply chain renegotiations to ensure that suppliers have science-based targets</li>
</ul>
<h3>5.&nbsp;Amgen</h3>
Amgen has invested &pound;200 million into their<a href="https://www.amgen.com/responsibility/healthy-planet/environmental-sustainability/2027-plan" target="_blank" rel="noopener noreferrer">&nbsp;environmental strategy</a>&nbsp;where they hope to achieve carbon neutrality, reduce water use by 40% and reduce total disposed waste by 75% by 2027.&nbsp;
Amgen&rsquo;s environmental sustainability plan includes
<ul>
<li>Adopting biomanufacturing technology to reduce carbon emissions</li>
<li>Integrating on-site renewable energy sources</li>
<li>Improving sustainability in research and process development</li>
<li>Optimising sustainability in manufacturing, transportation, and distribution</li>
<li>Engaging with suppliers to assist and encourage carbon reductions</li>
<li>Investing in sustainability projects to offset unchangeable emissions</li>
</ul>
<h2>Finding your next role in a sustainable organisation</h2>
SRG Talent works alongside organisations across the pharmaceutical industry to place talented scientific and clinical experts in rewarding careers. We work with leading global organisations that are driving the future of sustainability and innovation in pharma.

Sustainability in pharma is evolving the wider industry. Find out who is leading the way and how...

How Five Organisations are Accelerating Sustainability in Pharma

<h3 class="Body">You&rsquo;ve more than likely heard hundreds of scare stories about GM foods in the UK. From Netflix documentaries to social media stars, the &lsquo;wonders&rsquo; of organic produce have altered our understanding of what &lsquo;healthy food&rsquo; is.</h3>
Despite all the fanfare, most of the science behind the arguments against genetically modified foods (GM) are false. You could suggest that it is the failure of science over previous decades that the public has yet to be convinced of the potential benefits of GM crops in the UK. Science very rarely enters the PR debate or communicates their benefits on social media.
Thankfully, however, some people are starting to understand that GM foods aren&rsquo;t all bad. Environmentalist Mark Lynas, who once destroyed GM crops, now states that&nbsp;<a href="https://www.newscientist.com/article/2165401-refusing-to-accept-gm-food-is-safe-is-like-climate-change-denial/" target="_blank" rel="noopener noreferrer">refusing to accept GM food is safe is as bad as climate change denial</a>.
&nbsp;
<h2 class="Body">What is genetically modified food?</h2>
The&nbsp;<a href="https://www.food.gov.uk/safety-hygiene/genetically-modified-foods" target="_blank" rel="noopener noreferrer">UK Food Standard Agency</a>&nbsp;define genetically modified food as plants,<a href="../../../../../../blog/from-petri-dish-to-dinner-plate-is-cultured-meat-the-future-of-food" target="_blank" rel="noopener noreferrer">&nbsp;or animals&nbsp;</a>in which genetic materials (DNA) have been altered in a way that does not occur naturally.
The idea of 'unnatural' food is one that many find unnerving, however, the genetical alterations made to food matter is fundamentally oriented around efficiency and environmental preservation - as you'll hear more about in the video below.
<div class="flex-video widescreen"><iframe class="optanon-category-C0004 " src="https://www.youtube.com/embed/NtsbL841qb0" width="640" height="360" frameborder="0"></iframe>&nbsp;</div>
&nbsp;
<h2 class="Body">The current state of GM food in the UK</h2>
The UK Royal Society, The European Academies Sciences Advisory Council and the US National Academy of Sciences all agree that GMOs are as safe as any other. So why are there still so many proponents, even ideologues of organic-only lifestyles?
The most significant argument is that organic foods are natural. This isn&rsquo;t the case. We have been modifying crops through cross-breeding for thousands of years. That banana you&rsquo;ve just eaten on your lunch break wouldn&rsquo;t be so tasty without modification &mdash; in their natural state they are seeded and inedible. So why would we be concerned with genetic modification that&rsquo;s done in a lab environment? With more control comes less risk, and more benefits.
Virtually all of the food we eat in the UK is not genetically modified. Most of the GM produce we do eat comes through the soy and maize that is fed to the animals we eat. You&rsquo;d struggle to find a true GM product on your supermarket shelves. And the food that is GM legally has to be labelled as such &mdash; even in products such as cooking oils and flour.
With Brexit, there has been panic that GM foods may find their way onto our plates, particularly with a big potential trade deal the US. In 2017, Michael Gove even came out to say that GM crops would still be banned in the UK post-Brexit. But rather than giving in to panic, we should be embracing the science and technology behind GM foods.
&nbsp;
<h2 class="Body">The benefits of GM food</h2>
Across&nbsp;the world, genetically engineering foods can have a positive impact on people&rsquo;s health. And the latest generation of GM foods could revolutionise the food that we eat. Not only will these foods that are genetically modified improve the flavour and appearance of our food, they will come with added health benefits too.
The Innate potato &mdash; a GM crop &mdash; produces less acrylamide when cooked, a chemical that is suspected to cause cancer. It is also less prone to bruising and black spots, so you would be able to have a healthier, long-lasting potato tucked away in your kitchen cupboards. The Innate potato has already gone on sale in the US, but unless we change our attitude to GM foods in the UK, we&rsquo;re unlikely to see it over here anytime soon.
The same can be said of Arctic apples, a GM strain that doesn&rsquo;t discolour and turn brown. Obviously, this is about appearances. But it could make our eating experience more pleasurable. Genetically modified pink pineapples would be the star of social media if they eventually went on sale (they have already been approved for sale in the US) &mdash; with the health benefits associated with added lycopene. Beyond fruit and vegetables, science is developing more beneficial staple foods. Rice that is modified to reduce vitamin A deficiency, gene-edited white flour with three times as much dietary fibre, and wheat without the proteins that cause people with coeliac disease such discomfort, are all GM products that have been scientifically tested and developed &mdash; though few have gone to market at the time of writing.
&nbsp;
<h2 class="Body">Is GM food unsafe?</h2>
As with all new breakthroughs in science, we should be wary of jumping on any bandwagon. But the scientific evidence suggests that on the whole, GM foods are not only as safe as their organic namesakes, but also potentially beneficial for us.
When a new iPhone comes onto the market, we don&rsquo;t discount its new features just because we&rsquo;ve not experienced or used them before. Our current approach to GM foods does not consider science, or embrace the new technologies behind it.
&nbsp;
<h2 class="Body">Conclusion</h2>
Instead of giving in to public pressure &mdash; fed by false science &mdash; authorities should be examining and persuading people of the benefits of having GM foods in the UK. The future of food is upon us. Whether it be lab-grown meat, or the latest batch of GM foods, the technology will not only be beneficial for the environment, it could help us live longer, eating what we want along the way &mdash; without the negative health impacts.
If we fail to embrace these developments in the UK, we will be losing out on some of the greatest science and technology achievements of the past few years. Ultimately, it is time for us to embrace genetically modified food in the UK.
<h3>You may also be interested in:</h3>
<ul>
<li><a href="../../../../../../blog/from-petri-dish-to-dinner-plate-is-cultured-meat-the-future-of-food" target="_blank" rel="noopener noreferrer">From Petri Dish to Dinner Plate: Is Cultured Meat The Future of Food?</a></li>
<li><a href="../../../../../../blog/why-eco-friendly-sustainable-packaging-is-the-future-of-fmcg" target="_blank" rel="noopener noreferrer">Why Eco-Friendly Sustainable Packaging is The Future of FMCG</a></li>
<li><a href="../../../../../../blog/how-to-get-into-the-fmcg-industry---top-skills-fmcg-needs-now" target="_blank" rel="noopener noreferrer">How to Get into the FMCG Industry: Top Skills FMCG Needs Now</a></li>
</ul>

Is public perception on genetically modified foods aligned with scientific reality? Find out more...

Why we need to embrace genetically modified food in the UK

<h3 dir="ltr">In recognition of LGBTQ+ History Month, we're celebrating some of the world&rsquo;s most influential LGBTQ+ scientists.</h3>
When we feel we belong at work, we&rsquo;re more likely to succeed.
Research from McKinsey shows that when employees feel very included in their organisations, they&rsquo;re more than&nbsp;<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/understanding-organizational-barriers-to-a-more-inclusive-workplace" target="_blank" rel="noopener noreferrer">3 times more likely to be engaged and committed to their work</a>.&nbsp;
Feeling represented at work is key to a sense of belonging, and for LGBTQ+ individuals both within and aspiring to join the STEM workforce, the right role models can make all the difference.
Research shows that&nbsp;<a href="https://www.tandfonline.com/doi/abs/10.1080/00918369.2015.1078632" target="_blank" rel="noopener noreferrer">over 40% of LGBTQ+ STEM individuals aren't 'out' at work</a>, and that&nbsp;<a href="https://www.mdpi.com/2076-0760/6/1/12" target="_blank" rel="noopener noreferrer">LGBTQ people are 20% less represented in STEM fields than expected.</a>&nbsp;What&rsquo;s more, despite LGBTQ+ men achieving high grades in STEM subjects and progressing onto undergraduate study, they&rsquo;re<a href="https://www.science.org/doi/10.1126/sciadv.aao6373" target="_blank" rel="noopener noreferrer">&nbsp;significantly less likely than their peers to graduate with a STEM degree</a>.&nbsp;&nbsp;
The criticality of&nbsp;<a href="https://www.srgtalent.com/blog/why-is-diverse-leadership-in-stem-important" target="_blank" rel="noopener noreferrer">diversity in STEM, and particularly leadership</a>&nbsp;has been long-standing. The first step to providing a foundation for improved diversity is improving<a href="https://www.srgtalent.com/blog/lgbtq-in-stem--the-cruciality-of-visibility" target="_blank" rel="noopener noreferrer">&nbsp;visibility for LGBTQ+ in STEM.</a>&nbsp;Heightened visibility helps bring role models to the forefront and paves the way to both unravelling systemic disadvantages, and opening the door to inspiring new perspectives, innovations, and ideas that help accelerate development.
While LGBTQ+ scientists in history have had a formative role in the wider scientific field, in this article, we take a closer look at the achievements and careers of 4 modern famous LGBTQ+ scientists who despite the challenges, succeeded and continue to contribute to the STEM field today.
<div>&nbsp;</div>
<h2>1. Dr. Edith Perez</h2>
Dr. Perez has led pioneering research into breast cancer for the past 25 years. From overseeing numerous clinical trials, developing novel treatments for cancer, and furthering the understanding of both the influence of genetics and the potential of the immune system to combat cancer, Dr. Perez has had a formative influence in breast cancer treatment.
Currently, Dr. Perez is serving as a Mayo Clinic professor, and is developing a range of clinical trials exploring personalised therapies for the treatment and prevention of breast cancer.&nbsp;
Additionally, Dr. Perez is also leading studies to evaluate the role genes play across<a href="https://www.srgtalent.com/blog/5-breakthrough-cancer-developments-to-look-out-for" target="_blank" rel="noopener noreferrer">&nbsp;the development and treatment of cancer.</a>&nbsp;
<a href="https://www.youtube.com/watch?v=Dlcd1SSwZRk" target="_blank" rel="noopener noreferrer">&nbsp;</a>Watch the video below to hear from the oncology pioneer herself, as she delves into what the future of breast cancer care holds for patients:&nbsp;
&nbsp;
<div class="flex-video widescreen"><iframe class="optanon-category-C0004 " src="https://www.youtube.com/embed/Dlcd1SSwZRk" width="640" height="360" frameborder="0"></iframe></div>
<h2>2. Jack Andraka</h2>
After inventing a new novel detection test for cancer at just 15 years of age, Jack&rsquo;s career in epidemiology took off with a strong start.
Influenced by his father&rsquo;s work with nanotubes, and his own passion for science, Jack created a novel filter-paper and nanotube-based sensor that detects pancreatic, ovarian, and lung cancers in just five (5) minutes.
Andraka&rsquo;s invention won him the grand prize at the Intel International Science and Engineering Fair in 2021, and since then, he&rsquo;s had a strong public presence in the science and oncological spheres. While Andraka&rsquo;s test is a preliminary investigation into a specific method and hasn&rsquo;t resulted in a patent, it has paved the way for more in-depth research on alternative bio-markers. Meanwhile, Jack is pursuing his Master's degree at Stanford University where he&rsquo;s focusing on machine learning, big data, epidemiology, and optimisation. His next goal is to find a way to harness nanobots in cell alteration.&nbsp;
You can watch Jack's TED talk below:
<div class="flex-video widescreen"><iframe class="optanon-category-C0004 " src="https://www.youtube.com/embed/-g9kyiwzKuM" width="640" height="360" frameborder="0"></iframe></div>
<h2>3. Lynn Conway</h2>
As the inventor of generalised dynamic instruction handling, a key process used by modern computer processors to improve performance, Lynn Conway has played an instrumental role in the technological revolution.&nbsp;
While working at MIT, IBM, Xerox, and DARPA, Conway pioneered new scalable design rules that simplified chip design and design tools, enabling efficiency across computing.
However, as a trans woman, her career was not without its challenges. After informing IBM in 1968 of her intention to transition, she faced exclusion and lost her job at the company.&nbsp; This was a mistake that would not be formally acknowledged by IBM until 2020, by which time Lynn has gone down in history as a tech pioneer.&nbsp;
After losing her role at IBM, Conway secured work as a contract programmer and by 1973 was working in a senior position at Xerox, MIT, and DARPA where her work on VLSI microchip design changed the industry forever
<a href="https://www.youtube.com/watch?v=DrSSmTYxlW8" target="_blank" rel="noopener noreferrer">&nbsp;</a>Watch the video to hear from the tech revolutionary herself:
&nbsp;
<div class="flex-video widescreen"><iframe class="optanon-category-C0004 " src="https://www.youtube.com/embed/7ncuhRYmfJw" width="640" height="360" frameborder="0"></iframe></div>
<h2>4.&nbsp;Dr Tim Holmes</h2>
After co-founding Acquity Intelligence in 2011, Dr Tim Holmes&rsquo; career has seen him serve companies as diverse as P&amp;G, Coca-Cola, The Guardian, and the Walt Disney Company.&nbsp;
While Dr. Tim Holmes is an acclaimed neuroscientist, he&rsquo;s taken a non-traditional route into commercialism, where he contributes his scientific expertise around behavioural influence and design optimisation.
As a frequent collaborator with the Royal Holloway University of London, Dr. Holmes is still playing a strong role in neurological research, or more specifically, eye-tracking software. His current research is delving into the cognitions behind &lsquo;neuro-marketing,&rsquo; where the eyes and movements of consumers are used to infer a person&rsquo;s thoughts and intentions without reliance on self-report.
You can learn more about Dr Holmes' work in this video:
<div class="flex-video widescreen"><iframe class="optanon-category-C0004 " src="https://www.youtube.com/embed/nJMWx9usFTU" width="640" height="360" frameborder="0"></iframe></div>
<h2>SRG&rsquo;s commitment to Equality, Diversity and Inclusion</h2>
SRG and its parent company, Impellam Group plc, promotes Equity, Diversity &amp; Inclusion, abiding by the principles of equality, impartiality, dignity, and safety.&nbsp; Our global teams are equipped with culture and diversity leaders like&nbsp;<a href="https://www.impellam.com/articles/new-appointment-ann" target="_blank" rel="noopener noreferrer">Ann Bookout in the U.S</a>, mental health first aiders, and a focus on identifying and dismantling attrition gaps for diverse groups.&nbsp; We recognize the value, potential, and growth opportunities that exist within our organization, as well as those opportunities found in our network of clients and partners.&nbsp;

Want to know which LGBTQ+ scientists are pioneering the future of STEM? In this blog, SRG celebrate famous LGBTQ+ scientists from across the STEM industry, read more...

4 Famous LGBTQ+ Scientists Who Are Changing the World Today

Inclusive leadership, where leaders actively carve out opportunities and pathways for all to succeed is of increasing importance in a diverse world of STEM.&nbsp;
While&nbsp;<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">88% of scientific professionals in the UK</a>&nbsp;agree that STEM is improving in terms of diversity, respondents from our<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">&nbsp;2022 survey</a>&nbsp;echo sentiments from the previous year where issues surrounding institutional bias against women and minority ethnic groups significantly remain.
As the main areas of employee concern in our research demonstrate, the scientific industry still has a long way to go to ensure across-the-board happiness and security for the STEM workforce.
In 2021, SRG's report surveyed STEM 2,400 employees from across industry and academia in Europe and North America. It found that workers from all STEM industry sectors were affected by discrimination and harassment. In the UK, almost a quarter said they&rsquo;d faced some form of discrimination or harassment at work &mdash; a similar figure to the 2020 survey&rsquo;s data. Meanwhile, the figure for the US and rest of Europe stood at around 30% &mdash; representing an increase from the previous year.
Reports of discrimination and harassment were highest in academia at 40% and lowest in the biotechnology sector at 16%. The other sectors covered were pharmaceuticals (18%); clinical/laboratory (22%); engineering (24%); medical technology (17%); and chemicals (23%).
In the current landscape, the importance of inclusive leadership has reached a critical point - to futureproof organisations in an increasingly global and interconnected scientific world, leaders must invest in the success of their diverse employees, rather than contribute to existing negative trends.
Read on to find out more about:
<ul>
<li dir="ltr">What inclusive leadership is</li>
<li dir="ltr">Why inclusive leadership is important in STEM</li>
<li dir="ltr">Paving a way forward</li>
</ul>
<h2 dir="ltr">What is inclusive leadership?</h2>
Inclusive leadership refers to a method whereby leaders facilitate all groups to succeed in the workplace. This method encompasses a number of techniques which may look different depending on the needs and requirements of the workforce.
Typically, a diverse leader takes actions to ensure the following:
<ul>
<li dir="ltr">Employees have personal choice in their workflow</li>
<li dir="ltr">Employees are comfortable to own up to mistakes</li>
<li dir="ltr">Employees have clear platforms and channels to communicate ideas, concerns and new opportunities</li>
<li dir="ltr">Employees have objective performance evaluations</li>
<li dir="ltr">Employees have diverse role models in leadership</li>
</ul>
In an industry where<a href="https://www.srgtalent.com/blog/insights-into-stem-skills-shortages-in-the-uk" target="_blank" rel="noopener noreferrer">&nbsp;skill gaps and talent shortages</a>&nbsp;remain key issues, empowering the workforce in its entirety is essential to futureproof talent pipelines and achieve organisational success
You can learn more about the&nbsp;<a href="https://www.srgtalent.com/blog/5-signs-of-an-inclusive-employer" target="_blank" rel="noopener noreferrer">hallmarks of an inclusive organisation and leader here.</a>
&nbsp;
<h2 dir="ltr">Why is inclusive leadership important in STEM?</h2>
&nbsp;
<h3>Gender bias in STEM</h3>
Perhaps unsurprisingly, experience of discrimination is heavily gendered. Women reported more discrimination than men across all geographies &mdash; a huge area of concern given that more men answered the survey in both the US and mainland Europe (US: 59% male, 38% female; mainland Europe: 61% male, 38% female). In the UK the weighting was more balanced, with respondents being 47% male and 52% female.
Gender inequality is already a much publicised problem for STEM, and this year&rsquo;s survey demonstrated the scale of the problem. Of the types of discrimination faced, nearly half (43%) of overall respondents said they had been targeted due to their gender. For female respondents, this frequently involved experiencing instances of sexism and misogyny from male colleagues, in addition to gender biases about their ability.
According to one female respondent, she faces &ldquo;sexist comments frequently and also inappropriate comments about how I look or my body.&rdquo; Meanwhile, another said that she and her female colleagues are &ldquo;constantly fighting and losing against the &lsquo;old boys club&rsquo;.&rdquo;
Career opportunities also appear to be lacking for some women. As one respondent said:&nbsp;
&ldquo;I feel I have been offered less progression after three years than my peer, who just started and is male, after six months. He is included in wider company emails, events and meetings that I am not &mdash; even though it is integral to my role to be so.&rdquo;
While many STEM businesses have made great strides towards more equitable salaries, the gender pay gap remains a huge issue. According to the survey, the UK&rsquo;s gender pay gap in STEM is a sizeable 19% &mdash; while men are earning around &pound;3,500 more than the UK average STEM salary of &pound;43,424, women earn &pound;4,000 less than it.
Some men also felt discriminated against because of their gender. One male respondent felt his career progression had been stunted due to female colleagues receiving preferential treatment: &ldquo;I am not a woman and therefore regularly lose out to female candidates that are less qualified but enable employers to reach their legal gender quota.&rdquo; 
<h3 dir="ltr">Discrimination based on age and ethnicity</h3>
30% of survey respondents saying they had been targeted on the basis of age. Like older workers, young workers aged between 20 and 25 also felt discriminated against, with one saying: &ldquo;although not intense, as I am much, much younger than most of my co-workers, it is quite evident that the way I used to be spoken to especially was very dumbed down.&rdquo;
For the first time, this year&rsquo;s survey gave UK respondents the option to state their ethnicity. 80% of respondents were white, 11% Asian, 3% Black, and 4% of mixed ethnicity. The remaining 2% selected &ldquo;other.&rdquo; Generally speaking, this composition is on par with the UK&rsquo;s wider population.&nbsp;
Despite the ethnic breakdown being more or less representational of the wider population, 24% of survey respondents report being discriminated against at work due to their ethnicity. As one worker said of some of their co-workers, &ldquo;they see the colour of my skin before my skills [and] abilities in carrying out the tasks&hellip; I [have] been treated as an outsider sometimes. They make you feel you are less intelligent and I think this is not right.
Exclusion and/or perceived unfair treatment were commonplace issues for respondents who reported ethnic discrimination in the workplace, with some saying they have been completely ostracised from the rest of their team or company on the basis of being from a different country.&nbsp; 
<h3 dir="ltr">Other findings</h3>
Further grounds for discrimination included sexuality and disability, which made up 8% and 9% of respondents respectively. 35% of respondents cited discrimination or harassment for reasons not listed, selecting &lsquo;other&rsquo;. This could suggest experiences that encompass multiple bases for discrimination, such as both age and gender.
Though these results seemingly paint a negative picture of the sector, we should also dwell on the positive: 70% of all respondents stated that they were happy in their jobs. Given that the survey gave people the freedom to report on past experiences, some of the negative feedback may have occurred outside their current roles.
The 70% job satisfaction figure may also suggest that instances of discrimination and harassment, though a problem, did not significantly infringe on respondents&rsquo; jobs. Similarly, respondents may not have factored discrimination and harassment into their assessment of overall satisfaction. 
<h2 dir="ltr">Paving a way forward</h2>
Regardless of the reasons behind some of the survey results (which are no doubt multifaceted and complex), one thing is without ambiguity: discrimination and harassment remain a huge problem that the STEM sector needs to tackle. With so many respondents citing some form of bias as an issue in their workplace, existing organisational structures and anti-discrimination measures appear to be proving mostly inadequate.
Ensuring that people feel properly secure and valued in their place of work should be a priority for employers and companies. First, by appropriately dealing with incidents when they are raised, and second implementing effective policies to protect workers from mistreatment and bullying. 
This piece is based on an article that originally appeared in the 8 May 2021 print edition of New Scientist magazine. You can read the digital version&nbsp;<a href="https://www.newscientist.com/article/mg25033331-400-discrimination-is-still-a-problem-in-stem/" target="_blank" rel="noopener noreferrer">here</a>. 
<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">Read the 2022 STEM Survey now &gt;</a> 
For more industry insights into the dynamic world of STEM, stay tuned to the&nbsp;<a href="https://www.srgtalent.com/blog">SRG blog</a>.&nbsp;

The need for inclusive leadership in STEM is heightening as discrimination and harassment challenge the sector. Find out more...

Why STEM Workplaces Need Inclusive Leadership Today

In vitro diagnostic medical devices, refer to tests used on biological samples to assess an individual&rsquo;s health. From a lateral-flow test for COVID-19, to a sophisticated diagnosis performed in a clinical laboratory, these diagnostic essentials play a pivotal role in the wider sphere of medicine,<a href="https://ec.europa.eu/commission/presscorner/detail/en/ip_21_5209" target="_blank" rel="noopener noreferrer">&nbsp;facilitating 70% of clinical decisions.</a>&nbsp;
As innovative new devices continue to emerge, regulations in the EU are adapting to preserve patient safety and device accuracy. Without the right regulatory preparedness, IVD organisations will risk losing access to EU markets. To maintain competitivity in a wider market, global IVD organisations seeking to place products within the EU face growing pressures to stay up-to-date, driving a growing need for specialist regulatory support to streamline change fast.&nbsp;
Read on to find out:
<ul>
<li>What is the IVDR (In Vitro Diagnostic Medical Devices Regulation)</li>
<li>Do IVD regulations apply in the UK?</li>
<li>Is there an IVDR transition period?</li>
<li>Where to find further guidance</li>
</ul>
<h2>What is IVDR?</h2>
IVDR stands for In Vitro Diagnostic Medical Devices Regulation and was first announced by the EU in 2017, and has applied to EU Member states and Northern Ireland since the 26th of May 2022.
The IVDR has replaced previous directives (Directive 98/79/EC) on IVDs and introduced substantial changes to the sector. At its core, the regulations aim to ensure both a high level of public health, patient, and user protection, while also ensuring the smooth functioning of the wider internal market including small and medium size medical device organisations.
Among the changes implemented by the IVDR, increased involvement of independent conformity assessment bodies, also known as notified bodies, poses a potential bottleneck on implementation for many organisations. Prior to the regulations, merely 8% of all IVDs on the market were assessed by notified bodies. Under the IVDR however, around 80% of IVDs will be subject to notified body assessment and control.&nbsp;
This is challenging as there are merely 6 notified bodies designated under the IVDR so far, meaning that manufacturers face uncertain timelines for conducting the legally required conformity assessment procedures.
Other significant IVDR changes include:
<ul>
<li>In-house devices common rules and specific regimes.</li>
<li>Clear obligations for economic operators to ensure traceability, registration, and verification.</li>
<li>Introduction of a risk-based classification system with 4 risk classes of in vitro medical devices (Class A: low risk, Class B: moderate risk, Class C: high risk, and Class D: high risk).</li>
<li>Stricter control for high-risk IVDs through a new pre-market scrutiny mechanism.</li>
<li>Improved transparency via EU medical device database EUDAMED.</li>
<li>Reinforced rules on clinical evidence and performance evaluation.</li>
<li>Strengthened post-market surveillance requirements.</li>
<li>Improved coordination mechanisms between EU countries on market surveillance and vigilance.</li>
</ul>
<h2>Do the IVD regulations apply to the UK?</h2>
Following both the UK&rsquo;s departure from the EU and the end of the transition period on 31st December 2020, the IVD regulations do not apply to Great Britain (England, Scotland and Wales).
Great Britain will instead continue to adhere to the Medical Devices Regulations 2002 in place of the IVDR. The British government has however introduced&nbsp;<a href="https://www.legislation.gov.uk/uksi/2020/1478/contents/made" target="_blank" rel="noopener noreferrer">secondary legislation since January 2021</a>&nbsp;for medical devices.&nbsp;
The main changes include:
<ul>
<li>The creation of the UKCA route for manufacturers outside of Great Britain seeking to place medical devices on the Great Britain market.</li>
<li>Compulsory MHRA registration for all medical devices prior to placement on the Great Britain market.</li>
<li>Non-Great-Britain-based manufacturers will need a UK Responsible Person to carry out tasks including registration.</li>
<li>Continued recognition of EU CE marking until the 1st of July 2023.</li>
<li>Continued recognition of EU-recognised notified bodies certificates until the 30th of June 2023.</li>
</ul>
In Northern Ireland however, the rules for medical devices, including IVD&rsquo;s align to EU regulations. This means that the EU IVDR has applied in Northern Ireland since the 26th of May 2022.&nbsp;
<h2>Is there an IVDR transition period?</h2>
The IVD regulations were drafted prior to the pandemic, where ensuing disruptions diverted resources to address immediate global health concerns. In recognition of this, the EU have introduced transitional provisions to allow a progressive rollout of the IVDR.&nbsp;
<a href="https://ec.europa.eu/commission/presscorner/detail/en/ip_21_5209" target="_blank" rel="noopener noreferrer">Stella Kyriakides, EU Commissioner for Health and Food Safety,</a> said, &ldquo;The pandemic has imposed unprecedented challenges also for our medical devices industry. With more time to prepare for the application of the EU new rules, we will ensure there is a continuous supply of essential in vitro diagnostic medical devices on the market, while not compromising on safety&rdquo;.&nbsp;
Despite the provisions made, Kyriakides implores manufacturers to prepare for and prioritise regulatory action, &ldquo;I call on all manufacturers to prepare for certification under the new Regulation as soon as possible and not wait until the end of the transition period&rdquo;.&nbsp;
 It&rsquo;s notable that the transitional provisions do not change any requirements of the IVDR, and that the length of transition periods depend on the risk class of the IVD, and prior notified body certification.
Article 110 of the IVDR details a transitional period lasting until 26th of May 2024 for IVDs with certifications from notified bodies in accordance with the Directive on IVDs prior to May 2022.&nbsp; The transitional period has since been extended by 1 year, until May 2025.
This transitional period will only affect those devices that require a notified body certificate operating under the previous directive (only 8% of IVDs in total).
Meanwhile, high-risk Class D devices will have a transition period until May 2025, high-risk Class C devices will have a transition period until May 2026, and low-risk Class B and Class A devices will have a transition period until May 2027.
This transition structure has been implemented to help mitigate the shortage of notified bodies in the EU while maintaining a high level of public health protection.
It&rsquo;s notable that the transition period does not change any requirements of the IVDR in substance, meaning that the general application date of the Regulation remains 26th of May 2022. The IVDR has applied in full since 26th of May 2022 to CE marked IVDs that do not require the involvement of a notified body; including Class A non-sterile devices, and new IVDs not covered by a certificate, or a manufacturer&rsquo;s declaration of conformity issued before the 26th of May 2022.
The additional transitional periods can only be used provided manufacturers can satisfy certain conditions, including continued compliance with the Directive, and an absence of significant changes to design and intended purpose.
<h2>Resources and guidance&nbsp;</h2>
<ul>
<li><a href="https://www.oxfordglobalguidance.com/" target="_blank" rel="noopener noreferrer">Oxford Global Guidance to understand your device&rsquo;s class, and whether it falls under EU MDR or EU IVDR&nbsp;</a></li>
<li><a href="https://ec.europa.eu/commission/presscorner/detail/en/qanda_21_5210" target="_blank" rel="noopener">Q&amp;A on the progressive roll-out of the new In Vitro Diagnostic Medical Devices Regulation&nbsp;</a></li>
<li><a href="https://ec.europa.eu/health/document/download/59abcc81-fd32-4546-a340-24c8fad4e2ac_en?filename=mdcg_2022-10_en.pdf" target="_blank" rel="noopener">Q&amp;A on the interface between EU Regulation 536/2014 on clinical trials for medicinal products for human use and Regulation 2017/746 on IVDR&nbsp;</a></li>
<li><a href="https://ec.europa.eu/health/document/download/76f9983e-164c-45f1-b2b9-c9e5050cefe9_en?filename=mdcg_2022-8_en.pdf" target="_blank" rel="noopener">Application of IVDR requirements to &lsquo;legacy devices&rsquo; and to devices placed on the market prior to 26 May 2022 in accordance with Directive 98/79/EC&nbsp;</a></li>
<li><a href="https://ec.europa.eu/health/document/download/14c2d8dd-8489-4db5-b035-1c174f17fb54_en?filename=mdcg_2022-6.pdf" target="_blank" rel="noopener">Guidance on significant changes regarding the transitional provision under Article 110(3) of the IVDR&nbsp;</a></li>
<li><a href="https://www.gov.uk/guidance/medical-devices-eu-regulations-for-mdr-and-ivdr" target="_blank" rel="noopener">MHRA guidance for Northern Ireland implementation of EU MDR and EU IVDR&nbsp;</a></li>
<li><a href="https://www.gov.uk/government/publications/in-vitro-diagnostic-medical-devices-guidance-on-legislation" target="_blank" rel="noopener">Great Britain Guidance for in vitro diagnostics regulations</a></li>
</ul>
<h2>Get help hiring Regulatory Specialists<a target="_blank"> </a></h2>
At SRG, we have a wealth of experience in helping our IVD clients find and hire regulatory specialists and consultants in both permanent and contract roles.
Our MedTech consultants have access to an extensive, experienced candidate network, and can help connect you with the talent you need to make your regulatory implementations a success.

EU IVDR changes are transforming QA and regulatory practices across MedTech. Read more…

Preparing for the EU IVDR Regulation Changes: Advice for IVD Manufacturers

<h3>Vaccine development has long been a male-dominated field. In the race to find a COVID vaccine and contain the spread of the virus, however, many of the main developments have been led by female scientists. And long may this trend continue.</h3>
COVID-19 has been a watershed moment in world history. Across the globe, millions have died, industries have collapsed, and seemingly endless lockdowns have transformed our daily lives.
But science is leading the fightback against the coronavirus, and a host of remarkable women are spearheading this charge. To mark this year&rsquo;s International Day of Women and Girls in Science, we celebrate the female figures who are changing the world for the better and inspiring the next generation of female STEM talent.
&nbsp;
<h2>1) Dr Kizzmekia Corbett: The Black scientist at the forefront of the COVID vaccine</h2>
Dr Kizzmekia &ldquo;Kizzy&rdquo; Corbett is a viral immunologist and research fellow in the Vaccine Research Center (VRC) at the National Institute of Allergy and Infectious Diseases (NIAID) in Bethesda, Maryland.
At just 34 years old, the North Carolina native led the National Institute of Health&rsquo;s COVID vaccine research &mdash; and famously presented the team&rsquo;s findings to the then President, Donald Trump. The team subsequently worked alongside Moderna to create a vaccine that has proven 94.1% effective at preventing symptomatic COVID-19 after the second dose.
In December 2020, Anthony Fauci, the NIC's Director and chief medical advisor to the President of the United States, praised the importance of Corbett&rsquo;s contribution: "Kizzy is an African-American scientist who is right at the forefront of the development of the vaccine.&rdquo;
With&nbsp;<a href="https://www.sciencenews.org/article/black-scientists-disparities-representation-stem-science">African-Americans being underrepresented at every level in STEM</a>, Dr Corbett provides vital visibility and representation to young BAME students looking to break into science &mdash; particularly Black female scientists.
Corbett has also been outspoken about her involvement in the vaccine development as a way to demonstrate the safety and effectiveness of the vaccine to an African-American community that has long been&nbsp;<a href="https://www.newyorker.com/news/daily-comment/african-american-resistance-to-the-covid-19-vaccine-reflects-a-broader-problem">skeptical of vaccination programmes</a>.
Speaking to Leapsmag, she said, &ldquo;This person who looks like you has been working on this for several years... I wanted to be visible because I wanted people to understand that I stood by the work that I&rsquo;d done for so long.&rdquo;
&nbsp;
<h2>2) Kathrin Jansen: The scientist heading up Pfizer-BioNTech vaccine R&amp;D</h2>
When the Pfizer-BioNTech vaccine was shown to be&nbsp;<a href="https://www.pfizer.com/news/press-release/press-release-detail/pfizer-and-biontech-conclude-phase-3-study-covid-19-vaccine">95% effective during clinical trials</a>&nbsp;and subsequently became the first COVID vaccine to be authorized for regular use, there was much jubilation across the world of science and beyond.
For industry insiders, however, one person was particularly instrumental in making this happen: Pfizer&rsquo;s inspirational Head of Vaccine Research and Development, Kathrin Jansen.
Throughout her illustrious career, the East German-born scientist&rsquo;s work in vaccine development has contributed to the prevention of infectious diseases all over the world. Most notably, she led the development of lifesaving vaccines against the human papillomavirus (HPV), while also leading vaccines against meningococcal meningitis and pneumococcal pneumonia.
At the start of the coronavirus outbreak, Jansen made the early decision to collaborate with the German biotech company BioNTech on a COVID-19 vaccine using mRNA. Until then, mRNA was an unproven technology that uses ribonucleic acid to program the body&rsquo;s immune system.
Indeed, prior to the authorization of the Pfizer-BioNTech vaccine, no mRNA vaccine had ever been approved for use. With the urgent nature of the task at hand, the challenge for Jansen&rsquo;s 650-person team was huge &mdash; especially as vaccines typically take years to develop.
Despite the success of the vaccine, Jansen says &ldquo;there&rsquo;s a lot that remains to be evaluated.&rdquo; With several new, more transmissible variants of SARS-CoV-2 emerging, the race is on to maintain high levels of protection against the virus and ease the pressure on supply chains.
With Jansen &ldquo;currently working and making progress on a vaccine formulation that would require less cold storage temperatures,&rdquo; we can expect to hear a lot more of her in the coming months.
&nbsp;
<h2>3) Professor Sarah Gilbert: The British vaccinologist who co-developed the Oxford-AstraZeneca vaccine</h2>
Professor Sarah Gilbert is the co-founder of Vaccitech, a biotech company that develops vaccines for infectious diseases and cancer. In 2020, she was also the driving force behind the development of the Oxford-AstraZeneca vaccine.
Despite her noteworthy accomplishments, Gilbert almost quit science altogether while studying for her PhD. However, she decided to have "one more go at a scientific career&rdquo; &mdash; and we can be thankful that she did.
Years later, this decision would end up leading to the development of the University of Oxford's COVID-19 vaccine, which has proven highly effective at stopping people developing symptoms of the virus. The vaccine was developed in partnership with AstraZeneca.
Gilbert&rsquo;s past experience at Vaccitech proved instrumental in determining the team&rsquo;s approach to the vaccine. In 2014, she had previously led the first trial of an Ebola vaccine, while in 2019, she also led trials for a potential MERS virus vaccine in Saudi Arabia in 2019.
As the second trial of the MERS vaccine was underway in early 2020, COVID-19 emerged in China, and Gilbert realised the same approach might prove useful. With Chinese scientists publishing the genetic structure of SARS-CoV-2, Gilbert&rsquo;s immediately team&nbsp;<a href="https://www.bbc.co.uk/news/uk-55043551">launched into vaccine development and began rigorous testing</a>. By early April, the first batch went into manufacture.
The vaccine was approved for use on 30 December 2020 and the first vaccination was administered on 4 January 2021 as part of the U.K.&rsquo;s vaccination programme. Research has revealed the vaccine &mdash; which is taken in two doses &mdash; has a single standard dose efficacy of 76% for three months after the vaccination.
&nbsp;
<h2>4) Dr Nita Patel: The Indian-born scientist taking the world of vaccinology by storm</h2>
Patel&rsquo;s story is arguably the most inspiring on this list. Growing up in rural poverty in India&rsquo;s Gujarat state, her father almost died of tuberculosis (TB) when she was four years old, and she often had to beg for bus fare. The odds were stacked against her from a young age.
Now, the 56-year-old heads up an all-female lab team that has&nbsp;<a href="https://www.bbc.co.uk/news/uk-55850352">developed an 89% effective vaccine at her company, Novavax</a>&nbsp;&mdash; a small biotech firm competing against the R&amp;D might of pharma giants.
After Novavax got the gene for the SARS-CoV-2 spike protein in February, Patel's team worked round the clock to test more than twenty engineered variants of the protein. They then identified the version most likely to elicit a protective immune response.
Patel has since characterized details of this protein, identifying the precise locations where neutralising antibodies bind to it and creating a test to ensure the spike is consistent from one manufacturing plant to another.
Such is her contribution to vaccine development that her boss, Novavax chief scientist, Gale Smith, called her &ldquo;genius and invaluable.&rdquo;
Patel, who often spends 18-hour days in the lab, remains level-headed. She&nbsp;<a href="https://science.sciencemag.org/content/370/6517/652">said</a>, &ldquo;People ask me if I&rsquo;m tired, I don&rsquo;t feel tired. my day just doesn&rsquo;t end. And it&rsquo;s the same with everyone else here. To me, nothing is impossible. So, having that mindset, nothing stresses me out, being honest.&rdquo;
&nbsp;
<h2>5) Jacinda Ardern: The Prime Minister who helped New Zealand become COVID-free</h2>
As the death toll from COVID continues to rise in several of the world&rsquo;s richest nations, certain political leaders have come under intense scrutiny for how they have responded to the ongoing pandemic. One leader to which no such criticism can be directed, however, is the New Zealand Prime Minister, Jacinda Ardern.
From the early stages of the pandemic, Ardern displayed strong crisis leadership. She listened to the advice of World Health Organization (WHO) epidemiologists, communicated openly with the public, and committed to a strategy of total elimination of the virus.
By&nbsp;<a href="https://www.bbc.co.uk/news/world-asia-53274085">grounding all flights to high-case countries and quickly implementing a four-stage alert system</a>, New Zealand was able to contain the virus before it got out of hand. In June 2020, Ardern declared the nation virus-free.
When New Zealand locked down, it had only 102 cases and no deaths. By comparison, the U.K. had more than 6,500 cases and more than 330 deaths when it locked down around the same time.
According to Professor Martin Berka, an economist at Massey University in Palmerston North, "doing this early on with only over a few thousand cases [worldwide] at the time allowed them to basically stop the influx and stop the community transmission.&rdquo;
The WHO has since&nbsp;<a href="https://thehill.com/blogs/blog-briefing-room/news/526788-who-praises-new-zealand-for-unique-approach-to-coronavirus">praised Ardern&rsquo;s government as an example for other countries to follow</a>. Though there have been isolated cases in New Zealand since elimination was announced, health officials have acted rapidly to contain the virus and prevent another outbreak.
&nbsp;
<h2>Further reading</h2>
<ul>
<li>
<h3><a href="../../../../../../blog/4-female-scientists-today-who-are-changing-the-world">4 female scientists today who are changing the world</a></h3>
</li>
</ul>

To mark this year’s International Day of Women and Girls in Science, we celebrate the female figures who are changing the world for the better and inspiring the next generation of female STEM talent.

International Day of Women and Girls in Science 2021: Meet the women who led the fightback against COVID-19

<h3>The UK medtech market is currently experiencing the most transformational chapter in its short history. In this article, we&rsquo;ll look at how the various industry trends expedited by the coronavirus are likely to pan out in the long run.</h3>
The sudden eruption of a once-in-a-lifetime global health crisis has upended every industry, from life sciences to entertainment. For medtech, the impact has been seismic.
While the industry was gaining steady momentum up until 2020, the pandemic has triggered the wholesale development and adoption of medical technologies at unprecedented speed. This, in turn, has revolutionised just about every aspect of healthcare delivery in the UK and beyond. No longer peripheral among the STEM industries, the UK medtech sector is now as important to the healthcare ecosystem as long-established industries such as pharmaceuticals. 
<h2 dir="ltr">Leading the charge</h2>
In STEM, disruption and innovation often go hand in hand. Indeed, the medtech industry has been at the forefront of the fightback against COVID, with companies harnessing emerging technologies such as&nbsp;<a href="../../../../../../blog/the-future-of-data-analytics-in-the-life-science-industry-whats-next" target="_blank" rel="noopener noreferrer">Big Data</a>,&nbsp;<a href="../../../../../../blog/how-ai-drug-discovery-technology-is-transforming-the-biopharma-industry" target="_blank" rel="noopener noreferrer">artificial intelligence (AI)</a>, and&nbsp;<a href="../../../../../../blog/the-future-of-data-analytics-in-the-life-science-industry-whats-next" target="_blank" rel="noopener noreferrer">the Internet of Things (IoT)</a>&nbsp;to better understand the development of the pandemic and consolidate vital medical supply chains.
Notable examples of medtech organisations innovating to support the COVID crisis include:
<ul>
<li>Babylon Health. This medtech company developed a Coronavirus Care Assistant app to GPs track patient symptoms.</li>
<li>accuRx. In a single weekend, this text messaging tool built a video consultation platform that is now used by 7,000+ GP practices and 15% of all NHS Trusts (messaging over 30 million patients in the process).</li>
<li>Blue Prism. This software company&rsquo;s cloud-based Digital Workforce automation programme has enabled NHS Trusts to meet unprecedented operational and hiring demands.</li>
</ul>
Without the innovation of companies in the medtech space, the crisis in the UK could have been far worse.
But for many in the industry, the upcoming changes in the post-COVID years will be just as profound. According to&nbsp;<a href="https://www.healtheuropa.eu/how-the-covid-19-pandemic-will-accelerate-mobile-medtech-innovation/107063/" target="_blank" rel="noopener noreferrer">Wolfgang Emmerich</a>, CEO of Z&uuml;hlke UK (a key contributor to the development of the NHS COVID-19 test and trace app):
&ldquo;We will see mobile medical technology increasingly bringing together a wealth of data for immediate analysis by artificial intelligence (AI) to help prevent illnesses, diagnose patients, and aid medical professionals with their treatment monitoring. Patients, doctors, nurses, scientists, researchers and pharmacists will all find medical technology driving changes to their roles &ndash; and, most importantly, better patient outcomes.&rdquo;
Improving patient outcomes is undoubtedly the driving force behind the sector. In September 2020, the UK government announced&nbsp;<a href="https://www.med-technews.com/news/uk-government-announces-32m-investment-for-healthtech-proje/" target="_blank" rel="noopener noreferrer">&pound;32 million of funding for six key medtech projects</a>, all of which were aimed at transforming NHS delivery. One of the projects includes University of Edinburgh&rsquo;s InlightenUs, which will receive &pound;5.4 million to produce high-resolution 3D medical images via a combination of artificial intelligence (AI) and infra-red lasers.
This is just one of many examples of government and/or private equity investment into the sector since the start of the pandemic.
&nbsp;
<h2 dir="ltr">Medical devices</h2>
Though organisations in the medical device segment are directing their strategies towards post-COVID growth, the sector is very much still on the road to recovery.
As&nbsp;<a href="https://www.mckinsey.com/industries/pharmaceuticals-and-medical-products/our-insights/reimagining-medtech-for-a-covid-19-world" target="_blank" rel="noopener noreferrer">McKinsey</a>&nbsp;reports:
&ldquo;Providers are likely to face operational challenges as they try to ramp up elective care while dealing with deferred essential care. However, access to healthcare professionals and administrators may continue to be partially restricted. Provider systems will still be recovering financially and likely be cautious with capital expenditures.&rdquo;
So, while medical device manufacturers remain focused on improving care pathways for non-COVID diseases, the pandemic has alerted organisations to the importance of reducing risk, building resilience, and improving data accuracy.
As populations continue to age and we see a concomitant rise in chronic health conditions, adopting a long-term, strategic, and agile way of thinking will prove crucial to medtech organisations. COVID-19 may have been the black swan event which gave the industry its baptism of fire, but the real test will play out over the next few decades as the healthcare ecosystem comes to terms with the growing health demands of an older population.
&nbsp;
<h2 dir="ltr">In-vitro diagnostics (IVD)</h2>
According to the Office for Life Sciences, IVD is the largest segment of the UK medtech sector, accounting for&nbsp;<a href="https://www.med-technews.com/medtech-insights/Medtech-Diagnostics-Insights/why-uk-diagnostics-deserves-a-little-more-praise/" target="_blank" rel="noopener noreferrer">&pound;24bn in turnover as early as 2018</a>. MedTech Europe has even valued the UK&rsquo;s IVD market at almost &pound;1bn.
While Germany may have a larger share of the global market and greater testing capabilities, the pandemic has turned the UK diagnostics sector into a national economic asset.
In 2020, the health sector received the third-most venture capital investment in the UK (accounting for 15% of all investment). With diagnostics playing a huge role in the health ecosystem&rsquo;s fightback against COVID-19 and proving its worth to the economy, attracting funding for health platforms related to conditions other than COVID should not be a problem for medtech manufacturers - even with&nbsp;<a href="../../../../../../blog/preparing-for-the-ivdr-changes---advice-for-ivd-manufacturers" target="_blank" rel="noopener noreferrer">regulatory changes in the area.</a>
Aside from the economic shot to the arm that investment in diagnostics brings, the tangible impact on patients&rsquo; lives will be massive &ndash; particularly as testing systems become faster and more reliable at detecting a wider range of health risks.
&nbsp;
<h2 dir="ltr">Digital health</h2>
Increasingly, the related fields of medtech and digital health are converging ever closer. The burgeoning area of telehealth, which the WHO defines as the "delivery of health care services, where patients and providers are separated by distance,&rdquo; benefits from innovation in both industries.
On the one hand, medtech companies develop the products and devices which enable remote monitoring and more personalised healthcare delivery. On the other, digital health companies are developing increasingly sophisticated data-gathering capabilities and building user-friendly interfaces to integrate to medtech devices.
According to some timely 2019 research conducted by&nbsp;<a href="https://pharmaphorum.com/news/telehealth-could-save-nhs-england-7-5bn/" target="_blank" rel="noopener noreferrer">Now Healthcare Group (NHG)</a>, telehealth services could save NHS England &pound;7.5 billion &ndash; reducing GP appointments by 56% and hospital appointments by 3%.
&nbsp;
<h2 dir="ltr">Remote accessibility</h2>
One of the most far-reaching changes brought about by COVID-19 &ndash; across all industries &ndash; has been the move towards remote, flexible working. With a marked increase in the use of video appointments and health tracking apps, it&rsquo;s likely that these digital alternatives will, in many cases, continue to be favoured over face-to-face consultations.
The successful adoption of remote technologies has also highlighted the need for more medtech products within the UK health ecosystem. As the industry moves on from COVID-19, a higher number of effective, low-cost medtech products can usher in a more equitable healthcare ecosystem in which in-demand (such as remote monitoring devices) give patients more autonomy and control over their health.
Likewise, Big Data insights from these devices will give healthcare professionals more scope to provide early diagnosis and deliver more effective, preventative treatment plans. 
<h2 dir="ltr">Operational redeployment</h2>
In a bid to quickly meet unprecedented demand and increase capacity, many medtech manufacturers have been forced to rapidly overhaul existing operational models.&nbsp;
For one, we can expect to see the proliferation of smaller diagnostics labs rather than the consolidation of so-called &ldquo;mega-labs&rdquo; within the industry.
COVID-19 has placed a premium on speed, and smaller laboratories can attain better turnaround times and pivot to diagnose different diseases if needed. Moreover, these more agile, smaller labs can be more effectively mobilised to target local populations if another concentrated outbreak occurs.
Another operational trend we can expect to see more of is the strategic &ldquo;near-shoring&rdquo; of R&amp;D. This process essentially involves UK life sciences and medtech organisations outsourcing aspects of product development to nearby countries in mainland Europe. Despite Brexit initially disrupting supply chains and realigning the regulatory landscape, more multinational companies are beginning to see the benefits of sharing resources across geographies &ndash; including access to new technologies, sharing risk, protecting intellectual property, and maximising ROI.
&nbsp;
<h2 dir="ltr">Digitalisation</h2>
Another key long-term trend that COVID-19 has accelerated is the rapid process of digitalisation across the life sciences.
From an end-user or patient standpoint, rapid diagnostics technologies enable people to report back to an interface, while other real-time apps enable people to check their health. Meanwhile, increased integration with digital health providers is enabling more efficient, better-performing factories and laboratories.
A particularly prominent area where this is occurring is the move away from traditional paper-based systems towards electronic quality management systems (EQMS). This process has been ongoing for years but has hastened by lockdown measures preventing workers from physically collecting paper documents.
The NHS has traditionally been risk-averse towards digital solutions, particularly those from a third-party source. As new technologies emerge which offer more robust and resilient healthcare solutions, however, we will likely see further innovation aimed at driving down costs and democratising the landscape for the end-user.
&nbsp;
<h2 dir="ltr">Startup&nbsp;thinking</h2>
According to Wolfgang Emmerich, medtech companies &ndash; regardless of size &ndash; need to think and act like startups to best make the most of industry trends and growth opportunities.
&ldquo;To get the test and trace app developed quickly, we worked alongside the UK government&rsquo;s Department of Health and Social Care (DHSC) to establish a working group that could operate like a tech start-up.
&ldquo;This made it much easier to respond quickly to the changing needs of the pandemic and is in stark contrast to the DHSC&rsquo;s usual role of overseeing the UK&rsquo;s National Health Service &ndash; the biggest single employer in Europe, with 1.3 million employees.
&ldquo;People were pulled out of their silos &ndash; we had policy, user research, and development all working as part of the same team, using lean delivery techniques and cloud-based backend infrastructure to release new versions of the app via the Apple App and Google Play Stores weekly.&rdquo;
Looking forward, tech integration will be crucial for medtech organisations&nbsp;&ndash; not only for designing user-friendly product interfaces, but also ensuring that business processes are fully digitised and up to date with competitors both inside and outside the sector.&nbsp;
&nbsp;
<h2 dir="ltr">The race for medtech talent</h2>
According to our&nbsp;<a href="../../../../../../insights/stem-survey">2021 STEM Survey</a>, produced in partnership with New Scientist Jobs, 83% of UK medtech respondents were satisfied with their jobs &ndash; making it the top STEM sector for satisfaction. This reflects the buoyant mood across the sector as new opportunities for partnership and innovation abound.
Currently, the UK medtech employs around 121,900 people &ndash; a number that will likely rise as technologies and the innovative companies behind them scale to meet demand.
However, the figures on the supply side may prove a headache for medtech hiring managers. According to the&nbsp;<a href="https://pharmafield.co.uk/pharma_news/life-sciences-skills-strategy-shows-demand-for-133000-jobs-across-the-sector-by-2030/" target="_blank" rel="noopener noreferrer">Life Sciences 2030 Skills Strategy</a>, 133,000 skilled scientific workers will be needed across the next decade &ndash; 90,000 of which will be in medtech (particularly in R&amp;D and manufacturing). 
<h2 dir="ltr">Factoring Brexit into the equation</h2>
Of course, COVID is not the only era-defining element to exert a huge influence on the trajectory of the sector in the last half-decade. As the pandemic rages on, Brexit is still at the forefront of every medtech CEO&rsquo;s mind. Indeed, getting to grips with the immense regulatory changes caused by the UK&rsquo;s exit from the EU is a number-one priority for UK-based medical device industry stakeholders.
According to&nbsp;<a href="https://medtech.pharmaintelligence.informa.com/MT143902/Fit-For-The-Future-Industry-Gets-Involved-As-UK-Medtech-And-Digital-Health-Care-Regulation-Reaches-Turning-Point&amp;text=As%20of%201%20July%202023,be%20issued%20in%20early%20July.#:~:text=The%20early%20foundations%20of%20the,regulatory%20system%20are%20in%20place." target="_blank" rel="noopener noreferrer">Medtech Insight</a>, however, &ldquo;the early foundations of the future UK device regulatory system are [already] in place.&rdquo; With the passing of the Medicines and Medical Devices Act 2021, the government can now enact the necessary legislation, while the system of device regulation (using UK Conformity Assessed marking) came into force on 1 January and has &ldquo;got off to a good start.&rdquo;
CE-marked devices will continue to be allowed on the UK market until 30th June 2023. From 1 July 2023, UKCA marking will become mandatory for all medical device products in the UK.
With these promising new regulatory developments, the UK&rsquo;s chief regulator, the Medicines and Healthcare products Regulatory Agency (MHRA), can make strides &ldquo;future-proof&rdquo; UK medical device regulatory processes. In doing so, the MHRA can prepare the system to &ldquo;handle the new generations of digital, artificial intelligence, combination products, companion diagnostics and ATMPs now coming through R&amp;D.&rdquo;
With the UK market&rsquo;s response to COVID demonstrating that processes are already in place to ensure safe regulatory oversight, we can expect further early adoption of innovation and the pooling of resources and device expertise to improve patient care.
&nbsp;
<h2 dir="ltr">Conclusion: Turning recovery into growth</h2>
Throughout the pandemic, rebuilding a more resilient NHS has been the primary goal for the UK government and industry. This has included digitising health data and optimising information sharing in a bid to tackle issues like long waiting listings, as well as outlining a&nbsp;<a href="https://www.england.nhs.uk/2021/03/nhs-sets-out-covid-19-recovery-plan-for-patient-care-and-staff-wellbeing/" target="_blank" rel="noopener noreferrer">recovery roadmap</a>&nbsp;for patient care and staff wellbeing.
Areas of focus within the plan include whole system thinking, manufacturing and supply chains, procurement of critical devices, and trade negotiations. The result has been the development of a more integrated, collaborative healthcare ecosystem with more agile processes in place, while digital transformation initiatives are significantly improving diagnostics and patient care.
The medtech sector also has its own roadmap in place. As the&nbsp;<a href="https://mcusercontent.com/5ba48c3608f8624b9d9697c0f/files/2aada2a0-a9f7-4b76-9eb0-2a6f7feb6b58/Life_Sciences_Recovery_Roadmap_3rd_June_2020.pdf" target="_blank" rel="noopener noreferrer">Life Sciences Recovery Roadmap</a>&nbsp;report shows, the&nbsp;sector&rsquo;s COVID-19 response has demonstrated that the rapid scale-up of existing treatments, devices, and diagnostics can substantially improve patient outcomes while making more effective use of NHS resources.
The report has highlighted six ways in which UK medtech can work with the NHS in the future:
<ol>
<li>Transform NHS partnership and support the Long-Term Plan</li>
<li>Develop a comprehensive strategy to improve UK manufacturing capability and supply chain resilience in medicines, medical devices, and diagnostics</li>
<li>Encourage &lsquo;globally competitive&rsquo; R&amp;D incentives</li>
<li>Transform the UK&rsquo;s clinical research process</li>
<li>Take an innovative approach to regulation</li>
<li>Accelerate deployment of new and existing technologies</li>
</ol>
Moving forward, these six areas will be central to the strategic direction of UK medtech organisations. As funding, R&amp;D, and manufacturing opportunities multiply, we can also expect to see a more pronounced medtech presence across the UK&rsquo;s fast-growing life sciences clusters &ndash; from the Golden Triangle (Cambridge, London, Oxford) to the Northern Cluster (Edinburgh, Glasgow, Durham, Newcastle).&nbsp;
As for the workforce itself, as more young people become interested in science-based careers (particularly in areas such as quality assurance and regulatory affairs), we can expect to see a more diverse, equitable talent pool develop across the medtech space. In 2020, the UK government announced a&nbsp;<a href="https://www.businessleader.co.uk/multi-million-pound-investment-in-the-future-of-uk-science/80451/" target="_blank" rel="noopener noreferrer">&pound;188-million investment package</a>&nbsp;to encourage more young people into STEM careers &ndash; investment that will prove vital in plugging the forecasted hiring demand gap.
For more insights into the ever-changing medtech sector, stay tuned to the&nbsp;<a href="../../../../../../blog">SRG blog</a>.

Holly Evans explores the trends surrounding COVID-19's transformation of UK Medtech, and offers indications of what we can expect from the market in the coming years.

Growth amid disruption: The long-term impact of COVID-19 on the UK medtech sector

Are you wondering 'what is staff attrition'? Staff attrition means the rate at which employees leave an organisation of their own volition, meanwhile employee turnover refers to the rate at which employees are replaced.
In a climate where STEM organisations are losing&nbsp;<a href="https://www.srgtalent.com/blog/insights-into-stem-skills-shortages-in-the-uk" target="_blank" rel="noopener noreferrer">&pound;1.5 billion every year to the skills shortage</a>, leaders are increasingly shifting their focus towards maximising employee potential and curbing staff attrition.&nbsp;
Despite&nbsp;<a href="https://www2.deloitte.com/uk/en/insights/industry/technology/focus-areas-to-accelerate-digital-transformation.html#endnote-3" target="_blank" rel="noopener noreferrer">85% of CEOs reporting their organisations to have accelerated digital transformation over 2020</a>, for many businesses the journey to a digital and resilient talent model remains incomplete.&nbsp;
<a href="https://www2.deloitte.com/uk/en/insights/industry/technology/focus-areas-to-accelerate-digital-transformation.html#endnote-3)%20(https://www.srgtalent.com/blog/3-ways-to-strengthen-your-executive-talent-search-strategy" target="_blank" rel="noopener noreferrer">70% of senior leaders&nbsp;</a>report a lack of confidence in their organisational agility, and&nbsp;<a href="https://www2.deloitte.com/uk/en/insights/industry/technology/focus-areas-to-accelerate-digital-transformation.html#endnote-3)%20(https://www.srgtalent.com/blog/3-ways-to-strengthen-your-executive-talent-search-strategy" target="_blank" rel="noopener noreferrer">only 29% of leaders</a>&nbsp;have enough employees to meet current performance requirements.&nbsp;
Meanwhile, the demand for technical expertise across STEM is cultivating a fast-paced, competitive talent market, where&nbsp;<a href="https://www.srgtalent.com/blog/insights-into-stem-skills-shortages-in-the-uk" target="_blank" rel="noopener noreferrer">7 in 10 leaders are experiencing major staff shortages</a>, while struggling to find talent with the right skills.&nbsp;
To succeed and thrive in the future, organisations will require well-considered talent attraction strategies alongside their staff retention objectives to ensure successful employees join, stay, and thrive in the business.
Keep reading to explore:&nbsp;
<ul>
<li>Key drivers of staff attrition in STEM</li>
<li>How to align values to become an employer of choice</li>
<li>Using technology to remove bias in hiring</li>
</ul>
<h2>Key drivers of staff attrition in STEM</h2>
<h3>1.&nbsp;Poor diversity, inclusion and hiring practices</h3>
<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">2022&rsquo;s Global Science Employment Report&nbsp;</a>revealed that job satisfaction for workers in STEM has a strong link to diversity, equity and inclusion at work.&nbsp;
Across the UK, Europe and US, STEM employees who felt their workplace was not diverse, or inclusive&nbsp;<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">were more likely to be dissatisfied in their role overall</a>. Meanwhile, employees that did experience discrimination at work, were also likely to feel satisfied with their current position.
This trend of workplace dissatisfaction continues for employees who haven&rsquo;t experienced discrimination, but who felt like discrimination, harassment and bullying had insufficient management measures in place.
<a href="https://www.gsk.com/en-gb/responsibility/our-people/inclusion-and-diversity-at-gsk/" target="_blank" rel="noopener noreferrer">GSK&nbsp;</a>are a great example of a pharmaceutical organisation who reflect their global identity across their organisational structure to establish realistic and tangible measures to power diversity, equity and inclusion (DE&amp;I).&nbsp;
GSK&rsquo;s work in DE&amp;I transpires across people, business and communities, to ensure a strong alignment between the international communities GSK works with and within as employees and citizens.
So far, GSK&rsquo;s initiatives have included:
<ul>
<li>Recruitment and development reviews</li>
<li>Policy and processes review</li>
<li>Inclusion training</li>
<li>Development programme for ethnically diverse employees</li>
</ul>
On top of this current action, GSK have also established aspirational goals to promote proactive and continuous implementation of their DE&amp;I strategy. These goals include having 45% of women in senior leadership roles by 2025, to be recognised in global LGBT+ indices, and to increase the number of ethnically diverse leaders in VP roles across both the UK and US. 
<h3>2.&nbsp;Compensation packages</h3>
Continued skills shortages are driving an immense demand for specialist skills, meaning that many newly hired employees are being offered alternative attractive compensation packages from other competing businesses.
<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">SRG&rsquo;s Report&nbsp;</a>shows that younger respondents are the most likely to change roles when offered a more competitive salary, benefits, or career prospects.&nbsp;
In my experience, I&rsquo;ve found market insight salary reports vital in establishing transparency between both employers, and candidates. Sharing up-to-date information on current salaries can help manage candidate expectations and benchmark the salary rate for the role in an accurate way, without having to rely on out-dated sources like Glassdoor.&nbsp; 
<h3>3.&nbsp;Limited career progression</h3>
While the fourth industrial revolution has contributed new efficiencies, it also demands new skill sets that not every candidate or employee may have.&nbsp;
However, this doesn&rsquo;t mean the workforce is unwilling to evolve.
<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">43% of employees&nbsp;</a>who want to change roles in 2022 are simply looking to redirect their experience into a different area, rather than leave STEM altogether. What&rsquo;s more,<a href="https://www.srgtalent.com/blog/insights-into-stem-skills-shortages-in-the-uk" target="_blank" rel="noopener noreferrer">&nbsp;70% of employees are willing to upskill where necessary to meet current business requirements.&nbsp;&nbsp;</a>
Limited career progression in roles can stifle these ambitions and drive higher rates of turnover. Leaders can capitalise on their internal resources to mend skills shortages through upskilling initiatives. By revising company culture to promote learning and growth, leaders can ensure that the potential of every employee is fully realised.
At QIAGEN, this is accomplished through&nbsp;<a href="https://www.srgtalent.com/blog/3-ways-to-strengthen-your-executive-talent-search-strategy" target="_blank" rel="noopener noreferrer">an open, communicative culture that promotes growth and learning</a>. Lucy Colgan, Talent Acquisition Specialist describes how &ldquo;we want to further develop the company culture so everyone has a voice where they can do their job, change things and contribute their suggestions&rdquo;.&nbsp;
Lucy explains how highly impactful employee workshops enable QIAGEN employees to contribute and share their perspective saying, &ldquo;senior management are really listening to the good and bad from the workshops, and there&rsquo;s a lot of really good input and changes happening&rdquo;.
&ldquo;QIAGEN believes that focusing on its current and future employees drives the company&rsquo;s economic performance and considerably influences the sustainability of its operations. We are convinced that the professional and personal development of our employees is an integral factor in creating value for our customers, patients, colleagues, partners and shareholders&rdquo;, says Lucy. &ldquo;Being the industry&rsquo;s employer of choice by attracting and developing top talent is one of our global goals. To achieve this, QIAGEN creates a work environment that empowers and involves employees at all levels.&rdquo;
<h2>How to align values to become an employer of choice</h2>
Becoming an employer of choice means moving beyond the basics of employment, to deliver a workplace experience that inspires and motivates commitment and performance.
Equipped with innovation, and mission-led purpose, STEM organisations have all the ingredients necessary to power this approach across candidate attraction and employee retention.
<a href="https://www.takeda.com/en-gb/" target="_blank" rel="noopener noreferrer">Takeda</a>, a Japanese multi-national pharmaceutical company, provide an excellent example of an &lsquo;employer-of-choice&rsquo; ethos in action.&nbsp;
By cultivating a culture where promotion comes from within, Takeda create an environment where people both learn themselves, and share that learning with others.&nbsp;
Takeda&rsquo;s talent strategy is shaped around key values known as &lsquo;Takeda-isms&rsquo;, and priorities that function as a guiding compass for employees across the organisation.
Takeda&rsquo;s &lsquo;Takeda-isms&rsquo; of integrity, fairness, honesty and perseverance are complemented by their priorities which include:
<ul>
<li>Patient</li>
<li>Trust</li>
<li>Reputation</li>
<li>Business</li>
</ul>
Takeda ensure that the candidates they interview align with these values and are motivated by the priorities. In the workplace, the values and priorities together are interwoven within internal processes to foster an environment where they are realised. By doing so, Takeda establish a resilient candidate attraction and retention strategy where their employees feel aligned at work and empowered to do their best.
<h2>Using technology to remove bias in hiring</h2>
Diverse, inclusive and equitable work environments are built from more than a diversity quota alone. They instil equitable practices, cultivate a culture of acceptance, and ensure that bias is dismantled from the start of the hiring process, all the way through the employee&rsquo;s journey.
Technology can play an important role in initiating this process, by helping to minimise unconscious biases that may inadvertently curb the efficacy of a diverse talent strategy.
For our<a href="https://www.srgtalent.com/clients/search-by-srg" target="_blank" rel="noopener noreferrer">&nbsp;Search by SRG team</a>, psychometrics assessments, and video interviews are critical tools in combatting bias in STEM recruitment, and powering retention. Equipped with persona mapping, psychometric insights, international talent mapping, and much more, our expert consultants can ensure that the values, and personality of a candidate complement the organisational culture in the most productive way.&nbsp;
This data-driven approach provides an opportunity to avoid unconscious bias, and advance recruitment past &lsquo;first impressions&rsquo;, to support informed, and reliable decisions. The efficacy of this strategy is well reflected in the hiring success rate of Search by SRG, where 100% of short-lists are accepted by clients for interview, and 95% of assignments reach offer stage.
<h2>Ready to evolve your hiring strategy?</h2>
Get in touch with our Client Services Team to discuss how working with SRG&rsquo;s expert recruitment teams could strengthen and support your hiring strategy.

Find out how to reduce staff attrition and become an employer of choice with guidance from Shen Mawani, Client Solutions Manager.

How to Reduce Staff Attrition

While&nbsp;<a href="../../../../../../blog/the-role-of-artificial-intelligence-in-pharmacovigilance" target="_blank" rel="noopener noreferrer">the pharmaceutical industry is evolving fast</a>, pharmaceutical&nbsp;<a href="../../../../../../career-advice/roles-in-focus/quality-assurance" target="_blank" rel="noopener noreferrer">quality assurance</a>&nbsp;experts provide the critical foundation behind its progress.
From ensuring that products are safe, and manufacturing is optimised, to facilitating innovation to enable consistency in quality over time, quality assurance professionals in pharma provide a core layer of accuracy that underlies the success of every pharmaceutical product in the market today.
Keep reading to find out:
<ul>
<li>The role of quality assurance professionals in pharma</li>
<li>Career routes in quality assurance</li>
<li>Key characteristics of a successful quality assurance expert</li>
</ul>
<h2>The role of quality assurance professionals in pharma</h2>
Quality assurance professionals work to optimise&nbsp;<a href="../../../../../../blog/5-drug-discovery-and-development-challenges-and-how-to-solve-them" target="_blank" rel="noopener noreferrer">drug development processes</a>&nbsp;and ensure the safety of the product for end-users.&nbsp;
While quality control professionals often have overlapping responsibilities with quality assurance professionals, quality control teams tend to work directly with the physical product in a laboratory environment. Meanwhile, quality assurance teams have a more direct role in regulatory affairs, including regulation documentation, auditing, and process management.
Quality assurance ensures both the safety and effectiveness of prescribed medicine by:
<ul>
<li>Ensuring the pharmaceutical product is designed to meet needs and performance requirements</li>
<li>Processes are designed to consistently meet product critical quality attributes</li>
<li>Processes, equipment, personnel, and deviations are identified and controlled appropriately</li>
<li>Manufacture is monitored and updated to achieve consistency in quality over time</li>
</ul>
<h2>Career routes in quality assurance</h2>
Quality assurance provides a wealth of opportunity for those interested in working in a fast-paced, and agile environment, where attention to detail and a passion for learning are key.
While a pharmaceutical degree is often cited by employers as preferable, other STEM-associated degrees as well as business degrees are often considered valuable for the role.&nbsp;
In terms of career progression, quality assurance professionals often start their careers working in QA or QC officer roles, either as an associate, or executive. After further experience, professionals can progress onto QA or QC management, as well as Director and C Suite level positions. Often, many QA professionals work as consultants, particularly once they have established themselves within the industry.&nbsp; 
<h2>Key characteristics of a successful quality assurance expert</h2>
Successful quality assurance experts are detail-oriented and agile, with a strong understanding of not only the processes and regulations surrounding the pharmaceutical industry, but of why they are there, and why they&rsquo;re important.
When our teams at SRG look to hire quality assurance professionals we often assess the following:
<ul>
<li>Knowledge of good manufacturing practice</li>
<li>Policies and regulation knowledge</li>
<li>Quality monitoring system knowledge</li>
<li>Data integrity knowledge</li>
</ul>
Most notably, a thorough understanding of GMP, in terms of what the most important aspects are, is a key discerning factor of a strong candidate. Taking the time to understand why the processes exist, and need to be followed is very valuable, and reflects a detail-oriented perspective that is equally as important for the role.
<h2>Looking for your next opportunity in quality assurance?</h2>
If you&rsquo;re interested in exploring a career in quality assurance, our expert consultants at SRG are on hand to support your journey as a candidate.
<a class="button" href="http:">Click here to explore our latest opportunities in quality assurance</a><a class="button" href="http:"> </a>
About the author:&nbsp;Behruz Sheikh specialises in providing innovative solutions around talent to companies across the life sciences sector, with a strong focus on pharmaceuticals, med tech and biotech. Having established a strong network across the north of England across SMEs, start ups, and big pharma, he has provided a wide range of bespoke talent solutions to organisations from ad-hoc niche scientific searches to on-site RPO solutions.&nbsp; Behruz&rsquo;s team specialise in placing a wide range of STEM roles spanning across bench to boardroom; typical roles include: Analytical Chemists, Microbiologists, Molecular Biologists, Formulation Chemists, Upstream Biotechnologist, Downstream Biotechnologist, GMP Quality Specialists up to Qualified Person, and commercial roles such as Project Managers and Business Development Managers. <a href="https://uk.linkedin.com/in/behruz-sheikh-30462254" target="_blank" rel="noopener noreferrer">Connect with Behruz on LinkedIn</a>&nbsp;to learn more about our opportunities in the field.

Discover the importance of quality assurance in pharma and what skills matter most with Behruz Sheikh, Pharmaceutical Sector Head

Working in Pharmaceutical Quality Assurance: Career Guidance

Happy International Women’s Day. We are dedicating this blog post to some of the brilliant women who are making a difference across our sectors.

International Women's Day : Meet the female STEM leaders who are forging tomorrow’s world

<h3 dir="ltr">Despite a short-term downturn caused by COVID-19 disruption, the sector&rsquo;s resilience and emerging cultural importance will see its value continue to soar in the coming years.</h3>
The initial economic shock of COVID presented an opportunity for medical device companies. For many industry insiders, the main impact of the pandemic on the medtech sector has been the acceleration of trends that were already well underway in the preceding years.&nbsp;
Rapid advancements in AI technology, device connectivity, remote monitoring, and data collection have enabled medtech companies to adequately respond to the demand for critical products such as personal protective equipment (PPE) and ventilators. By being able to quickly scale up R&amp;D and manufacturing efforts, the sector has played a central role in easing the pressure on overstretched healthcare systems.&nbsp;
<h3 dir="ltr">Opportunity amid disruption</h3>
In many ways, COVID-19 changed everything for the medical device market.&nbsp;
After three straight years of record investment, the pandemic hit the sector&rsquo;s coffers hard. The first half of 2020 saw U.S. revenues decline by 5%, venture capital funding in the sector dropped by 22%, and the total value of non-megadeals fell 44% (EY).
However, the external events of the pandemic have caused a wholesale shift towards business models that allow medtech organizations to properly capitalize on existing trends within the sector. As reported by <a href="https://assets.ey.com/content/dam/ey-sites/ey-com/en_gl/topics/life-sciences/life-sciences-pdfs/ey-pulse-2020-report.pdf" target="_blank" rel="noopener noreferrer">EY</a>:
&ldquo;The rise of connected devices is drawing Medtech into the Internet of Things and opening up new opportunities for data-driven improvements in clinical outcomes; growing cost constraints on health care systems; establishing the impetus for providers to assist MedTech in reshaping its business models and ecosystem relationships; and seeing patient-consumers&rsquo; increasing demands for a more customer-centred health care experience. These drivers of change were all recognized by the medtech industry prior to 2020.&rdquo;
Thanks to these long-term trends, the industry has met the demand for specialist equipment and remained resilient in the face of adversity. Indeed, despite some segments receiving financial blows, other segments such as diagnostics have surged in value and become a major target for investment. And though revenue for the medical device industry has been falling since the start of the pandemic, the sector is expected to slowly recover in the second half of 2021.&nbsp;
<h3 dir="ltr">The rise of &ldquo;anytime, anywhere&rdquo; healthcare</h3>
The logistical constraints placed on physicians and patients alike have also necessitated a rise in the use of wearable medical devices and virtual technologies &mdash; a trend that will no doubt accelerate further throughout the 2020s.&nbsp;
While the trend of remote care was already in full swing in the 2010s, COVID has taken it to the next level. According to EY, <a href="https://assets.ey.com/content/dam/ey-sites/ey-com/en_gl/topics/life-sciences/life-sciences-pdfs/ey-pulse-2020-report.pdf" target="_blank" rel="noopener noreferrer">95% of physicians have increased their use of virtual technology since the start of the pandemic</a>. Before COVID-19, 80% did not use it to interact with patients.
By integrating medical devices into the Internet of Things (IoT), medtech organizations and regulatory bodies are working more closely with each other (as well as with healthcare providers) to drive better patient outcomes at lower costs. In an increasingly complex health ecosystem, collaboration is becoming a hallmark of the industry.
In this article, we&rsquo;ll look at how the key driving forces that have defined the medical device industry during the last half-decade will continue to influence the market in the 2020s &mdash; particularly in the immediate post-COVID recovery period.
<h2 dir="ltr">Evolving business models</h2>
As COVID has shown, unprecedented disruption can strike at any time. With the direct impact of COVID expected to endure for at least three to five years, businesses need to ensure they meet growing demand while keeping their operations cost-efficient and scalable.&nbsp;
EY has outlined <a href="https://assets.ey.com/content/dam/ey-sites/ey-com/en_gl/topics/life-sciences/life-sciences-pdfs/ey-pulse-2020-report.pdf" target="_blank" rel="noopener noreferrer">four future business model approaches</a> that MedTech companies can adopt to &ldquo;futureproof organizations and to enable effective deployment of limited capital resources.&rdquo; They are:
&nbsp;
<ol>
<li dir="ltr">Breakthrough innovator.&nbsp;Companies that adopt this model develop products and services that carry high prices. They are typically paid for by traditional health insurance. Such innovative technologies include Intuitive Surgical&rsquo;s famous da Vinci platform.</li>
<li dir="ltr">Disease manager.&nbsp;These are personalized solutions that help end-users manage chronic conditions in a bespoke way. The focus is on user experience, convenience, and maximum adherence. Examples include Medtronic&rsquo;s smart insulin pen, dubbed the InPen.</li>
<li dir="ltr">Lifestyle manager.&nbsp;These companies develop products that are aimed at maintaining overall health and well-being, as well as encouraging behaviours that can help to prevent disease. Their products are marketed directly to the consumer. Examples include wearables such as the Apple Watch as well as Fitbit's smartwatches and trackers.</li>
<li dir="ltr">Efficient producer.&nbsp;These companies are the developers or providers of high-volume, low-cost commodity products. Such products include protective personal equipment (PPE) and ventilators.&nbsp;</li>
</ol>
COVID-19 demonstrated the short-term resilience of each of these business models and their importance within the medtech ecosystem. In the longer term, medtech companies will need to be proactive and choose business models that secure the most value and help future-proof operations.
<h2 dir="ltr">Supply chains</h2>
As healthcare becomes more virtualized and moves towards an &ldquo;anytime, anywhere&rdquo; model, MedTech companies need to ensure their supply chains are ready to meet this change. However, a number of challenges stand in the way.
Pre-COVID, the industry faced the problems of inefficiencies associated with supply intermediaries and inflexible legacy systems, as well as a lack of transparency for regulators and companies alike. These were already hotly-contested topics prior to the pandemic.
Arguably the biggest challenges, however, are political in nature. The last decade has seen a widespread backlash against globalization (and, by association, against globalized supply chains) from nationalist politicians and their support bases. COVID has made travel restrictions a reality, but so too have seismic political events such as Brexit.&nbsp;
Changes to trade agreements have far-reaching implications for the industry, most notably around the location of manufacturing plants, which are typically concentrated in low-cost geographies. Will such restrictions lead to the &ldquo;onshoring&rdquo; of manufacturing to safeguard supply bases? Only time will tell.
Thus far, the medtech sector has not sought to localize supply. Instead, it has responded to supply chain disruption by forging mutual partnerships between device manufacturers and component part manufacturers.&nbsp;
In May 2020, for example, the medtech trade association AdvaMed launched the VentConnect platform to link device manufacturers with component suppliers. In August, the platform <a href="https://www.advamed.org/newsroom/press-releases/advamed-expands-ventconnect-platform-advance-production-covid-medtech" target="_blank" rel="noopener noreferrer">rebranded as Med Device Network</a>&nbsp;&mdash; its scope expanded to cover devices beyond the pandemic.
<h2 dir="ltr">Regulation</h2>
COVID-19 has transformed regulation in the medtech sector. Since February 2020, the FDA has authorized over 250 emergency use authorizations (EUAs), while the EU chose to defer its&nbsp;<a href="../../../../../../blog/eu-medical-device-regulation">Medical Device Regulation</a>&nbsp;(initially slated for May 2020) by a year. These moves are symptomatic of a wider industry trend that has seen the loosening of stringent regulatory conventions across the globe.
Of course, this relative leniency was borne out of the need to quickly and effectively get new devices to market as part of the fightback against COVID. As the virus retreats, the frequency of EUAs will likely decrease. But a precedent has been set.&nbsp;
During the pandemic, regulators and medtech organizations have been receptive to one another and come together to meet the urgent demand for vital equipment (including in vitro diagnostics and other tests, as well as PPE and ventilators). Beyond COVID, this sense of collaboration and collaboration is set to flourish further.
<h2 dir="ltr">The Internet of Things (IoT) in healthcare</h2>
The advancement of technologies such as smart sensors and smart devices is increasingly bringing medical devices that capture data into existing care pathways via the Internet of Things (IoT): the giant system of interconnected, Internet-based devices that collect and transfer vast amounts of data across a wireless network.&nbsp;
By aiding with the monitoring and diagnosis of disease, this integration of medtech platforms is improving patient outcomes, lowering costs, and improving end-to-end efficiency.
Most notably, IoT-enabled devices are ushering in an era of preventative care. With most of these devices being wearable and connected to smartphone apps, users are given greater autonomy over their health and well-being &mdash; and presented with accurate data from which they can make better-informed decisions about their treatment.
For medical device companies, the expansion of device connectivity also presents an opportunity to provide a value-based service &mdash; according to a Research2Guidance <a href="https://www2.deloitte.com/content/dam/Deloitte/global/Documents/Life-Sciences-Health-Care/gx-lshc-medtech-iomt-brochure.pdf" target="_blank" rel="noopener noreferrer">survey</a> (commissioned by Deloitte), 31% of MedTech organizations were already offering data distribution channels as a service in 2018.
As the 2020s progress, further IoT integration between all parties in the medtech ecosystem will take place &mdash; providing value for patients and new opportunities for business. By 2029, the Internet of Medical Things (IoMT) market is forecast to <a href="https://www.globenewswire.com/news-release/2020/07/02/2057010/0/en/Global-Internet-of-Medical-Things-IoMT-Market-Paved-Way-for-Extensive-Healthcare-Modernization-PMI.html" target="_blank" rel="noopener noreferrer">grow $285.5bn</a>&nbsp;&mdash; with CAGR of 28%.
<h2 dir="ltr">Software as a Medical Device (SaMD)</h2>
Defined by the&nbsp;<a href="http://www.imdrf.org/docs/imdrf/final/technical/imdrf-tech-131209-samd-key-definitions-140901.pdf" target="_blank" rel="noopener noreferrer">International Medical Device Regulators Forum (IMDRF)</a>&nbsp;as "software intended to be used for one or more medical purposes that perform these purposes without being part of a hardware medical device,&rdquo; SaMD is having a huge impact on healthcare.
This technology enables patients living with chronic conditions to capture data and, if willing, share it with their health professionals. By opening up new digital pathways for screening, diagnosis, monitoring, and alerting, SaMD empowers people to become active agents in their healthcare plans. And with the technology becoming cheaper, more powerful, and more accessible, SaMD gives physicians the data and scope to develop personalized treatment plans.
According to a Deloitte <a href="https://www2.deloitte.com/us/en/insights/industry/health-care/patient-engagement-health-care-consumer-survey.html" target="_blank" rel="noopener noreferrer">survey</a>, just under half of patients are willing to share their personal data for medical research. That said, protecting patient privacy is paramount, so we can expect to see further regulation passed aimed at ensuring confidentiality and patient control over their data.
<h2 dir="ltr">Robotics technology</h2>
Over the last five years, major advances in robotics technology have led to a huge spike in demand for minimally invasive robotic surgery (MIRS), causing the surgical robot market to experience double-digit growth.&nbsp;
This trendline is set to continue its upward trajectory. By 2025, the number of global MIRS procedures will more than double to 2 million, while the market is predicted to <a href="https://www.gminsights.com/industry-analysis/surgical-robots-market" target="_blank" rel="noopener noreferrer">grow from $5.5bn to over $24bn</a>.&nbsp;
The COVID pandemic has caused an upsurge in the use of robotics in a hospital setting. With medical services being restricted and unprecedented demand being placed on hospitals, robots have proven an efficient, cost-effective method to provide safe and socially-distanced preoperative, intraoperative, and postoperative care.&nbsp;
According to a <a href="https://www.nature.com/articles/s42256-020-00238-2" target="_blank" rel="noopener noreferrer">2020 study by Zemmar, Lozano &amp; Nelson</a>, this rise in robotics &ldquo;may well outlast the pandemic and revolutionize surgical performance and management.&rdquo; With demand for MIRS only increasing, the medtech sector will look for innovative new ways to create surgical robots that are more accurate, dependable, and easy to use.
<h2 dir="ltr">Cybersecurity for medical devices</h2>
One downside in the advancement of smart medical device technology is the threat of increasingly sophisticated cyberattacks.&nbsp;
As the number of medical devices that are integrated with clinical cloud applications increases, so too does the possibility that hackers may gain unauthorized access to data and cause potentially adverse side effects to the patient. Securing patient privacy and safety, then, is of the utmost importance to medtech companies.
Though there have not been any documented cyberattacks on medical devices so far, a raft of regulations has been passed to safeguard against the looming menace. In June 2019, for example, the European Union ratified the <a href="https://ec.europa.eu/digital-single-market/en/eu-cybersecurity-act" target="_blank" rel="noopener noreferrer">Cybersecurity Act</a>, which requires manufacturers to set IT security measures for medical devices and protect against unauthorized access.
The FDA holds manufacturers primarily responsible for managing cybersecurity risk in their products. Moving forward, companies need to act quickly and collaboratively to mitigate cybersecurity risk.&nbsp;
<h2 dir="ltr">The future outlook: an overview</h2>
Ongoing advancements in medical technology and the growth of information sharing through IoT-enabled devices are causing a sea change in healthcare.&nbsp;
Just as changes to working patterns and consumer behaviors have facilitated the need for remote technologies, so has the evolution of the relationship between patients and physicians. As the COVID-19 pandemic demonstrated, the medical device market is more than ready to meet this demand for user-friendly diagnostics and monitoring devices.
The key challenge for the sector is how to best use data to optimize patient outcomes while also safeguarding patient privacy. The success of this goal depends on medical device companies and regulators coming together to build infrastructure with agreed-upon expectations and boundaries.&nbsp;
Governments have a major role to play, too. The U.K. government, for example, has launched incentives (such as <a href="https://www.gov.uk/guidance/pay-no-import-duty-and-vat-on-medical-supplies-equipment-and-protective-garments-covid-19" target="_blank" rel="noopener noreferrer">waiving VAT and import duties on vital medical equipment</a>) to buffer the nation&rsquo;s medical device industry during the pandemic. Beyond COVID, the U.K. aims to become a leader in medical device technology and has pledged to pump tens of billions into the sector in the coming years.
The global medical devices industry is expected to reach a valuation of $612.7bn by 2025, growing at 5.4% CAGR. Thanks to growing consumer demand and technological innovation, we can expect to see high growth in product areas such as wearable healthtech, robotics nanotechnology, and extended reality devices. Artificial intelligence is also facilitating the creation of increasingly sophisticated data-driven algorithms, such as autonomous diagnostics. Despite recent setbacks, opportunities abound for medical device companies of all sizes.
To mirror the convergence of the medical and technology industries, SRG and our sister brand&nbsp;<a href="../../../../../../sitecore/content/lorien/home">Lorien</a>, have partnered to provide a one-touch service for clients at the intersection of their expertise. If you&rsquo;d like to find out more or discuss the wider trends at the heart of the medical device sector and how they could affect your business, you can&nbsp;<a href="../../../../../../contact-us">speak to one of our industry experts here &gt;</a>

Find out how the latest medtech industry trends are continuing to influence, and forge the future of the industry.

MedTech Trends : What Does the Future Hold?

The benefits of hybrid work became abundantly clear over the course of the pandemic, where digital flexible environments enabled laboratory workers to continue essential projects.&nbsp;
Today,<a href="https://www.cv-library.co.uk/recruitment-insight/job-postings-four-day-week-roles-90-employers-seek-new-ways-fill-record-vacancies/" target="_blank" rel="noopener noreferrer">&nbsp;job postings for four-day work weeks are up 90%</a>&nbsp;in the wider recruitment market, as employers compete for talent.
However, as scientific organisations look to the future many are left questioning the long-standing utility of a hybrid work environment.&nbsp;
In this article, I&rsquo;ll explore:
<ul>
<li>What is hybrid working</li>
<li>The key benefits of hybrid working in the laboratory</li>
<li>The importance of technology in hybrid work</li>
<li>How to prepare for hybrid task management</li>
</ul>
<h2>The key benefits of hybrid working in the laboratory</h2>
Hybrid working refers to a work model where employees split their time between working onsite - whether that be in a laboratory, office or workshop, with working at home. While remote and hybrid working models predate 2020, alternative work models gained precedence over the course of the pandemic as lockdowns and isolation periods became the 'new normal'.
Today, hybrid working remains popular for employees and candidates who value a work-life balance. In today's candidate-led market, considering how your organisation could adopt a hybrid working model is essential to effectively compete for talent.
<h2>The key benefits of hybrid working in the laboratory</h2>
<h3>Hybrid work improves productivity</h3>
According to research from the World Economic Forum, where over 12,000 employees in 29 countries provided their perspectives on post-pandemic work,&nbsp;<a href="https://www.weforum.org/agenda/2021/07/back-to-office-or-work-from-home-survey/" target="_blank" rel="noopener noreferrer">65% of employees revealed they were more productive in a hybrid work environment.&nbsp;</a>
The flexibility hybrid work provides can help improve well-being, income, and mobility, enabling lower commuting costs and more autonomy in how employees work. This flexible environment can help drive productivity in individuals who may be commuting long distances or for those who value a greater work-life balance.&nbsp;
<h3>Hybrid work helps candidate attraction and retention</h3>
<a href="https://www.thermofisher.com/uk/en/home/global/forms/industrial/lab-of-future-here.html" target="_blank" rel="noopener noreferrer">64% of lab leaders are currently struggling to attract skilled candidates to their organisation</a>, and&nbsp;<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">35% of UK STEM workers plan to leave their role over the coming year.&nbsp;</a>
In a talent landscape where<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">&nbsp;most global STEM workers derive workplace satisfaction from a strong sense of work-life balance</a>, hybrid work should make up a core part of your talent strategy.&nbsp;&nbsp;
Modernising infrastructure to support a distributed workforce has been cited by laboratory leaders as&nbsp;<a href="https://www.thermofisher.com/uk/en/home/global/forms/industrial/lab-of-future-here.html" target="_blank" rel="noopener noreferrer">the most important factor for futureproofing laboratories today</a>, highlighting the important role hybrid work models play in securing the best talent and remaining competitive in the long term.&nbsp;
<h3>Facilitating wide-scale collaboration</h3>
Hybrid work environments are most often technologically enabled &ndash; an adaptation that lends itself towards collaborating across multiple locations.&nbsp;
While digitally sophisticated labs use cloud-based applications alongside augmented reality to control experimental instruments, cloud-based applications alone still play a powerful role in activating efficient global collaboration in less digitally inclined laboratories.&nbsp;
In an<a href="https://www.nature.com/articles/d41586-022-00729-9" target="_blank" rel="noopener noreferrer">&nbsp;interview with Nature Magazine</a>, Mark Gerstein, Co-Director of Computational Biology and Bioinformatics at Yale explains how his team of 40 co-workers continue to use Zoom and Google Docs to collaborate on projects. Gerstein explains how the hybrid work environment levels opportunities for global co-workers...
<blockquote>&ldquo;NOW EVERYONE IS EQUAL, EVEN OUR COLLABORATORS IN EUROPE OR CHINA. I DON&rsquo;T THINK WE&rsquo;LL EVER GO BACK TO A LARGE IN-PERSON LAB MEETING&rdquo;.&nbsp;</blockquote>
&nbsp;
<h3>Supporting diversity, equity, and inclusion in the lab</h3>
Research conducted over the course of 2020 reveals that&nbsp;<a href="https://www.nationalacademies.org/news/2021/03/emerging-evidence-indicates-covid-19-pandemic-has-negatively-impacted-women-in-academic-stemm-fields-endangering-progress-made-in-recent-years" target="_blank" rel="noopener noreferrer">gender diversity in STEM took a major toll</a> as women faced increasing workloads alongside greater care-giving responsibilities and COVID-19-associated disruptions.&nbsp;
While technology-facilitated hybrid work options enabled continued collaboration and information exchange for women and other under-represented groups over 2020, gendered impacts on science and scientific collaborations persisted as some projects were and remain inflexible to hybrid work.&nbsp;
Embracing hybrid work environments today can enrich and broaden your candidate network, enabling you to reach more geographically, racially, and economically diverse talent compared to those who can be sourced directly within the laboratory&rsquo;s local area. 
<h3>The importance of technology in hybrid work</h3>
The COVID pandemic saw laboratories across the world embracing automation, digital technology, and shift-based schedules to adapt to a newly emerged hybrid model of work.&nbsp;
In this landscape of necessity, digital transformation efforts experienced an increased executive buy-in, resulting in many laboratories benefitting from at least some initial technologies to support hybrid work. Today, the pace of competition demands further evolution, as <a href="https://www.thermofisher.com/uk/en/home/global/forms/industrial/lab-of-future-here.html" target="_blank" rel="noopener noreferrer">69% of lab leaders believe their competitive advantage is at stake without further connection and automation in the laboratory.</a>
While just<a href="https://www.thermofisher.com/uk/en/home/global/forms/industrial/lab-of-future-here.html" target="_blank" rel="noopener noreferrer">&nbsp;37% of automated lab results currently support laboratory environments</a>, digitalisation uptake is on the incline, with&nbsp;<a href="https://www.thermofisher.com/uk/en/home/global/forms/industrial/lab-of-future-here.html" target="_blank" rel="noopener noreferrer">internet of things (IoT) technologies supporting 77% of lab environments today.</a> As adoption increases, laboratories are beginning to pilot more experimental tech, including robotics in traditional bench work.
In this increasingly digital environment, researchers and laboratory technicians are well equipped to manage a hybrid workload, shuffling tasks between both home environments and the laboratory. 
<h2>How to prepare for hybrid task management</h2>
Hybrid task management and allocation should begin with listing specific daily expected tasks on a team-by-team basis.&nbsp;
Once daily tasks have been established, analyse the conditions required to complete these tasks; this could include access to the laboratory, a desktop computer, a quiet space, or video-conferencing software. Then, establish which conditions align with the laboratory and a home office before allocating specific tasks according to their best fit.&nbsp;
For example, sample testing requires the conditions of laboratory equipment, a computer for data logging, and proximity to colleagues and, therefore should occur in the lab. Meanwhile, data analysis requires a quiet space and a desktop computer &ndash; making it well-suited to a home office environment.
Utilise shift-based rotas to ensure that hybrid work can be sustained in a balanced fashion, enabling every employee to benefit from a flexible work environment that suits their tasks and responsibilities in the best way possible.
<h2>Strengthen your talent strategy with SRG</h2>
Find out how SRG can fuel your talent strategy with access to expert candidates across the scientific and clinical industry. We can help you find and hire talent in every field &ndash; no matter how niche.
<a class="button" href="mailto:solutions@srgtalent.com" target="_blank" rel="noopener noreferrer">Click here to get in touch</a>

Explore the key benefits of hybrid working in the lab, and get actionable advice on how to get started with Faye Allison, Chemicals Lead at SRG

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