<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 

<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

<h3>An Introduction to Commercial Recruitment Solutions</h3>
At SRG, as specialist STEM recruitment services providers, we are experts in helping clients find, hire, and retain the very best talent for roles across a variety of industries.&nbsp;
Now, in addition to our existing industry-leading services, we are extending our offerings to provide <a href="https://www.srgtalent.com/commercial-services" target="_blank" rel="noopener">commercial recruitment solutions</a> to provide clients access to a wide and diverse talent pool and a client-centric recruitment process that enables and promotes collaboration, consultation and building stronger business relationships.&nbsp;
Discover how SRG&rsquo;s Commercial Recruitment Services and our expert consultants can help your business navigate the challenging and ever-evolving talent market.&nbsp;
<h3>What is Commercial Recruitment?</h3>
In line with the SRG vision to be a trusted, specialist partner across all aspects of the recruitment process, and provide STEM organisations with best-in-class solutions to meet their every requirement, our Commercial Recruitment Services have been designed to power business growth through the power of expert talent hiring.&nbsp;
Using their knowledge, experience and understanding of the STEM recruitment landscape, commercially and technically, our talent consultants &ndash; and the wider SRG team &ndash; will help you tackle the challenges of digital health and health-tech recruitment, driven by a commitment to finding the right candidate for specialist STEM sectors and roles.&nbsp;
<h3>5 Commercial Services Offered by SRG</h3>
<ol>
<li>Contingency</li>
<li>Statement of Work&nbsp;</li>
<li>Temporary, Contract and Interim</li>
<li>Retained Search</li>
<li>Tailored Solutions, specific to client needs.</li>
</ol>
SRG&rsquo;s Commercial Recruitment Teams, who span the UK, USA, Ireland, and Greater EMEA region, support our commercial service offerings by delving into a wide-reaching, multi-skilled STEM talent network and providing the very best, bespoke recruitment solutions &ndash; even for the most niche requirements. Our commitment to excellence sets us apart from other commercial recruitment agencies.&nbsp;
<h3>What are the Benefits of Commercial Services?</h3>
SRG&rsquo;s clients can expect to benefit from the rewards of creating a collaborative, consultation-led relationship with our dedicated expert consultations, who strive to work closely with every stakeholder to ensure our hiring solutions &ndash; whether it&rsquo;s a niche executive search, or large-scale contract or permanent search &ndash; are tailored to deliver success.&nbsp;
Once we have determined your specific recruitment requirements, you can expect your Commercial Team to discover skilled candidates that match them, whilst providing expert guidance and support through every step of the journey &ndash; taking the strain of what we know can be an often frustrating, time-consuming search for talent.&nbsp;
<h3>The Benefits of Working with SRG:</h3>
<ul>
<li>Clear communication across the process &ndash; both with you as a client, and with every candidate.</li>
<li>Access to the best talent in the Commercial STEM industry.</li>
<li>A powerful candidate attraction strategy, tailored to your organisation.</li>
<li>Support with screening and shortlisting.</li>
<li>Guidance with interviewing, offers and negotiation.</li>
<li>Transparency with you as a client through regular meetings and reports.</li>
</ul>
<h3>Does my Business Need Commercial Services?&nbsp;</h3>
With expertise that spans the STEM spectrum, SRG can provide these services to a wide variety of companies across the industry, supporting their search for the ideal candidates to suit their available roles, their business and build a better future.&nbsp;
Our services can help you discover and hire talent for commercial and management roles in:
<ul>
<li>Business Development</li>
<li>Sales and Account Management</li>
<li>Procurement &amp; Purchasing</li>
<li>Commercial Operations</li>
<li>Commercial Finance</li>
<li>Strategy and Data Analytics</li>
<li>Marketing</li>
<li>Product Management&nbsp;</li>
<li>Digital Transformation and Market Access&nbsp;</li>
<li>Senior Sales and C-Suite Roles</li>
</ul>
<h3>Ready to elevate your recruitment strategy?&nbsp;</h3>
<a href="https://www.srgtalent.com/contact-us" target="_blank" rel="noopener">Contact us</a> to discover how our commercial recruitment services can drive your business forward. Reach out to our expert team to start finding the perfect candidates for your company&rsquo;s needs.&nbsp;

Find out more about SRG’s Commercial Recruitment Services offerings, and how working with an expert STEM recruitment partner can benefit your talent search and your business. 

SRG Commercial Services: The benefits of working with a STEM recruitment partner

<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

Cambridge and London, UK, 16th April 2024:&nbsp;SRG, leaders in life science recruitment, today entered into a partnership with&nbsp;The European Laboratory Research &amp; Innovation Group (ELRIG) UK, a not-for-profit, volunteer-led organisation for the drug discovery community, to support the advancement of science professionals in their careers.&nbsp;
The partnership offers the ELRIG community access to career opportunities and provides organisations of all sizes with SRG&rsquo;s specialist talent solutions to help grow the life science sector. In particular, early career professionals (ECPs) in industry and academia can attend forums and networking events where they can meet, and learn the skills needed to help them advance their careers in drug discovery.
ELRIG brings together academic and biopharma industry experts and thought leaders to exchange ideas and information through the provision of free-to-attend scientific meetings and conferences. Its primary objective is to provide leading-edge knowledge to the life sciences community on an open-access basis. As part of the ELRIG events programme, there are a range of activities designed specifically for ECPs.
SRG, powered by Impellam Group, are experts in finding the specialist skills needed to support biotech and pharmaceutical research. They help life science companies &mdash; from start-ups to big pharma &mdash; to find, attract and nurture emerging talent, and aim to ensure outstanding career prospects for candidates. Together ELRIG and SRG will provide support to life science professionals that will allow them to gain a deeper understanding of the industry, select the right career path, and develop the tools needed to progress, while helping the drug discovery industry to flourish.
Neil Jacques, Client Solutions Director, SRG, said: &ldquo;As technological innovations accelerate, new fields emerge, and competition intensifies, the demand for professionals within STEM industries continues to outpace the available talent pool. Our partnership with ELRIG, an organisation that shares our passion for innovation, will focus on talent enablement, and supporting the advancement of science professionals at each stage of their career. ELRIG&rsquo;s commitment to enabling early talent aligns wonderfully with the work that we perform across the life sciences sector to create opportunities for future generations. Together, we are creating world-class communities that empower individuals and businesses to shape tomorrow&rsquo;s world.&rdquo;&nbsp;
Sanj Kumar, CEO, ELRIG UK, said: &ldquo;ELRIG and SRG have a shared ambition to advance the careers of early-stage professionals in drug discovery. ELRIG will provide the opportunities for ECPs to connect, whilst SRG can help them to expand their skillset and progress in their careers. Building such networks is an imperative as they navigate the myriad of collaboration and career options ahead of them. We are delighted to be working with the team at SRG, who bring 30 years of industry experience supporting scientific endeavours to this exciting collaboration.&rdquo;
ECPs are invited to attend the webinar &ldquo;AI at the Frontier: Empowering Early Career Professionals in Drug Discovery&rdquo; at 1pm BST on 24 April 2024: <a href="https://elrig.org/portfolio/webinar-april-2024-ai-at-the-frontier-empowering-ecps-in-drug-discovery/">https://elrig.org/portfolio/webinar-april-2024-ai-at-the-frontier-empowering-ecps-in-drug-discovery/</a>
For further information about SRG&rsquo;s career opportunities, visit:<a href="https://www.srgtalent.com/job-seekers"> https://www.srgtalent.com/job-seekers</a>
For further information about ELRIG&rsquo;s ECP network, please visit: <a href="https://elrig.org/early-career-professionals/">https://elrig.org/early-career-professionals/</a>
<hr>
About SRG
SRG are industry leaders in Life Sciences, Clinical and Engineering Recruitment and the largest Life Science recruitment agency in the UK. With over 30 years&rsquo; experience of serving the STEM industries, we understand what job seekers and employers are looking to achieve, and what they need to get there. Our industry experts draw on their own technical and scientific backgrounds as they partner with businesses across the life science, clinical and engineering sectors to create impactful staffing and recruiting solutions for any STEM job, in any business.
At SRG, we provide the technical expertise you need to ensure hiring success in any role &ndash; for all levels of experience, no matter how niche. We adapt, flex, and collaborate with our partners across STEM to create powerful recruitment solutions that help people, and businesses unlock their full potential. Whether temporary, contract or permanent, part-time, or full-time, no project or role is too big or small.
Our services include full spectrum staffing solutions, early talent recruitment, Synergy scientific solutions, managed service solutions, executive and technical search. We specialise in areas across Science, Clinical and Engineering, with our core industries including Biotechnology, Chemicals, Food, Drink &amp; FMCG, Medical Technology and Pharmaceuticals.
-
About ELRIG UK 
Since incorporation in 2004, ELRIG has consolidated its reputation as a best in industry UK-based not-for-profit volunteer-led organisation, operated by and for the life sciences community, and dedicated to the delivery of leading-edge scientific meetings and conferences on an open-access basis for optimum accessibility across all levels of its 22,000-strong global community.
The Board delegates its tasks to a series of <a href="https://elrig.org/workgroups/">Work Groups</a>, who work with the ELRIG team to ensure it achieves its objectives.
ELRIG continuously strives to advance its ED&amp;I and sustainability strategic pillars, to both inspire and align with the ESG strategies of its delegates, exhibitors, sponsors and all other stakeholders.
For more information, visit the <a href="https://elrig.org/">ELRIG website</a> or follow on <a href="https://www.linkedin.com/company/elrig/">LinkedIn</a>, <a href="https://twitter.com/ELRIG_UK">X (formerly Twitter)</a> and <a href="https://www.instagram.com/elrig_uk/">Instagram</a>.&nbsp;

Partnership endorses mission to facilitate career progression and support life science industry growth

 SRG and ELRIG UK Announce Partnership to Advance Life Science Professionals in Drug Discovery 

In an increasingly competitive contingent talent market, turning to a managed service programme brings several key benefits to a business.
Whether we like it or not, uncertainty is the order of the day in modern business. Through these times of rapid technological change, global pandemics and wholesale reordering of old business models, getting ahead in the talent game requires an agile, progressive and collaborative approach.&nbsp;
Meanwhile, the contingent or temporary workforce is growing exponentially thanks to the proliferation of and advantages of using freelancing or outsourcing solutions. &ldquo;The new normal&rdquo; may be a phrase we&rsquo;re all sick of hearing, but it certainly applies to flexible working arrangements. According to a recent McKinsey survey,&nbsp;<a href="https://www.mckinsey.com/featured-insights/future-of-work/what-800-executives-envision-for-the-postpandemic-workforce" target="_blank" rel="noopener noreferrer">70% of business leaders</a> plan on hiring more contingent workers after the pandemic than they did before.
For any business with a sizeable contingent workforce, knowing how to ensure employees remain engaged and productive is a make-or-break endeavour.&nbsp;
By calling on the expertise of a managed service provider (MSP) &mdash; a third-party company that takes on responsibility for your organisation&rsquo;s contingent workforce programme &mdash; you&rsquo;ll be able to harness the latest recruitment tech and expertise to give you full oversight of people. You&rsquo;ll also gain a vital strategic partner in the process.
So, what are the main advantages of teaming up with a managed service provider (MSP)?
<h3 dir="ltr">1) Control</h3>
When you engage an MSP, you decide exactly which operations you want managing externally and which ones you want to remain in-house. You will also retain some managerial control and responsibility for the services or processes being outsourced. The MSP, meanwhile, will take over the more time-consuming, complex and repetitive tasks.
<h3 dir="ltr">2) Talent acquisition and retention</h3>
Hiring managers can easily acquire strong talent thanks to streamlined, standardised processes across all suppliers &mdash; driving down time-to-hire.
<h3 dir="ltr">3) Access to new technology</h3>
With the latest recruitment technology evolving so quickly, implementing the most up-to-date tech can be extremely costly. Often, it&rsquo;s simply not commercially viable to invest in single-use technology. With an MSP, however, a business can access the latest tech without having to make huge financial concessions. This will help set you apart from your competitors.
<h3 dir="ltr">4) Visibility</h3>
As part of their technological portfolio, most MSPs are armed with a tailored vendor management system (VMS) that provides regular reporting and a clear audit trail. A good VMS will give you full oversight of the entire contingent labour force &mdash; allowing you to accurately track critical workforce metrics and build a more robust strategic workforce plan.
<h3 dir="ltr">5) Compliance and risk mitigation</h3>
With external experts managing all legislative and governance requirements, you&rsquo;ll be brought up to speed on compliance best practices and ensure your business is fully compliant.&nbsp;
<h3 dir="ltr">6) Supply chain efficiency</h3>
By running all contractor and supplier engagement through a single trusted provider, you&rsquo;ll significantly reduce the administrative burden of having to manage multiple suppliers at once.
<h3 dir="ltr">7) Agility</h3>
With the experience of a managed service provider to call upon, you can better respond to market shifts and be better primed to improve efficiencies &mdash; making your business more agile in the process. By equipping you with more organisational agility and resilience, an MSP partnership will help you find the right talent even when the chips are down.&nbsp;
<h3 dir="ltr">8) Global reach</h3>
For businesses operating in multiple geographies, accessing a steady pool of top-quality global talent can be an issue, particularly when expanding to new locations. If your MSP operates on a global scale, they&rsquo;ll have the capacity and know-how to help you attract, onboard and retain the best people across different domains &mdash; all while complying with local labour laws and adhering to cultural mores.
<h3 dir="ltr">9) Cost savings</h3>
Thanks to predictable pricing models (including outcome-based pricing), reduced third-party recruitment fees and a more strategic approach to recruitment, MSPs help businesses experience significant cost efficiencies. They&rsquo;ll also secure you further cost savings through exercises such as supply base reduction and staffing benchmarking.&nbsp;
<h3 dir="ltr">10) Scalability</h3>
Working with an extensive supplier base, a managed service provider can find you alternative sources of talent when your supply chain fails to deliver &mdash; enabling you to scale your programme up or down according to your immediate business needs.
<h2 dir="ltr">The bottom line?</h2>
An experienced MSP can call upon vast amounts of insider knowledge acquired across multiple sectors. This comprehensive, cross-sector intelligence provides you with real-time data insights into your market, giving you all the tools you need to attract, onboard and retain high-quality contingent labour and drive positive organisational change.
Utilising an MSP is a win-win for any business with a sizeable temporary workforce. By building relationships with your business users to understand the ins and outs of your organisation, the MSP&rsquo;s dedicated team of industry experts manages your suppliers, sources top talent and drives best practice on your behalf &mdash; under your terms.
This content is taken from our Quick guide to MSP: How to partner with the right managed services provider.<a href="https://cdn.sourceflow.co.uk/8a93bdalp5z5tjd4yodomugk3lq4">&nbsp;Download it now for more insights into the business benefits of MSP solutions.</a>

The right managed services provider (MSP) can help drive positive change and growth at your organisation. Here at ten ways how.

10 benefits of working with a managed services provider (MSP)

As you begin preparing for your next interview, you may have noticed that there&rsquo;s no shortage of support for graduates and junior-level professionals, but guidance on how to interview for a higher position can be challenging to find.
While you will likely be familiar with the interview process as an experienced professional, and understand how to showcase your skills and experience, you also need to convince your interviewer that you have the right cultural fit for their organisation. Remember, if you&rsquo;ve made it to the initial interview stages competition can be high, and you'll be up against at least 4-5 other candidates.
Interview preparation can help you stand out and equip you with the knowledge you need to successfully represent yourself in the best way possible. In this article, I&rsquo;ve drawn on my experience working as an executive search expert to compile the most effective interview strategies for senior and executive roles. You can expect:
<ul>
<li>Recommendations drawn from my experience in executive search</li>
<li>Easy-to-follow key strategies to help you learn how to set yourself apart</li>
<li>Evergreen interview advice&nbsp;</li>
</ul>
<h2>Top senior-level interview preparation strategies&nbsp;</h2>
1. Conduct in-depth research We all know research is essential for any job interview, so you can expect your fellow candidates to have done the same. To stand out, you need to conduct in-depth research. This means leveraging your own business network to learn more about the company from the inside, studying recent news, press releases, financial reports, and the company registry. While some of this information is readily available, other aspects such as financial reports and the registry may require you to delve into publicly available records and databases. This step may be time-consuming, but can massively impact your credibility as a potential new leader in the organisation. 2. Look to the future Describe things from the company&rsquo;s perspective (we, our) not from your own (I, mine). When you are talking about the organisation and providing examples, keep your focus on the future, not the past. You can do this by drawing on industry trends and predictions, market changes, and your ambitions for the company &ndash; including what you&rsquo;ll do to achieve them. Of course, it&rsquo;s important that you keep your predictions and ambitions realistic; your potential new company will be interested in how the changes you bring will shape yours and the company&rsquo;s future. 3. Remain strategic When exploring potential new avenues or concepts for the business, don&rsquo;t get down to the most ground level of details. You want to present yourself as someone that is up to date and knowledgeable across every project stage, but your focus must remain on the higher-level tasks you will be responsible for. 4. Vision over the job description Try to understand and embrace the vision senior leaders, and the company have, rather than focusing on the job description. When offered the opportunity to provide your input into the interview, you should bridge into discussing what is yet to happen and the impact you can make to company growth, performance and success. The first tip &ndash; in-depth research - is critical for this. Without understanding where the company is now, it will be harder to make accurate and meaningful projections for your own impact. If you notice you have gone into too many details of previous roles, the conversation will have likely shifted into evaluation mode, where the interviewers will be analysing your behaviour. To bring things back, speak out about your vision for the company, and how it aligns with that of the organisations. This will help the interviewer imagine how your future in the company could support the wider business. 5. Don&rsquo;t be too passive Interviews are always a two-way evaluation process, this is especially the case when it comes to roles at an executive and senior level. Interviews are not just about your knowledge and experience; they are also about understanding how the company operates, how culture is actively cultivated and what that looks like, as well as what business path they&rsquo;re following and whether their journey will be conducive to your career path. The right decision relies on both you and the company getting the right information you need, so it&rsquo;s important that you ask effective questions. Doing this successfully will again rely on the detail and depth of your initial research. Draw on your insight and findings to ask more nuanced questions that help you go deeper in your exchange with your interviews. If you ever notice that your questions are being dismissed, or going unclarified while the emphasis remains on evaluating you alone during the interview, it may be a sign that the company itself may not be the right match. 6. Lead the interview This strategy draws on the point made above. An interview is not an exam, and relies on a two-way exchange. Leading the interview to a degree can be an effective way to demonstrate your leadership capabilities. When you notice you haven&rsquo;t had the chance to cover an important area, create the opportunity to explore it further. Bear in mind, you are interviewing for a senior leadership role, and being able to set the direction of a discussion and handle any turns is an expected requirement for the position.
<h2>Evergreen interview advice</h2>
Preparation for every interview should involve the four key components below. &middot; Research the company and the market they&rsquo;re in &middot; Have an &ldquo;Elevator Pitch&rdquo; prepared, proof-read and ready &middot; Think about your projects, and identify specific examples of your success, and other areas where you have overcome challenges. &middot; Identify your key career achievements
<h2>Looking for your next leadership opportunity?</h2>
Our&nbsp;<a href="../../../../../../clients/search-by-srg" target="_blank" rel="noopener noreferrer">Search by SRG Team&nbsp;</a>are experts in STEM recruitment, and can help you find a role that suits you. Email solutions@srgtalent.com and one of our consultants will be in touch to arrange a call at a time that suits you.&nbsp; About the author:&nbsp;Vlad Babych specialises in finding Medical Experts and PhD qualified candidates for Medical Affairs, Clinical Development and Pharmacovigilance domains Internationally. Specialist Areas:&nbsp;Medical &amp; Clinical Development The typical roles Vlad recruits include:&nbsp;Medical Director, Medical Affairs Lead, Chief Medical Officer, Head of Medical Affairs, Medical Advisor/Manager, Head of Clinical Science, Clinical Lead, Clinical Study Physician, Pharmaceutical Physician, Drug Safety Physician, QPPV and Pharmacovigilance Scientists.
&nbsp;

Prepare for your next senior level interview with expert advice from Vlad Babych

How to Prepare for Senior-Level Interviews: 6 Key Strategies for STEM Leaders

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

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

When embarking on a career journey, there are numerous paths to consider, each designed to equip you with the necessary skills, knowledge, and experience to excel in your desired role and industry.
Apprenticeships are one such path, providing an opportunity to continue learning and development, whilst also gaining practical work experience and a vital understanding of employment and working life.
<h2>What Are Apprenticeships?</h2>
Apprenticeships are structured, work-based training programs that combine on-the-job learning with theoretical studies and essential work-life experiences.&nbsp;
They aim to equip individuals with the skills and knowledge required to succeed in specific roles, industries, and professions. Typically offered in collaboration with companies, talent experts such as SRG, and educational or training providers, apprenticeships enable people to work toward specific qualifications, licenses, or certifications that will help them start and build a career in their chosen field.
As these programs are tailored to meet industry needs, apprentices can be confident that their training will be relevant to their long-term career goals.
<h2>How long are Apprenticeships?</h2>
According to the experts behind&nbsp;<a href="https://nationalapprenticeshipweek.co.uk/apprenticeships-2/">National Apprenticeship Week, a celebration of apprenticeships, apprentices and the impact they have on all industries</a>, apprenticeships last for a minimum of 12 months.
However, the duration of a specific apprenticeship depends on the type, depth, and detail of the program, as well as the level of education, certification, or qualification being pursued.
<h2>Who Can Apply for Apprenticeships?</h2>
In short, anyone! While apprenticeships have traditionally been an excellent option for students transitioning into employment, even individuals who have been employed before can benefit from the skills and opportunities provided by apprenticeships.&nbsp;
So, whether you&rsquo;re a school or university leaver, or someone seeking a career change or simply an opportunity to learn something new, apprenticeships have a lot to offer, to a lot of people.
<h2>The Benefits of Apprenticeships</h2>
Presenting an abundance of benefits, from practical experiences to opportunities to earn a living whilst gaining vital new skills for your chosen career, there is so much value and potential in apprenticeships.&nbsp;
If you&rsquo;re still not convinced, here are some of the key benefits that may showcase apprenticeships as a viable option for your career growth:
<h3>Practical Experience&nbsp;</h3>
Apprentices gain hands-on experience in real-world settings, working alongside professionals in their industry. This practical knowledge is invaluable and often gives apprentices a competitive edge in the job market.
<h3>Earn While You Learn</h3>
Unlike traditional education routes such as college or university, apprenticeships allow individuals to earn a wage while they learn on the job, alleviating the financial burden of student debt.
<h3>Industry-Recognised Qualifications</h3>
Upon completing an apprenticeship, individuals receive qualifications that are highly regarded by employers, opening doors to various career opportunities.
<h3>Career Advancement</h3>
Many apprentices secure long-term employment with their training providers or other industry employers, providing a clear pathway for career progression.
<h3>Personal and Professional Growth&nbsp;</h3>
Apprenticeships enhance not only technical skills but also personal and professional attributes such as communication, teamwork, and problem-solving, which are essential for success in any career.
<h3>Networking Opportunities</h3>
During an apprenticeship, individuals can build a network of professional contacts, which can be valuable for future job opportunities and career advancement.

Whether you’re a school or university leaver, or someone looking for new skills and experiences for the next step in your career journey, apprenticeships could offer everything you need to grow and develop, and much more. 

Understanding Apprenticeships and Their Benefits 

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 

Onboarding is a critical step in the employee lifecycle and research shows that the quality of onboarding has a major impact on the overall job satisfaction and retention of employees. According to survey research, organisations considered in the top 20% in terms of onboarding had 91% first-year retention and 62% of new hires reaching their first-year goals compared with the bottom 30% of organisations which reported 30% and 17% goal completion for the same timeframe.
In a world where we are increasingly having to utilise the virtual options available to us, how can businesses integrate a successful onboarding programme into the virtual world?
Office-based&nbsp; - remote onboarding
In an office environment, the challenges are infinitely less daunting than for laboratory or manufacturing environments. As with all effective onboarding programmes the focus should be on making new hires feel welcome and excited about the business in the right time frame and containing the right information to get them up and running as fast as possible. Making the switch to a virtual platform will require tweaking of usual practices and maybe even timeframes, and a good first step is to really think about what is covered in your existing set up and what purpose it serves. Once you know that the steps and processes are necessary, here are some ideas about how to translate them into the virtual world.
Length of onboarding programme
Spread your onboarding programme over a few days/weeks. This ensures that flexibility can be built into peoples&rsquo; day. It can also be overwhelming to assimilate all the information quickly in a fully remote setting.
Meeting the team
Typical onsite onboarding is peppered with face to face meetings and casual greetings from team members. Think about starting your onboarding process with a live session that covers company culture, values, products and services and ending it with a live session like a Q &amp; A on anything they want to ask about the company, who&rsquo;s who, where to find what etc. Pepper the week with either pre-recorded videos making them feel welcome or quick catch up video call sessions. &nbsp;Consider introducing a buddy system, whereby new starters have a go-to person to ask anything and this ensures they have that immediate friendly face when joining, even if over video or phone. Why lead with company culture? A LinkedIn survey of over 3000 professionals found that 70% of them would leave a company if it had a bad culture and 71% said they would take a pay cut for a company that shares their values and has a mission they believe in. It pays to place an emphasis on your company culture and why it is important to the business.
Get practical
A couple of the most challenging areas for people to get used to when starting a new role, are the systems and filing of a new company. Setting scavenger hunt type activities are an interactive way to get people used to navigating systems and finding the documents they need to get their role done.&nbsp;
Communicate&nbsp;and then communicate some more!
People feel vulnerable in new situations and anxiety levels can be high. Questions around whether they will make personal connections with the team, &nbsp;whether their knowledge will add
value and how quickly they can impress may arise in the individual. To overcome these fears, communication should cover not only the practical but also the social elements of starting a new job. Think about running an online quiz with after-work drinks for example to ensure the social elements are also covered.
Tech
The technical side of virtual onboarding can often be the most challenging. Usually, laptops and any other kit pertaining to the role is handed over on the first day and any configuration can then be set up to ensure a smooth transition into the role. When people are based remotely the tech needs to be sent directly to the team member and this requires extensive and slick comms with the IT team so that software can be configured correctly and in a timely manner for that individual. To ensure the smooth running of this, it could be an idea to set up an online meeting with tech support that lasts the entirety of the download, set up and configuration as often the download stage can lead to further problems and without the onhand support this can cause frustration and delay.
Make it engaging
Interactive elements help to make virtual onboarding more effective. Technology such as Zoom allows you to create break out rooms/groups. This then enables you to create discussion environments around the main speaker session.
Other environments
During times where physical contact needs to be limited (during a global pandemic for example!) onboarding can be a more challenging experience for roles that require a person to be onsite. How do you effectively recruit and onboard where the usual processes are not possible? For some elements of the role: documentation that needs submitting, health and safety policies, company culture, intro to other parts of the business, systems and tech as well as training, the above advice would also apply.
With the use of video technology, the recruitment process has been fully assimilated into the virtual world. Hinterview, Skype and Zoom are some technologies SRG has been using to help clients continue to hire.
If you need any advice on virtual onboarding&nbsp; please get in touch:&nbsp;<a href="mailto:info@srgtalent.com">info@srgtalent.com</a>

A Guide to Virtual Onboarding for the Life Science Industry

In the post-COVID landscape, the talent market looks set to become more challenging than it once was.
As working patterns and skill sets change, having wholesale visibility of your contingent/temporary workforce and the wider talent pool is vital if you&rsquo;re to get the right people, in the right roles, at the right times.
In this introductory guide, we&rsquo;ll talk you through MSP recruitment &mdash; what it is, how it can benefit your business and how to choose the right provider. We'll also help you:
<ul>
<li>Understand the core tenets of a managed service solution</li>
<li>Discover how it can help you attract and retain the best contingent talent</li>
<li>Learn how to get the most out of an MSP recruitment partner</li>
</ul>

Your Guide to MSP

At SRG, we understand the challenges that come with hiring scientific and engineering talent &ndash; whether you&rsquo;re starting and scaling up a business or an established leader in your field. That's why we offer tailored services to best serve our clients' needs.
With over 30 years of experience our team of consultants can provide guidance and support on all aspects of the recruitment process.&nbsp;
<h2>Our Services - Scotland</h2>
As the UK&rsquo;s largest Life Science recruiter, we recognise Scotland is the home of world class innovation as well as housing many STEM start-ups and SMEs.
As a recruitment consultancy, we are proud to offer our clients staffing and recruiting solutions that are tailored to their needs, no matter the size of their business. Our consultants have a diverse range of technical and scientific backgrounds, enabling them to provide bespoke solutions that help create the desired impact.&nbsp; We offer support from the bench to the boardroom, providing a comprehensive service that covers all of the areas required to ensure successful recruitment. Our expertise enables us to source the most suitable candidates and provide the right advice to ensure that our clients can access the best talent.&nbsp; Our consultants are passionate about helping our clients to reach their recruitment goals. Our team works hard to provide personalised solutions that are tailored to each client, making the process as simple and efficient as possible. We are committed to providing the highest levels of service with the ultimate aim of ensuring that our clients can access the best talent.&nbsp;
<img src="https://srgtalent-cm-scprod.impellam.com/-/media/srg/1---new-website/final/insights/expect-to-discover-specialised-costingprice-plans-for-start-ups-access-to-new-phd-and-stem-graduates.png?h=177&amp;w=380&amp;hash=814727DAE0E959E6D181B8E8FA25ECEC" alt="">&nbsp;
If you would like to find out more about how our consultants can help your business, download our guide.
&nbsp;

SRG Scotland

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Changing skills requirements have widened the UK skills gap and generated a competitive talent market, where organisations are paying increasingly higher wages to attract a limited pool of qualified candidates.
To succeed in a rapidly changing and evolving world of work, STEM leaders must not only adapt and reconsider the skills needed to succeed, but the way they source those skills and maintain workforce agility across times of uncertainty.
Early talent strategies pave the way to affordable and sustainable talent pipelines which enable scientific businesses to activate their business strategies and futureproof organisational success.
</div>
</article>
<section class="form-container-section">
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<div class="rich-text-container">
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<h2>Bridge the Skills Gap with Early Talent</h2>
In this whitepaper, we provide actionable guidance, insights, and expertise to support STEM businesses in bridging the skills gap through Early Talent.
Alongside providing strategic advice for Early Talent programmes, we delve behind the priorities, motivations and needs of early talent groups entering the talent market today.
Download to find out:
<ul>
<li>What is an Early Talent strategy</li>
<li>How Early Talent supports STEM workforce challenges</li>
<li>Priorities and motivators for Early Talent</li>
<li>How to power candidate pipelines with Early Talent</li>
<li>Common hurdles in building a successful Early Talent strategy</li>
<li>How SRG can help advise on your strategy</li>
</ul>
</article>
</div>
</div>
</section>

How Early Talent can Help with the Skills Gap

Diversity in the workplace is one of the key drivers of innovative thinking, creativity and problem-solving and an attractive prospect to top talent. To maintain a competitive environment businesses must hire and retain top talent therefore including a D&amp;I agenda within their talent attraction programme is vital. This SRG guide will show you how to:
<ul>
<li>Benchmark and collect data</li>
<li>Bring D&amp;I into your internal &amp; external comms</li>
<li>Ensure diversity is at the heart of your recruitment process</li>
<li>Create a culture of inclusivity in the workplace</li>
</ul>

An SRG Guide to Diversity and Inclusivity

<h2>The Situation: SRG&rsquo;s Early Careers partnership with a leading Global Biopharma Company&nbsp;</h2>
SRG are proud to have worked in partnership with one of the world&rsquo;s leading Biopharma companies since early 2015, providing support for their UK Industrial Placement and end-to-end Early Careers programmes across all their UK sites, including nine manufacturing sites, a global R&amp;D site and the company&rsquo;s corporate headquarters.&nbsp;
The company approached SRG to assist them in centralising the recruitment process for early careers talent. Historically it had been the HR team at each site coordinating the Early Talent programme independently and there was no shared process or way of working. &nbsp;
In 2021, the partnership was further developed to meet growing early careers requirements, with SRG providing a full RPO and Talent Partner service that fully embeds SRG&rsquo;s early careers experience and expertise within the client&rsquo;s own early talent team. &nbsp;
Through this fully integrated, fully managed, and connected RPO programme, which includes a dedicated, fully embedded Talent Partner who is present onsite and virtually when required, SRG are challenged to find and place the very best undergraduates on a Fixed Term Contract within the Biopharma company. &nbsp;
&nbsp;
<h2>The Solution: SRG&rsquo;s full RPO and Talent Partner service&nbsp;</h2>
Building on the experience and knowledge gained through our existing partnership, SRG developed an <a class="customLink" href="https://www.srgtalent.com/business-solutions/recruitment-process-outsourcing-and-permanent-workforce-solutions" target="_blank" rel="noopener">RPO </a>and <a class="customLink" href="https://www.srgtalent.com/business-solutions/early-talent" target="_blank" rel="noopener">Talent Partner service</a> for an end-to-end approach to the organisation&rsquo;s early careers talent requirements. A service that allows SRG to not only work with their expert teams, but as part of them too. &nbsp;
SRG&rsquo;s dedicated Early Careers team, understanding the requirements of the client, their company&rsquo;s values, and the way their people work, are embedded within the biopharma company&rsquo;s own Early Talent Team, supporting them through the entire early talent recruitment process &ndash; from identifying their talent gaps and how to fill them to on-boarding successful candidates. &nbsp;
In line with the client&rsquo;s requirements, and the goals of SRG&rsquo;s dedicated RPO and Talent Partner service, the responsibilities of our integrated Talent Partner and Early Careers Talent experts include:&nbsp;
<ul>
<li>Interacting with Key Stakeholders to gather job details and volumes for each campaign.&nbsp;</li>
<li>Managing the full job advertisement process from sign off through to job posting at go live.&nbsp;</li>
<li>Managing the online application process, with up to 12,000 applicants per recruitment campaign.&nbsp;</li>
<li>Candidate communication management using all methods including video meetings, ensuring all communication is in line with the organisation&rsquo;s communication style and Tone of Voice. &nbsp;</li>
<li>Supporting candidates through online testing stage.&nbsp;</li>
<li>Managing the completed applications and progressing the applicant to the next stage of the process.&nbsp;</li>
<li>Screening applications for successful candidates.&nbsp;</li>
<li>Creating and presenting a shortlist of suitable candidates to Hiring Managers in line with pre-agreed benchmarks.&nbsp;</li>
<li>Organising and facilitating candidate attendance to assessment centres and interviews.&nbsp;</li>
<li>Ownership of Assessor Training ahead of candidate assessment centres.&nbsp;</li>
<li>Managing the offer and rejection process including feedback conversations. &nbsp;</li>
<li>Completing on-boarding and Pre-Employment Screening process.&nbsp;</li>
<li>Reporting on the statistics and data throughout the recruitment campaign and producing a pipeline report detailing the volumes or applications at each stage of the process, along with diversity monitoring.&nbsp;</li>
</ul>
<h2>&nbsp;</h2>
<h2>The Results: Early Careers Solutions in Action at Global Biopharma Company&nbsp;</h2>
Having worked with them in the early careers space since 2015, the SRG Early Talent team understands, and embodies the client&rsquo;s values themselves.&nbsp;
While the way we have worked with this industry-leading company has evolved over the years, our team have drawn on our recruitment expertise in the wider scientific market to create innovative solutions to support different ways of working that benefit the overall programme. We are also equipped for agility, and can flex and scale with changing requirements, while creating a streamlined and positive journey for a high volume of applicants.&nbsp;
With the Early Careers Strategy and RPO Service in place, SRG has taken the lead on the delivery and continued development of this client&rsquo;s Early Talent programme, heading up a project management structure &ndash; which included stakeholders from both companies &ndash; that focuses on efficiency, quality, and cost effectiveness &ndash; whilst still ensuring needs are met and a best-in-class solution is achieved. &nbsp;
The implementation of a dedicated SRG team has maximised engagement and buy-in from stakeholders; and led to the implementation of new supporting technologies and methods.&nbsp;
Programme Stats:&nbsp;
<ul>
<li>Over 12,000 applicants managed each year&nbsp;</li>
<li>Circa 300 candidates placed every year&nbsp;</li>
<li>Working across 4 business areas of the global biopharma company&nbsp;</li>
<li>Supporting 7 UK sites&nbsp;</li>
</ul>
<hr>
<h3>Testimonial</h3>
&ldquo;We always see huge enthusiasm from the Early Talent team at SRG to support new partnerships and initiatives, such as the 10,000 Interns programmes. At short notice, the team stepped in to help us screen and match candidates with opportunities provided by the business, allowing us to place over forty people into internships this summer.&nbsp;
The insight provided by the team also allows us to understand the diversity of our pipeline right through the process, without having to wait for an end of campaign review after the fact &ndash; this allows us to take action to address challenges upfront, rather than after the fact for the following year. &nbsp;
It is the proactivity of the team that impresses me most &ndash; if we see low completion rates on an assessment, the team come prepared with a proposal to address it. We get the same commitment to getting it right as if the team were in-house. I also appreciate the focus put on customer experience; the team are always going the extra mile to make candidates&rsquo; and hiring managers&rsquo; journey as positive as they can be.&rdquo; 
Head of Early Talent Recruitment at a Global Biopharma Company&nbsp;
<hr>
<h2>Need expert help with your organisation&rsquo;s Early Careers requirements?&nbsp;</h2>
<a class="customLink" href="https://www.srgtalent.com/business-solutions/early-talent" target="_blank" rel="noopener">SRG&rsquo;s Early Careers team</a> have extensive, diverse experience working with leading STEM organisations, helping them to find, attract and hire the very best early talent available to help futureproof the workforce of tomorrow, today. &nbsp;
Interested in finding out how our specialist solutions can meet your needs?&nbsp;<a class="customLink" href="https://www.srgtalent.com/business-solutions/early-talent" target="_blank" rel="noopener">Talk to our experts today&nbsp;</a>

Having worked in partnership with them since early 2015, SRG was tasked by a leading Global Biopharma Company to meet their growing early careers requirements through a fully integrated, fully managed and connected RPO and Talent Partner service. 

How SRG Transformed Early Careers Recruitment for a Leading Global Biopharma Company   

The recruitment industry has come a long way from the days of paper CVs and fax machines, as it continues to accelerate alongside expanding businesses in an increasingly global, and interconnected world.
Today,&nbsp;<a href="https://www2.deloitte.com/content/dam/Deloitte/global/Documents/gx-the-great-reimagination-report.pdf" target="_blank" rel="noopener noreferrer">nearly three quarters of CEOs&nbsp;</a>say that labour, and skills shortages pose the greatest disruption to business strategy over the next 12 months. The &lsquo;Great Resignation&rsquo; of 2021 saw<a href="https://www.bloomberg.com/news/articles/2022-05-24/almost-one-fifth-of-workers-set-to-leave-their-jobs-in-next-12-months" target="_blank" rel="noopener noreferrer">&nbsp;47.4 employees in the U.S alone&nbsp;</a>leave their organisations for new roles, while in the U.K 85% of senior leaders reported significant business disruption.&nbsp;
In the STEM sector specifically,<a href="../../../../../../insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">&nbsp;our global survey</a>&nbsp;reveals 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;
In this article, I reflect back on the history and evolution of the recruitment market and look ahead to the priorities leaders should consider to futureproof their talent pipelines. Read on to explore:
<ul>
<li>Key drivers of change in the history of recruitment</li>
<li>How the COVID-19 pandemic catalysed tech in recruitment</li>
<li>What is next for the recruitment industry</li>
</ul>
&nbsp;
<h2>Key drivers of change in the history of recruitment</h2>
<h3>From recruiters working for candidates, to recruiters working for clients</h3>
The late 1970s saw a shift away from recruiters working directly for, and receiving payments from candidates, to working and receiving payments from the client.&nbsp;
From being approached by recruitment agencies to harnessing them for selective requirements, organisations were able to expand their workforces at pace and fuel economic growth.&nbsp; Recruitment organisations now had to approach candidates directly, and &lsquo;sell&rsquo; their client&rsquo;s roles. At this time, this was largely achieved by salary rate, as well as the company&rsquo;s general reputation. Roles were mainly advertised in newspapers, and recruitment consultants relied on telephone consultations and in-person interviews to filter candidates.&nbsp; 
<h3>The history of online recruitment</h3>
While the internet was initially invented in 1983, it wasn&rsquo;t until 1995 that it became well established in wider society, and business. Netscape Navigator, the most popular internet browser at the time, marked a&nbsp;<a href="https://www.scienceandmediamuseum.org.uk/objects-and-stories/short-history-internet#:~:text=Consequently%2C%20the%20number%20of%20websites,around%2010%20million%20global%20users." target="_blank" rel="noopener noreferrer">10 million global user base in 1995</a>, making it a rich source for an accessible network of talent.&nbsp;
The late 1990s consequently saw the first online jobs being posted, marking the beginnings of e-recruitment, which has since become essential to modern-day recruitment 
<h3>Evolution of diversity and inclusion</h3>
When considering the history of the UK, the essential role diverse groups have played over the course of the UK industrial history is irrefutable.
While the world wars notoriously accelerated the number of women in industry, factory, pastoral and agricultural work has always had a core reliance on female labour, and international trade and businesses have long been inherent to the British economy.&nbsp;
It wasn&rsquo;t until 1975 however that the sex discrimination act was passed, while ethnic groups had to wait another year; until 1976, before the race relations act was passed &ndash; both acts protected the groups from unfair treatment in the workplace.
Despite these advances, it wasn&rsquo;t until 1995 that the disability discrimination act was passed, and it was only recently, in 2010, that the equality act was passed, making it officially illegal to discriminate against employees in the workplace based on their:
<ul>
<li>Age</li>
<li>Disability</li>
<li>Gender reassignment</li>
<li>Marriage and civil partnership</li>
<li>Pregnancy and maternity</li>
<li>Race</li>
<li>Religion or belief</li>
<li>Sex/Gender</li>
<li>Sexual orientation. </li>
</ul>
<h3>The rise of employee value propositions</h3>
Employee value propositions or EVPs have been steadily growing in importance alongside expanding skills gaps.
Whereas in the past organisations could rely on the reputation of their brand name, or for newer companies, advertise confidential opportunities, rising competition in the talent market has increased&nbsp;<a href="../../../../../../blog/how-to-develop-a-successful-employer-branding-strategy" target="_blank" rel="noopener noreferrer">the importance of a strong EVP</a>.&nbsp;
In a business climate where companies are now investing in their own people, and actively discussing payrises, career development and actualising their culture, people aren&rsquo;t always as open to leaving their current positions as they once were, clients face a growing need to focus on EVP to attract passive candidates.
According to our&nbsp;<a href="../../../../../../insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">2022 Global Science Employment Report</a>, just under a third of STEM employees prioritise roles that offer a good work-life balance, while over half of respondents would also find employees appealing if they offered an attractive salary and benefits alongside stimulating and challenging work.&nbsp;
Key elements of a strong EVP include:
<ul>
<li>Work-life balance</li>
<li>Representative and actionable DE&amp;I strategies</li>
<li>Fair pay structures and reviews</li>
<li>Career development paths</li>
<li>A strong company culture and purpose</li>
</ul>
<h3>The convenience of recruitment platforms</h3>
While e-recruitment initially surged in the 1990s, it wasn&rsquo;t until the mid-2000s, 2008 to be precise, that the LinkedIn Recruiter tool was launched.&nbsp;
The convenience of the platform, in tandem with its accessibility to global candidate pools has led to a surge in stand-alone recruiters with little experience in the market.&nbsp;
While online recruitment platforms are often harnessed by organisations, and other stand-alone recruitment entrepreneurs in a more nuanced way, &lsquo;head-hunters&rsquo; who used LinkedIn to spam candidates and clients alike are a modern issue that can reduce people&rsquo;s confidence in the effectiveness of the modern recruitment market.
When used by a seasoned recruitment professional, e-recruitment platforms like LinkedIn Recruiter can activate access to diverse talent pools, and exceptional expertise across the world, while enhancing client reputation. 
<h2>How the COVID-19 pandemic catalysed tech in recruitment</h2>
The events of the COVID-19 pandemic and the effects of lock-down reverberated across the world of business, while some organisations shrank, others rapidly expanded, incentivising recruitment organisations to find new, more digitally enabled ways to access talent and connect them to the right organisations fast.
In the world of STEM, where COVID-19 vaccines and diagnostics were key to unravelling the trials of the pandemic, digital recruitment was essential to hire the right candidates at volume. Today, in an increasingly candidate-led and fast-paced market, the digital recruitment trend seems here to stay.
At SRG, we&rsquo;ve harnessed digital recruitment with many of our global pharmaceutical and diagnostic clients, for whom we have utilised&nbsp;<a href="../../../../../../blog/the-3-key-principles-of-an-effective-hiring-strategy-in-stem" target="_blank" rel="noopener noreferrer">digital tools like video-interview technology to effectively hire at pace&nbsp;</a>while preserving organisational culture and driving diversity.&nbsp;
The wider impact of the digitalisation trend in recruitment continues to shape the market today, and has resulted in the following fundamental shifts:
<ol>
<li>Improved access to diverse talent:&nbsp;Disabled, socio-economically disadvantaged, and other diverse groups are less likely to have the means to travel to multiple interviews. Digital interviews offer a way to connect with and hire diverse talent in a realistic, and effective way.</li>
<li>Location has no limits:&nbsp;Candidates can interview easily before they re-locate for positions requiring in-office or laboratory work. Meanwhile for remote, or global organisations seeking talent in a new country, scouting and hiring talent has become far easier.</li>
<li>The pace of recruitment has accelerated:&nbsp;Candidates can complete multiple interviews in one day, accelerating the pace at which companies must structure their own interview process, and react to ensure the best talent is hired.</li>
</ol>
<h2>What is next for the recruitment industry?</h2>
The recruitment industry has undergone several transformations over the last half century, evolving from what was once a manual and in-person led field, to a dynamic, digital and fast-paced industry.&nbsp;
Successfully building a talent strategy for tomorrow relies on ensuring that your recruitment partner can effectively engage with you as a client, and that candidates are effectively committed to your organisation throughout the recruitment process.
Today, and in the future of the recruitment, the onus will be on so much more than the job alone, people want to know about the benefits, the culture, career development, diversity and inclusion rather than just a job description and salary.
It&rsquo;s important to recognise that the shift towards a candidate led market has been largely unprecedented. Organisations need to move past the mind-set of merely increasing salaries, and broaden their perspective to actionably consider how they can create the right working environment for employees, and the right candidate process for their prospective new hires.
<h2>Looking for expert recruitment support?</h2>
SRG have over 30 years of experience in supporting recruitment in organisations across STEM. Our talented consultants are on hand to help you with any of your recruitment challenges.

Delve into the history of recruitment and look forward into what trends the sector can expect in the future

Recruitment: What's Changed and What's Next?

<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 

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
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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?

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

<h2>Challenge</h2>
A global pharmaceutical company was seeking to improve efficiencies across the QC laboratories at one of its UK manufacturing sites. An increased workload, peaks and troughs in resourcing needs, a lack of flexibility and a significant burden on client time to hire, train and retain a large contingent workforce all contributed to the onsite challenges.
<h2>Solution</h2>
Synergy first gained a detailed understanding of the current laboratory set up by performing a thorough gap analysis against current and future skill set requirements, in line with the client&rsquo;s goals and long-term vision.
Findings from the GAP analysis enabled the team from <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solutions</a> to create a project plan with the main goal of introducing a functional service provision (FSP) model rather than contingent workers. Through this model, Synergy&rsquo;s flexible lab services would support testing across all laboratories with clear contract deliverables and governance.
Synergy worked diligently through a TUPE process to transfer existing contingent workers with the right skill sets and the desire to develop their roles into positions with permanent employment contracts. In parallel, Synergy delivered a recruitment campaign utilising SRG&rsquo;s expertise and over 30 years of experience to identify the right individuals for critical roles to fit the new structure. This included an experienced on-site team leader who would take on management responsibility on behalf of the client team, whilst always providing the client with visibility and control.
The second phase of the project involved the identification of cross training and development opportunities to provide more flexibility and agility into the laboratories, and to address fluctuating resourcing requirements.
<h2>Outcome</h2>
By creating an FSP model, a number of key benefits were immediately observed: Reduced complexity through one single supplier
<ul>
<li>Improved retention of staff; employees benefitting from permanent employment contracts, an enhanced reward package as well as specific development plans/cross training opportunities.</li>
<li>Better efficiency by having cross trained individuals who were able to support across multiple laboratories, ironing out peaks and troughs in resourcing demands.</li>
<li>Significant time saving for the client teams as all Synergy team members fully employed and managed by Synergy.</li>
</ul>
<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>

Synergy developed a flexible laboratory resource model for a global pharmaceutical company, improving efficiency by transitioning from contingent workers to a permanent, cross-trained team with enhanced support and reduced flexibility.

Development of a flexible laboratory resource model for a major global pharmaceutical company

80% of open studies on the NIHR clinical research network are set to be delivered on time following&nbsp;<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">a new government initiative</a>&nbsp;to fund clinical research in the UK. This incentive has come at a critical point in the UK&rsquo;s clinical research timeline.&nbsp; <a href="https://www.abpi.org.uk/r-d-manufacturing/clinical-research/an-opportunity-for-growth-clinical-research-in-the-uk/" target="_blank" rel="noopener noreferrer">Over 40%</a>&nbsp;of non-COVID 19 related research was paused during 2020, driving critical delays that have yet to bridged. In the years following the pandemic, as organisations begin to pick up delayed research, trial portfolios have become inflated, resulting in heightened pressure on research teams and a growing need for skilled personnel to deliver these trials. <a href="https://www.bmj.com/content/379/bmj.o2540" target="_blank" rel="noopener noreferrer">The ABPI report</a>&nbsp;that a lack of NHS research capacity in terms of staffing and turnover, alongside slow set up times are the two key challenges facing UK clinical trial research today. This article outlines three essential keys to managing capacity and accelerating timeframes in today&rsquo;s clinical laboratory. Read on to find out more about:
<ul>
<li>Minimising risk when increasing capacity</li>
<li>Adapting at speed to meet variable business demands</li>
<li>Harnessing digitalisation in clinical research</li>
</ul>
<h2>Minimising risk when increasing capacity</h2>
When research projects are navigating funding rounds, increasing staff capacity by hiring employees poses both a challenge and opportunity.&nbsp; Despite additional personnel playing a key role to ensure that the team has the staffing capacity to complete projects successfully, if the funding round is unsuccessful, or finances are generally under projected estimations or for a time limited period, taking on permanent employees under your own headcount can lead to redundancies, and subsequent gaps in research knowledge.&nbsp; This can delay research as time is taken away from the project towards recruitment, and recouping gaps in the team.&nbsp; To minimise this risk while still supplementing the workforce, insourced laboratory services like<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">&nbsp;Synergy Scientific Management Solutions</a>, support scientific teams with insourced trained scientific and clinical laboratory staff.&nbsp; The insourcing model means that your projects can be delivered using our flexible resource of scientists, enabling laboratories to expand without the same budget concerns or risks. Our service also offers improved financial flexibility as our teams can fall under OPEX budgets rather than FTE expenditure.
<h2>Adapting at speed to meet variable business demands</h2>
The scientific skills gap continues to challenge laboratories across the UK and beyond with limited access to talent -<a href="https://www.srgtalent.com/blog/talent-in-clinical-trial-management" target="_blank" rel="noopener">&nbsp;36% of drug developers</a>&nbsp;say that staff shortages are limiting the progress of clinical trials today.&nbsp; Meanwhile, innovation is rife in research, with<a href="https://www.srgtalent.com/blog/pharma-innovation-and-talent-trends" target="_blank" rel="noopener noreferrer">&nbsp;new modalities&nbsp;</a>like cell, gene, immune and mRNA therapies rapidly gaining momentum over the small molecule market.&nbsp; These ongoing innovations are heightening the skills divide between the current clinical workforce, and prospective employees, making it all the more time consuming for clinical research laboratories to successfully find, and hire the experts they need to fuel progress.&nbsp; This challenge is made all the more complex by the fact that many aspects of research are variable depending on the evolving scope of the project, particularly in early clinical research phases. Adapting laboratory recruitment to suit variable business requirements means establishing access to an agile, and flexible staffing solution. <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Services </a>support with this by providing trained teams of expert scientists on-site, while providing the leadership and management support to ensure development, to meet evolving project demands. This bespoke model means you can flex the scale of production according to variable business requirements without the additional add on time needed for permanent resourcing.&nbsp;
<h2>Harnessing digitalisation in clinical research</h2>
The ways in which clinical research is conducted has irrevocably evolved post-COVID.
In 2021,&nbsp;<a href="https://www.nhs-galleri.org/" target="_blank" rel="noopener noreferrer">the NHS-Galleri trial</a>&nbsp;paved the way for the industry&rsquo;s use of healthcare data in rapid, large scale patient recruitment.&nbsp;
<a href="https://www.clinicalleader.com/doc/clinical-research-site-survey-findings-a-year-in-flux-0001" target="_blank" rel="noopener noreferrer">In the same year</a>, clinical research sites approached about new clinical trials using a decentralised model overwhelmingly chose to participate citing previous experience, benefits to patient populations and opportunities to modernise as the primary drivers behind their decision.
In the lab, robotics like those used in&nbsp;<a href="https://www.srgtalent.com/blog/lab-automation-opportunities-and-challenges" target="_blank" rel="noopener">Novo Nordisk&rsquo;s Research Centre Oxford</a>, demonstrate the potential for automation in streamlining work in the lab.&nbsp;
However,&nbsp;<a href="https://www.abpi.org.uk/media/news/2022/january/report-pharmaceutical-industry-needs-more-digital-talent/" target="_blank" rel="noopener noreferrer">recent industry analyses led by the ABPI</a>&nbsp;reveal that skills shortages in informatics, computation, mathematical and statistical skills are significant across the UK clinical workforce &ndash; and competition for qualified professionals is rising.
The global pharmaceutical industry experienced a&nbsp;<a href="https://www.clinicaltrialsarena.com/downloads/whitepapers/events-and-publications/whos-hiring-who-artificial-intelligence-in-pharmaceutical-hiring-activity-in-q3-2022/?utm_source=lgp4&amp;utm_medium=22-169055&amp;utm_campaign=clicks-against-the-whitepaper-hyperlink#globaldata-pharma" target="_blank" rel="noopener noreferrer">63% increase</a>&nbsp;in the number of new job postings related to artificial intelligence in Q3 of 2022, compared to Q2 of 2021.
Harnessing digitalisation effectively without immediate or easy access to talent can be challenging without the right staffing support.
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">The Synergy Scientific Services Management team</a>&nbsp;empower scientific organisations to overcome digital skills shortages with our trained and managed insourced laboratory staff. For every client project, we put together a team of expert staff with the right abilities and skills to achieve target deliverables, while supporting and upskilling professionals without adding to your internal workload.
<h2>Find out more about Synergy Scientific Solutions</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy</a> is a scientific 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 class="button" href="mailto:synergyqueries@srgtalent.com">Click here to get in touch</a>

The Synergy Scientific Services team explore the fundamentals behind managing capacity in today’s laboratory landscape.

3 Keys to Managing Capacity in the Laboratory

A laboratory workflow outlines procedural rules for tasks across every phase of testing, from pre-analytical through to reporting.&nbsp;
<a href="../../../../../../blog/leadership-in-the-laboratory---5-key-strategies-for-lab-management-success" target="_blank" rel="noopener noreferrer">Leaders in the laboratory</a>&nbsp;face the intricate task of managing turnaround times, while also ensuring work at every phase meets required quality standards and regulatory requirements.&nbsp;&nbsp;
Laboratory workflows help leaders by outlining processes that reduce complexity and promote quality. They are often modelled after standard operating procedures (SOPs) and support regulatory compliance.
In this article,&nbsp;we explore:&nbsp;
<ul>
<li>How laboratory workflows can overcome clinical challenges</li>
<li>Steps to improve a workflow</li>
<li>How to overcome a lack of time to enforce lab workflow improvements</li>
</ul>
<h2>Challenges in clinical laboratory management</h2>
Clinical laboratories are playing an increasingly critical role in the quality of patient care, and now provide over&nbsp;<a href="https://www2.deloitte.com/ie/en/pages/life-sciences-and-healthcare/articles/winning-strategies-molecular-diagnostics.html" target="_blank" rel="noopener noreferrer">80% of the healthcare data used by physicians&nbsp;</a>in their practice.
While the demand for diagnostics surged across the course of the COVID-19 pandemic, laboratories have faced technician shortages on top of surmounting financial pressures for some time. Meanwhile, breakthrough research in areas like oncology, immunology and genetics continue to open up new business opportunities, provided laboratories can meet the regulatory requirements and quality standards.&nbsp;
In today&rsquo;s environment, successfully balancing competing operational and financial priorities requires both resource flexibility to&nbsp;<a href="../../../../../../blog/business-continuity-solutions-and-challenges-in-clinical-research" target="_blank" rel="noopener noreferrer">adapt to changing business goals</a>, as well as a strong workflow arrangement to ensure unnecessary complexities are avoided, and that regulations are met.
<h2>How do scientific services support workflow management?</h2>
Unlike CRO&rsquo;s an onsite scientific services business offers laboratories the opportunity to supplement their workforce with professionals that integrate and work alongside teams. Doing so enables the insourced professionals to identify and flag opportunities to reduce complexity across routine processes, and enhance workflow management.
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Scientific Management services</a> offer laboratories&nbsp;<a href="https://www.srgtalent.com/blog/the-benefits-of-outsourcing-laboratory-services" target="_blank" rel="noopener">a range of benefits</a>, including scalability. As a flexible arrangement, professionals can be brought onboard temporarily to meet a new workflow plan for a strategic project, without affecting headcount. Alternatively, scientific services can provide long-term teams that continuously support and bolster the wider team.
What are the benefits of workflow optimisation? We&rsquo;ve listed them below:&nbsp;
<ul>
<li>Improved space allocation</li>
<li>Increased adaptability</li>
<li>Reduced turnaround time</li>
<li>Improved laboratory throughput</li>
<li>Maximised potential of laboratory staff and resources</li>
<li>Reinforced adherence to quality standards and regulatory compliance</li>
</ul>
<h2>3 steps to manage resource constraints with laboratory workflow management</h2>
<h3>1. Prioritise the right workflow</h3>
It&rsquo;s important to ensure that you strategically choose which workflow to optimise.
Start by listing the processes that have the most value for lab output, and the most impact on staff. This might be a common set of procedures that has a big impact on customers, or a specific work area that researchers have found challenging.
Once you&rsquo;ve created a list of the most critical workflows to optimise, communicate it with your wider team and get their input on which workflow would improve and optimise productivity the most.
<h3>2. Identify current workflow challenges and obstacles&nbsp;</h3>
Reducing complexity is at the centre of workflow optimisation.
This stage is about understanding where your key obstacles are before you bring in any resources to overcome the issue.
One way to identify these key obstacles is by monitoring changes in turnaround time to understand where delays are happening the most across the testing process.&nbsp;
<h3>3. Assess capacity to implement optimisation</h3>
Laboratory capacity to realise a new workflow will often rely on renegotiated resources, or redeployment of personnel to more critical areas.
Resource planning can help contextualise your workflow, and help managers understand how they can realistically realise their plan.
Strategically re-allocating personnel, and supplementing resources where necessary, can help improve productivity and reduce operating costs, helping you strike that critical balance between financial and operational pressures.
<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>
<div>&nbsp;</div>

Overcome resource constraints by optimising your laboratory workflows. Read on to find out how...

How To Manage Resource Constraints In Laboratory Workflow Management

Business continuity solutions provide a sustainable route to strengthening resilience and agility across clinical research and the wider pharmaceutical industry.
In a research landscape where ongoing challenges including critical skills gaps, talent shortages and digitalisation hurdles continue to disrupt timelines, actionable business continuity solutions are in high demand. Read on to discover:
<ul>
<li>Top business continuity challenges in clinical research</li>
<li>How to assess risk to your clinical programme</li>
<li>Why upskilling strengthens business continuity</li>
</ul>
<h2>Top business continuity challenges in clinical research</h2>
<h3>1.&nbsp;Talent acquisition and retention</h3>
Global research organisations continue to face growing laboratory technician shortages, with the UK alone requiring&nbsp;<a href="https://healthcare-in-europe.com/en/news/addressing-the-critical-lack-of-skilled-lab-workers.html" target="_blank" rel="noopener noreferrer">an additional 700,000 technicians by 2030</a>.&nbsp; For those organisations that do attract talent, retention poses an additional hurdle.&nbsp;<a href="https://healthcare-in-europe.com/en/news/addressing-the-critical-lack-of-skilled-lab-workers.html" target="_blank" rel="noopener noreferrer">National Technical Development Centre Director, Natalie Kennerly,&nbsp;</a>suggests that graduates are not always &lsquo;work-ready&rsquo; or equipped for the practical processes, and fast-paced problem-solving laboratory environments demand. Meanwhile, insufficient job classifications and an absence of clear career progression are exacerbating difficulties in retaining laboratory technicians. Few organisations are stepping up to combat these issues -&nbsp;<a href="https://ascls.org/addressing-the-clinical-laboratory-workforce-shortage/" target="_blank" rel="noopener noreferrer">merely 39.6% of employers equip lab techs with continued education options</a>.&nbsp;
<h3>2.&nbsp;Skills shortages</h3>
As the wider pharmaceutical industry seeks to digitalise, drug discovery and development research is becoming increasingly high-tech, driving a need for digital skills in the laboratory,&nbsp;<a href="https://www.srgtalent.com/blog/insights-into-stem-skills-shortages-in-the-uk" target="_blank" rel="noopener noreferrer">alongside existing skills shortages.&nbsp;</a> While recent<a href="https://www.abpi.org.uk/media/news/2022/january/report-pharmaceutical-industry-needs-more-digital-talent/" target="_blank" rel="noopener noreferrer">&nbsp;industry analyses led by the Association of the British Pharmaceutical Industry</a>&nbsp;indicate some progress in repairing more general skills gaps across biological and chemical science, there are persisting areas of concern.&nbsp; Priority skill shortages include informatics, computational, mathematical, and statistical skills &ndash; all crucial competencies for a holistic digital strategy.&nbsp;
<h3>3.&nbsp;Increased cybersecurity risks</h3>
Cybersecurity risks are emerging alongside increases in digitalisation and pose the greatest risk of supply chain disruption across pharma. For laboratory leaders, mitigating the risk of cyberattack disruption will involve prioritising both risk and cost when building supply chain networks. <a href="https://www.mckinsey.com.br/industries/life-sciences/our-insights/pharma-operations-the-path-to-recovery-and-the-next-normal" target="_blank" rel="noopener noreferrer">McKinsey&rsquo;s post-covid sector analysis</a>&nbsp;includes the following recommendations: &bull;&nbsp;Consider excess capacity in the global network to enable flexibility &bull;&nbsp;Increase the extent of dual sourcing &bull;&nbsp;Diversify partner portfolios &bull; Adopt near-shore or local strategies
<h3>4.&nbsp;Headcount restraints</h3>
Alongside the complexities of expanding and adapting the workforce to repair skill gaps and strengthen business continuity, headcount restraints often mean increasing workloads, and minimal staff on-site &ndash; a combination that can work against employee retention strategies. Alternatively you can collaborate with a scientific services business, such as&nbsp;<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solutions</a>, where the costs of trained scientific and clinical technicians work at your site and fall under OPEX budgets, and not FTE expenditure, enabling laboratories to expand their personnel and maximise the potential of their laboratory&rsquo;s space and equipment without the same budget concerns, or restrictions.
<h2>How to assess risk to your clinical programme</h2>
Agile and resilient business continuity plans start with holistic risk assessments that activate transparency across both research, and supply chains.&nbsp; These risk assessments provide a nuanced view of where vulnerabilities, and opportunities lie, enabling leaders to both protect, and strengthen resource allocation and management where most relevant.&nbsp;
<h3>Step 1. Identify disruptors</h3>
Identify and list the key disruptors most likely to be faced by your organisation across your critical functions and operations. These could include:
<ul>
<li>Cyber-attacks &ndash; Is there a clear strategy in place to protect data?</li>
<li>Supply chain issues &ndash; Are there single sourcing vulnerabilities?</li>
<li>Research participant safety &ndash; Can you ensure uninterrupted care of research participants or clinical trial patients at investigator sites?</li>
<li>Ability to work remotely &ndash; Are back-up personnel cross-trained to conduct critical tasks?</li>
<li>Monitoring if workers are offsite &ndash; Are employees sufficiently trained to conduct offsite monitoring?</li>
<li>Data integrity -&nbsp; Can you assure that any unplanned reactions (e.g, medicinal transfer from clinical trial sites to patients) will be documented, scheduled and performed to standard?</li>
</ul>
<h3>Step 2.&nbsp; Estimate the probability of occurrence, and the level of impact</h3>
Use risk assessment planning tools, such as a probability matrix, to reliably assess how likely disruptors are to occur, and how severe their impact would be on business continuity. Key risks likely to affect clinical laboratories include:
<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>
<h3>Step 3. Develop strategies for prevention</h3>
Using your findings, develop personalised strategies for prevention based on your company&rsquo;s resources, and the potential impact level of occurrence on business continuity.&nbsp; For those incidents that may be unavoidable, develop a resource of key mitigating measures to minimise consequences and severity of occurrence. These could include seeking additional expertise to supplement existing functions, and bolster resilience, or investing in building them internally. <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Lab Services</a> support clinical laboratories to expand their teams internally while avoiding employment risks and headcount limitations. This is achieved through our insourced teams receiving payment via OPEX budgets rather than FTE expenditure.
<h2>Why upskilling strengthens business continuity&nbsp;</h2>
<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">SRG&rsquo;s 2022 Global Science Employment Report</a> revealed that the skills gap is pertinent for STEM business across the world. 64% of UK STEM workers, 67% of European STEM workers, and 71% of US STEM workers are currently experiencing a skills deficit in their workplace.&nbsp; To be truly successful, business continuity plans should strengthen operating models, and their workforce in tandem, carving new avenues for professional development that align with strategic goals and secure continuity even across times of change. Shifting priorities post-pandemic are driving an increase in hybrid work even in laboratory environments.<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;shows that most STEM employees cite a good work life balance as the most important factor for them at work. However, without appropriate frameworks in place, hybrid models of work can be challenging to accommodate in research contexts. Upskilling and cross-training teams can offer laboratory leaders a reliable way to activate more hybrid opportunities, while preserving research continuity and agility. Meanwhile, as digitalisation and automation become more commonplace in research, laboratory leaders should seek to accommodate improved professional development options for workers to both prepare for emerging skills gaps, and repair existing ones. Doing so will enable your research organisation to keep pace with competitors, and preserve continuity through new technological efficiencies, rather than being hindered by them.&nbsp;
<h2>Synergy Scientific Solutions: providing business continuity solutions for clinical research</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy </a>employ teams of trained scientific professionals who work alongside your staff on-site, providing flexible and agile resource support to repair skills gaps, and power business continuity.&nbsp; Our business model empowers research organisations to package routine high value scientific activities into their scope of work with pre-agreed deliverables, and costs. Our technical teams are equipped with continuous lean training and additional managerial training and development, that enables them to complete routine scientific activities with little error. This frees permanent staff within your clinical business to redirect their attention to ROI generating activities including strategy, and complex scientific analysis, while improving their workload and likelihood for retention.

Looking for business continuity solutions? Get actionable advice to the most critical talent challenges in clinical research today.

Business Continuity Solutions and Challenges in Clinical Research

Pharma supply chain challenges have evolved in recent years, as a result of global events such as the Covid pandemic, shaping a new focus on resilience over service streamlining for organisations in the sector. For example, in 2020, when the pandemic was in its infancy, an overwhelming <a href="https://xcelpros.com/challenges-of-pharmaceutical-supply-chain/)" target="_blank" rel="noopener noreferrer">70% of pharmaceutical leaders experienced supply chain vulnerability</a>, with in-full delivery of medicines decreasing&nbsp;<a href="https://xcelpros.com/challenges-of-pharmaceutical-supply-chain/)" target="_blank" rel="noopener noreferrer">by nearly 50% in the first few months of the year</a>.&nbsp; <a href="https://www.mckinsey.com/industries/life-sciences/our-insights/four-ways-pharma-companies-can-make-their-supply-chains-more-resilient" target="_blank" rel="noopener noreferrer">Research from McKinsey</a>&nbsp;reveals leaders face a growing need to move away from sole sourcing for cost reduction, towards prioritising supply chain diversity, stability, and reliability to combat continued disruption.&nbsp;
Establishing a successful medicine supply chain means conserving lessons learned, and recognising the challenges still left ahead for the industry. In this article, I&rsquo;ll delve into the four, most prominent pharmaceutical supply chain challenges remaining today.&nbsp;
You can expect to discover:
<ul>
<li>The top 4 supply chain challenges facing the sector</li>
<li>Why businesses are utilising scientific services over traditional insourcing options</li>
<li>How you can futureproof your supply chain strategy after COVID-19</li>
</ul>
<h2>Tackling the top 4 pharmaceutical supply chain challenges</h2>
<h3>1.&nbsp;Labour shortages</h3>
Rising competition for talent has led to many businesses being unable to scale at the pace needed to meet the requirements of developing projects. During the pandemic, this became particularly clear as workforce shortages led to bottle necks in the manufacturing process, inhibiting the potential of COVID-19 therapies and diagnostics with a shorter lifecycle.&nbsp;
Some pharma businesses with robust connections into the talent market, had a greater capacity to scale alongside priority projects during COVID-19. However, no matter how effective the recruitment method, most businesses unanimously faced talent shortages, and high levels of competition with other businesses to attract the best talent.&nbsp;
While many organisations choose contractors to counteract recruitment challenges, there remain key disadvantages that hinder efficacy. Most notably, contractor use inadvertently increases admin and onsite management pressures, while driving greater rates of workforce attrition.
Onsite scientific services are proving a successful alternative for organisations across the pharmaceutical sector. Scientific service businesses embed a fully trained team of lab professionals onsite to deliver the work needed, while proactively managing training, ensuring compliance, continuity and back office support (payroll, HR administration).&nbsp;
An onsite scientific service business employs staff directly, reducing customer direct FTE headcount outside of AWR or co-employment risks in Europe. This workforce model reduces attrition, cuts direct and indirect costs, increases efficiency and quality of work and helps remove laborious routine core and non-core activities from the internal workforce.
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solutions </a>provides an example of this service in action.
During the pandemic, Synergy worked with Cignpost Diagnostics, a COVID-19 screening and onsite testing provider, and rapidly grew an agile rapid response team of 300 experts, despite industry labour shortages. Synergy&rsquo;s agile approach and capabilities are in part down to its links to the talent sector. Unlike many other organisations, Synergy is embedded within the SRG group and benefits from direct access to the best talent - this enables Synergy to consistently deliver responsive and scalable workforce support.&nbsp;
<h3>2.&nbsp;Sole provider sourcing</h3>
While sole sourcing of suppliers has typically been attributed to improved cost efficiency, the pandemic laid bare the vulnerabilities it can create for businesses. Relying on a small group of suppliers without supplier diversification can create critical supply chain vulnerability.&nbsp;
A larger network of providers across multiple non-environmentally vulnerable geographic regions can improve manufacturing agility, as well as ensure supply chain continuity across times of uncertainty.&nbsp;Strained global supply chain relations over the course of the pandemic highlighted the growing importance of domestic and local manufacture for most countries and has incentivised governments to take action.&nbsp; In the U.S, the bipartisan act of&nbsp;<a href="https://www.cassidy.senate.gov/newsroom/press-releases/cassidy-brown-introduce-bipartisan-bill-to-create-emergency-stockpile-of-pharmaceutical-ingredients-shore-up-essential-medicine-supply-chain" target="_blank" rel="noopener noreferrer">Promoting Readiness and Ensuring Proper Active Pharmaceutical Ingredient Reserves of Essential Medicines</a>&nbsp;(PREPARE) was introduced in 2021. The PREPARE act aims to both build an emergency supply of key ingredients, alongside incentivising domestic manufacture to build a more resilient domestic supply chain.&nbsp; U.S Senator Bill Cassidy, M.D describes how the act will improve the U.S&rsquo; capability to react to future disruptions in an&nbsp;<a href="https://www.cassidy.senate.gov/newsroom/press-releases/cassidy-brown-introduce-bipartisan-bill-to-create-emergency-stockpile-of-pharmaceutical-ingredients-shore-up-essential-medicine-supply-chain" target="_blank" rel="noopener noreferrer">offical press release</a>, &ldquo;the pandemic has revealed gaping holes and vulnerabilities in our supply chains &ndash; perhaps none more critical than our medical supply chain&rdquo;. He states &ldquo;there is no reason we should be relying on countries like China or India for nearly 90 percent of these critical pharmaceutical ingredients, when we have talent scientists and manufacturers right here&rdquo;.&nbsp; &nbsp; Meanwhile, countries across Europe are following suit. In an agreement between the Austrian government and Novartis&rsquo; Sandoz,&nbsp;<a href="https://www.fiercepharma.com/manufacturing/novartis-sandoz-embarks-eu150m-antibiotics-manufacturing-expansion-europe" target="_blank" rel="noopener noreferrer">Austria's government has agreed to contribute &euro;50 million</a>&nbsp;towards Sandoz&rsquo;s manufacturing upgrades in the country.&nbsp; The agreement sees Sandoz committing to penicillin API production in Europe for the next decade and developing facilities across both Austria and Spain over the next 3-5 years. In Kundl, Austria, Sandoz will develop the last remaining integrated antibiotics production chain outside of Asia. Sandoz will equip its factory with advanced manufacturing technology to produce oral amoxicillin &ndash; a key ingredient in the company&rsquo;s leading penicillin product amoxicillin/clavulanic acid (generic version of Augmentin).&nbsp;
<h3>3.&nbsp;Visibility into supplier risks</h3>
Although some risks across the supply chain are unavoidable, leaders should seek to minimise disruption through maximising risk visibility,&nbsp;<a href="https://www.srgtalent.com/blog/pharma-rd-external-resourcing-strategy-outsourcing-vs-on-site-scientific-services" target="_blank" rel="noopener noreferrer">improving risk management</a>, and investing in advanced manufacturing and&nbsp;<a href="https://www.srgtalent.com/blog/how-ai-drug-discovery-technology-is-transforming-the-biopharma-industry" target="_blank" rel="noopener noreferrer">AI to boost operational capacity to anticipate and react to disruption</a>.&nbsp; A growing number of pharmaceutical organisations are proactively making these investments, including Sanofi. In early 2022,&nbsp;<a href="https://www.sanofi.com/en/media-room/press-releases/2022/2022-01-07-07-00-00-2362917" target="_blank" rel="noopener noreferrer">Sanofi announced a new research collaboration with Exscientia</a>, an AI organisation Sanofi has worked with since 2016. Sanofi&rsquo;s latest collaboration will see a focus on 15 novel small molecule candidates across oncology and immunology. Exscientia&rsquo;s end-to-end AI driven platform will utilise real patient samples and streamline drug discovery while limiting risks.&nbsp; <a href="https://www.sanofi.com/en/media-room/press-releases/2022/2022-01-07-07-00-00-2362917" target="_blank" rel="noopener"> Frank Nestle, Global Head of Research and Chief Scientific Officer at Sanofi&nbsp;</a>describes how, &ldquo;the application of sophisticated AI and machine learning models will not only shorten drug discovery timelines, but will also help to design higher quality and better targeted medicines for patients&rdquo;. Active pharmaceutical ingredient (API) shortages and logistical limitations across the course of the pandemic led to an overall<a href="https://endpts.com/new-house-bill-aims-to-shore-up-us-api-production-in-response-to-pandemic-shortages/" target="_blank" rel="noopener noreferrer">&nbsp;increase in domestic manufacture</a>; enabling more organisations to take greater scrutiny over any vulnerabilities within the supply chain. While many processes still occur on a global scale, international suppliers face growing pressures to boost visibility to remain competitive in an increasingly domestic market, facilitating greater transparency.&nbsp;
<h3>4.&nbsp;Preparation for future disruptions</h3>
COVID-19 is not the only unprecedented event to disrupt the pharmaceutical industry. There are multiple sources for potential future disruption, ranging from climate events, to financial crises. McKinsey estimate future disruptions to the pharma industry are likely to drive&nbsp;<a href="https://www.mckinsey.com/industries/life-sciences/our-insights/four-ways-pharma-companies-can-make-their-supply-chains-more-resilient" target="_blank" rel="noopener noreferrer">a loss of 24% of one year&rsquo;s earnings before interest, tax, depreciation, and amortization every decade.</a> Among the list,<a href="https://www.mckinsey.com/industries/life-sciences/our-insights/four-ways-pharma-companies-can-make-their-supply-chains-more-resilient" target="_blank" rel="noopener noreferrer">&nbsp;cyberattacks and trade disputes pose the greatest risk of supply chain disruption to the pharmaceutical industry</a>. High levels of international trade, alongside international data flows and increasing levels of digitization drive the frequency of these risks. Conducting thorough risk analyses of international suppliers, maximising supply chain visibility and building a geographically diverse supplier network are just some preparatory solutions to safeguard against future disruption.
<h3>Need help future-proofing your supply chain?</h3>
<a href="https://www.srgtalent.com/synergy-scientific-solutions">Synergy Lab Services</a>&nbsp;help laboratories strengthen their supply chains and boost their operational agility with flexible teams, and staffing options who are sourced, managed and developed by us.&nbsp; Powered by SRG, Synergy&rsquo;s unique links to the talent market enable responsive, scalable workforce options to suit every project, no matter how big or small.

Learn how to overcome the top 4 pharma supply chain challenges today with advice from Carol Jennings, Operations Director at Synergy.

How to Overcome the Top 4 Pharma Supply Chain Challenges

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? 

<h3>The smart medical devices industry has exploded in recent years, and with technology developing at a breakneck pace, its influence is set to soar.</h3>
The Fourth Industrial Revolution is gathering steam, and smart medical devices are at the forefront of this charge. Interconnected and integrated with other commercial smart devices, ongoing&nbsp;<a>technological advancements</a>&nbsp;mean that smart medical devices are poised to drive a sea change in how we diagnose and treat diseases in the next decade.
In fact, some say that the smart medical device revolution has already arrived. As&nbsp;<a href="https://www.businessinsider.com/wearable-technology-healthcare-medical-devices?r=US&amp;IR=T" target="_blank" rel="noopener noreferrer">Business Insider</a>&nbsp;recently pointed out, medical devices such as FItBits and wearable blood pressure monitors are now part of the cultural zeitgeist; a familiar sight on the wrists of people all over the world.
So what, then, does the future hold for an industry that&rsquo;s currently worth hundreds of billions of dollars and growing at a rapid rate? In this overview, we look at the implications that the ongoing growth of the smart medical device market will have on global healthcare delivery.
&nbsp;
<h2>How portable and wearable devices are revolutionising healthcare</h2>
What do we mean by smart medical devices? Broadly speaking, the term refers to medical devices that have been rendered portable or wearable thanks to advances in miniaturisation and wireless connectivity. These devices can encompass a range of product types, from activity monitors and smartwatches to wearable patches and smart clothing.
With a slew of key players entering the fray&nbsp;&mdash; including industrial manufacturing giants like Siemens, pharmaceutical big spenders like Hoffmann-La Roche, and a number of medical device startups &mdash; these devices are serving an ever-expanding range of vital uses in healthcare. Whether used in diagnostic and monitoring, therapeutic treatment, injury prevention or rehabilitation, smart medical devices can be life-changing, and, in many instances, life-saving.
Devices such as&nbsp;<a href="https://www.diabetes.org.uk/guide-to-diabetes/managing-your-diabetes/testing/continuous-glucose-monitoring-cgm" target="_blank" rel="noopener noreferrer">continuous glucose monitors (CGMs)</a>, for example, provide invaluable data that&nbsp;offers insight into diabetic symptoms and epidemiological trends, enable healthcare providers to monitor patients in real-time, and generally give people with diabetes more control over their quality of life and treatment.
By optimising the patient-doctor interaction, such devices incentivise patient adherence&nbsp;&mdash;&nbsp;reducing hospital readmissions caused by poorly managed health, freeing&nbsp;up time for health professionals and saving the healthcare industry money.&nbsp;Moreover, the growing datasets gathered from these devices facilitate further advances in burgeoning fields of healthcare such as&nbsp;personalised medicine&nbsp;and gene therapy.
&nbsp;
<h2>Key challenges to overcome</h2>
According to the cardiologist Eric Topol, author of&nbsp;Deep Medicine: How Artificial Intelligence Can Make Healthcare Human Again&nbsp;(2019), the starting point for the development of smart medical devices was the introduction of smartphones&nbsp;&mdash;&nbsp;specifically, the launch of the iPhone in 2007. Considering that this was only 12 years ago, it&rsquo;s unsurprising that the computational power of these devices and the speed at which they have developed is disconcerting to many.
Indeed, as the 2018 Netflix documentary,&nbsp;<a href="https://www.netflix.com/gb/title/80170862" target="_blank" rel="noopener noreferrer">The Bleeding Edge</a>&nbsp;explores, the fast-growing nature of the smart medical device market and the venture capital rush to innovate can lead to &ldquo;devastating consequences for patients.&rdquo; According to critics, devices that pass the US Food and Drug Administration (FDA) 510(k) clearance process are not properly vetted in clinical trials, and devices can often malfunction. This supposed lack of stringent regulation, particularly in the US market, was featured on&nbsp;<a href="https://www.youtube.com/watch?v=-tIdzNlExrw" target="_blank" rel="noopener noreferrer">Last Week Tonight with John Oliver</a>&nbsp;in June 2019.
On a more positive note, Topol&rsquo;s aforementioned book makes the case for further applications of AI in medicine fostering&nbsp;<a href="https://www.theguardian.com/science/2019/jul/07/eric-topol-cardiologist-deep-medicine-artificial-intelligence-diagnosis" target="_blank" rel="noopener noreferrer">big improvements in both healthcare delivery and cost</a>.
&nbsp;
<h2>The global smart medical devices market size</h2>
According to a report by&nbsp;<a href="https://www.fortunebusinessinsights.com/industry-reports/medical-devices-market-100085" target="_blank" rel="noopener noreferrer">Fortune Business Insights</a>, the global medical devices market was worth US$ 425.5bn in 2018. By 2025, the market is expected to reach US$ 612.7bn, with a compound annual growth rate (CAGR) of 5.4%.
Interestingly, various medical devices market reports indicate that the growth of the market in emerging nations is outpacing growth in developed nations. In 2018, the North American market was valued at US$ 169.3bn (40% of the global market share). While this region is expected to hold a significant share of the market in the forecasted period up to 2025, growth in the emerging Asia-Pacific region is anticipated to be faster due to increasing per capita income, an ageing population, more widespread disease awareness and improving health infrastructure.
&nbsp;
<h2>Some future trends to look out for in the smart medical device industry</h2>
<h3>1) The outsourcing of R&amp;D to smaller businesses</h3>
With the emergence of disruptive new players, personalised technologies, and constantly evolving regulatory requirements, various medical device manufacturers that deploy traditional R&amp;D strategies are finding their methods ineffectual in retaining a competitive advantage.
In response, many businesses are increasingly outsourcing their R&amp;D efforts to organisations outside the industry that specialise in&nbsp;<a href="https://www.mpo-mag.com/issues/2019-01-01/view_features/valued-rd-the-transformation-of-medical-device-research-and-development/" target="_blank" rel="noopener noreferrer">value-driven product development</a>.&nbsp;Calling on outside help in R&amp;D (and thus gaining access to advanced technologies) can minimise risk, reduce time to market and ensure quality innovation. Outsourcing can prove especially beneficial to medical device startups, who may lack the funding or expertise to safely develop a product from ideation to commercialisation.
According to Steve Maylish, chief commercial officer of Fusion Biotec Inc., &ldquo;Today there&rsquo;s a push to save money and provide value in healthcare, but it&rsquo;s difficult to provide that value by iterating existing designs. Looking for outside expertise makes so much more sense now, because there is so much more technology.&rdquo;
The global medical device outsourcing market alone is expected to be worth US$ 193.6bn by 2025.
&nbsp;
<h3>2) Effective partnerships between tech giants and digital health players</h3>
"Partnerships in the health continuum bring together an ecosystem of players who can contribute to a final healthcare solution for customers."
&mdash;&nbsp;Maaike van Velzen, head of IP portfolio management at Philips
With a long-standing culture that emphasises innovation and speed, big tech companies like Google, Amazon and Apple are increasingly making inroads into the &ldquo;digital health market.&rdquo; Such an approach is often at odds with the rigorous development process needed in the medtech industry, however. Aside from&nbsp;<a href="https://www.cbinsights.com/research/apple-healthcare-strategy-apps/" target="_blank" rel="noopener noreferrer">Apple</a>, the big tech giants have often found it difficult to translate product ideation into successful medical devices.
The solution? Medical device manufacturers such as Dexcom are&nbsp;<a href="https://www.cnbc.com/2019/08/02/why-alphabet-amazon-and-apple-are-all-working-on-diabetes-tech.html" target="_blank" rel="noopener noreferrer">teaming up with tech companies</a>&nbsp;to meet the growing demand for smart devices, optimise the R&amp;D process and improve healthcare delivery. According to a new Deloitte study, the medical device market of the future will be characterised by&nbsp;<a href="https://www.healthcareitnews.com/news/deloitte-sees-future-more-partnerships-between-health-and-consumer-tech" target="_blank" rel="noopener noreferrer">the convergence of health and consumer tech</a>.
Indeed, initiatives such as&nbsp;<a href="https://www.healthcareglobal.com/technology/flex-partners-google-launches-brightinsight" target="_blank" rel="noopener noreferrer">Google Cloud&rsquo;s much-publicised partnership with Flex</a>, a Healthcare Information &amp; Management Systems Society (HIMSS) manufacturer, appear to herald a more collaborative marketplace.
However, with some voicing concern that the intervention of the big tech players may saturate the industry (hundreds of new patents are being filed as we speak), medical device companies will need to ensure that they do not infringe on patents from other industries when incorporating tech-based innovations to their products.
&nbsp;
<h3>3) More stringent regulation</h3>
In response to the ethical concerns related to the 510(k) FDA clearance process, medical device manufacturers and their partners are increasingly implementing processes to ensure they meet global compliance standards &mdash; particularly in regions that do not have regulations as strict as&nbsp;<a href="https://www.medtechdive.com/news/disruption-of-the-year-eu-regulatory-overhaul/541788/" target="_blank" rel="noopener noreferrer">those in the EU</a>.
Medical-grade Internet of Things (IoT) platforms such as Flex&rsquo;s&nbsp;<a href="https://brightinsight.com/brightinsight-platform" target="_blank" rel="noopener noreferrer">BrightInsight</a>, for example, enable companies to&nbsp;securely manage and analyse data from various medical devices within a regulatory-compliant environment. BrightInsight&nbsp;<a href="https://www.prnewswire.com/news-releases/brightinsight-raises-25-million-to-enhance-its-regulated-digital-health-platform-and-accelerate-global-commercialization-300912084.html" target="_blank" rel="noopener noreferrer">recently raised $25 million</a>&nbsp;to enhance its regulated platform and &ldquo;accelerate global commercialisation&rdquo;, demonstrating the industry&rsquo;s commitment to integrate products to a regulated global healthcare ecosystem.
&nbsp;
<h2>Conclusion</h2>
As we enter the 2020s, global demand for emergent technologies such as AI, blockchain and advanced analytics is poised to skyrocket. With health challenges such as an ongoing rise in chronic diseases and an ageing population in the developed world, as well as&nbsp;malaria, tuberculosis, HIV/AIDS and non-communicable diseases (such as malnutrition) in developing countries, it&rsquo;s not difficult to see why.
It&rsquo;s important for market players to remain vigilant, however. Disruptive new startups will emerge to take a share of the pie, and further innovation will propel the wider healthcare industry into unprecedented territory.
As criticisms of the 510(k) FDA clearance process have demonstrated, new technologies can often bring unknown risks to users. However, with the latest trends in the smart medical device market geared towards increased collaboration and greater safety measures, the outlook is a promising one.
Though it&rsquo;s too early to predict the full impact they will have on society, smart medical devices are set to revolutionise patient care for the better.

The smart medical devices industry has exploded in recent years, and with technology developing at a breakneck pace. The influence of medical device developments is set to soar in the STEM and clinical industry.

What is the Future of the Smart Medical Devices Market?

Outsourcing pharma development is on the rise &ndash;&nbsp;<a href="https://biopharma.co.uk/intelligent-freeze-drying/the-era-of-pharma-and-biotech-outsourcing-is-here-to-stay/" target="_blank" rel="noopener noreferrer">75% of the new drugs pipeline is currently outsourced</a>, consuming two-thirds of annual development spending.&nbsp;
The global pandemic accelerated commitments to invest in outsourcing, as new product launches and demand surges rose. Amidst the turbulence,<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;many companies developed a trigger event approach</a> to development and manufacturing, where M&amp;As, capacity constraints, new product launches, or even regulatory changes drove a reactive, rather than proactive and holistic strategy.&nbsp;
Today, weakened by the knock-on effects of this reactionary approach, the&nbsp;<a href="https://www.srgtalent.com/blog/how-to-overcome-the-top-4-pharma-supply-chain-challenges" target="_blank" rel="noopener noreferrer">pharmaceutical supply chain</a>&nbsp;needs a renewed strategy to bolster resilience.&nbsp;
Many pharmaceutical organisations have been left with a dispersed global network of subscale manufacturing sites, and contract research organisation relationships in dire need of optimisation.&nbsp;
In a climate of resilience and optimisation, is outsourcing still the right approach?&nbsp;
Read on to find out:
<ul>
<li>Why pharma companies use third-party services</li>
<li>5 questions to ask before outsourcing pharma</li>
<li>What other options are available?</li>
</ul>
<h2>Why do pharma companies use third-party services?</h2>
Mounting price pressures, changing regulatory requirements, and the need for agility and innovation are all factors driving more pharmaceutical organisations to turn to third-party services.
Choosing the right external service provider is one of the defining actions behind the success of your development and manufacturing strategy, as expert support and guidance - <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">such as that provided by Synergy's Scientific Service Management Solutions</a> - affords an opportunity to forge strategic relationships and unlock access to specialist laboratory services. This in turn allows more time to focus on core competencies, whilst also reducing burn rates and costs.
While outsourcing is one of the most well-known models for third-party support, it does have its limitations, some of which include:
<ul>
<li>Delays in recruitment</li>
<li>Risk and compliance complexity</li>
<li>Increases to capital budgets</li>
</ul>
In the next section, I&rsquo;ll explore some of the key questions to consider before you initiate or expand your outsourcing network.&nbsp;
<h2>5 questions to ask before outsourcing pharma</h2>
<h3>1.&nbsp;Is outsourcing strategically appropriate for your company?&nbsp;</h3>
Take the time to consider how outsourcing will slot into your wider manufacturing strategy. Consider&nbsp;<a href="https://www.srgtalent.com/blog/pharma-rd-external-resourcing-strategy-outsourcing-vs-on-site-scientific-services" target="_blank" rel="noopener noreferrer">what risks, and benefits outsourcing will bring</a> to suppliers, your customers and market, and other external service providers, and how they counterbalance with ROI.&nbsp;
Is maximising external capabilities essential, or would a mix of both external and third-party internal support help to enable more core processes and key performance indicator (KPI) achievement?
<h3>2.&nbsp;Are your prospective partners reliably flexible and agile?</h3>
An agile, and flexible manufacturing process is one that allows prompt response to change while adhering to regulatory guidelines.&nbsp;
If your organisation is undergoing a period of change where new tests, instructions or standard operating procedures are being introduced, traditional outsourcing providers may add another layer of complexity, as all new information will need to undergo validation across both your own internal teams, and the additional outsourced location. Traditional models can contribute to time delays, and add to the risk of liability and communication issues. Valuable external service providers have a proven track record of agile and flexible manufacturing support where KPIs are still met &ndash; even across times of rapid change.
<a href="https://www.srgtalent.com/synergy-scientific-solutions">Synergy's Scientific Management Service Teams&nbsp;</a>accomplish this by providing trained teams of scientists on-site, while providing the leadership and management support to ensure their development, without adding to your internal workload. This bespoke model means you can flex the scale of production, and introduce new procedures in a more gradual, and powerful way onto existing methods of working &ndash; removing communication barriers and enabling a more direct validation process.&nbsp;
<h3>3. Do you have the capacity to manage the outsourcing transition and maintenance?</h3>
Companies can unlock the most value from outsourced teams with dedicated capabilities and governance.&nbsp;
It&rsquo;s important that someone from within your organisation (or a team of people), is on hand to:
<ul>
<li>Co-ordinate and manage due diligence site visits</li>
<li>Provide management support for organisational change management</li>
<li>Perform periodic risk and compliance audits</li>
<li>Benchmark operations and identify potential areas for optimisation</li>
<li>Ensure incentives are aligned and that KPIs are met</li>
<li>Report progress to executive teams</li>
<li>Establish a clear decision-making process to help align micro-decisions and ongoing governance with wider business strategy.</li>
</ul>
<h3>4. Can you preserve end-to-end supply chain transparency?</h3>
<a href="https://www.mckinsey.com/industries/life-sciences/our-insights/four-ways-pharma-companies-can-make-their-supply-chains-more-resilient" target="_blank" rel="noopener noreferrer">25% of pharma executives</a>&nbsp;say that a lack of visibility into supplier risks is a significant reason behind organisational disruption.&nbsp;
While supply chain risks can be unavoidable, pharmaceutical companies can minimise the potential of disruption by optimising their network of external partners.&nbsp;
Leaders can do this by mapping their suppliers across each tier for a clear, end-to-end view of the entire supply chain, before noting vulnerabilities.&nbsp;
Next, leaders should seek out extra resilience metrics around:
<ul>
<li>Data security</li>
<li>Finance</li>
<li>Operations</li>
<li>Organisational maturity</li>
<li>Regulation</li>
<li>Reputation</li>
<li>Structure</li>
</ul>
Notably, details around exposures beyond supply, including information about regions and climate change, product delivery, and storage are imperative in pharmaceutical manufacture. Small disruptions to transportation can jeopardise the utility of medication; these disruptions are more likely in areas that are prone to climate change and its effects.
<h3>5. How will you maintain executive focus?</h3>
An effective manufacturing strategy combines all external and internal aspects of the manufacturing network most efficiently and appropriately, while accommodating the needs and requirements of strategic partners.
Executive focus is key across not only planning and approval of outsourcing strategy but also implementation. Executive involvement drives the holistic strategic vision behind the outsourcing initiative and adds a crucial layer of value to decision-making to accelerate progress.
Establishing a clear structure to ensure that executive buy-in and attention are maintained across the course of the project can help speed up project progress and bolster the success of your external sourcing strategy.
<h2>What other options are available?</h2>
Resilient pharmaceutical development and manufacturing strategies are customised and optimised to maximise ROI and KPI achievement. This often means combining outsourcing with support from other third-party providers to strengthen efficiencies across the business.
While outsourcing can deliver niche technical expertise and technology to accelerate drug development,&nbsp;<a href="https://www.srgtalent.com/blog/the-benefits-of-outsourcing-laboratory-services-to-a-scientific-solutions-provider" target="_blank" rel="noopener noreferrer">hybrid insourcing models combine the benefits&nbsp;</a>of cost efficiency and resourcing strength to return time to critical internal functions.&nbsp;
At&nbsp;<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy</a>, our scientific services model equips our clients with a team of trained scientists who work on-site, while being managed and developed by us to help clients optimise and improve their processes.&nbsp;
We&rsquo;ve helped some of the largest pharmaceutical organisations in the world strengthen their agility and internal capabilities, by providing comprehensive support models including technical lab operation support, baseline lab operation support, and analytical services all while supporting quality control functions.
<hr>
<h2>Find out how Synergy could help you</h2>
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>

Considering outsourcing pharma development or manufacture? Neil Jones explores 5 essential questions to ask before you outsource.

Outsourcing Pharma - 5 Questions for Leaders to Consider

<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solutions</a>' International Capabilities played a pivotal role in building a successful drug development team working across several Client sites in Europe.
<h2>Challenge</h2>
With an increase in its product development portfolio and limitations affecting its laboratory facilities across Europe, a global Vaccine company were struggling to optimise available laboratory space and provide an efficient and cohesive environment for its existing R&amp;D team who were based in three countries. Development was behind schedule and existing internal management teams had limited capacity to ensure effective management and training of any new scientific staff.
<h2>Solution</h2>
Synergy&rsquo;s strategic approach to addressing the client&rsquo;s challenges included a GAP analysis from which a set of deliverables were defined. This process facilitated the rapid recruitment of 15 <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy scientists</a> through the company&rsquo;s international capabilities, ensuring compliance with national legislations throughout.
Multi-lingual recruiters played a key role in finding candidates with the necessary technical and soft skills that would meet client needs. Additionally, appointing a Senior Scientist/Team Leader at each site ensured effective workload management and team cohesion.
To support the development timeframes, tailored training programs and regular virtual meetings were established to enable alignment and ensure remote collaboration and effective time management. Within the strict regulatory framework, laboratory facilities, equipment utilisation and processes were also examined to identify any areas for improvement to enable better efficiency.
<h2>Outcome</h2>
The implementation of <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Laboratory Services</a>' innovative approach enabled several key benefits and changes to the way the client operates and performs, including:
<ul>
<li>The creation of agile teams capable of rapid adaptation to changes in the drug supply chain &ndash; crucial for meeting the complex regulatory and logistical challenges of multi-country drug development.</li>
<li>The integration of Synergy teams within the client's lab facilities significantly reduced backlog and enhanced lab space efficiency, allowing stakeholders to dedicate more time to strategic goals.</li>
<li>The oversight of a Synergy European Operations Director, coupled with a robust governance framework, ensured the client had clear sight of the project's deliverables.</li>
<li>Financial transparency and adherence to the budget through a fixed monthly fee further underscored the project's success.</li>
</ul>
<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>

Synergy's international expertise established a successful drug development team across Europe, optimising lab space, improving efficiency and meeting deadlines through strategic recruitment and tailored training programs.

Europe Case Study: Enhanced Efficiency for R&D Lab Teams

<h2>Importance of drug discovery and development</h2>
Drug discovery and development is a complex, and ever-evolving process that can take<a href="https://www.researchgate.net/publication/263049629_Drug_Development_and_Discovery_Challenges_and_Opportunities" target="_blank" rel="noopener noreferrer">&nbsp;between 8-12 years</a>&nbsp;and cost on average,&nbsp;<a href="https://www.cbo.gov/publication/57126" target="_blank" rel="noopener noreferrer">over &pound;1 billion</a>. On top of this already astronomical amount, regulatory pressures on new drug approvals, and payor influence on drug pricing add extra costs that make establishing a reliable revenue increasingly challenging in the sector.
However, financial pressures aren&rsquo;t the only hurdle scientists must overcome; a successful drug discovery strategy relies on understanding patient need, as well as current and future competition.&nbsp;
To navigate this complex landscape and successfully provide patients with life-saving medication, researchers must optimise and improve their processes wherever possible to ensure innovation continues at pace in a cost-effective, and sustainable manner.
In this&nbsp;<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy</a>&nbsp;article, we will explore 5 of the most critical challenges faced by the pharmaceutical industry and provide ways to strengthen organisational efficiency without causing costs to spiral. 
<h2>1.&nbsp;An absence of people management expertise</h2>
Strong business and management skills are critical across any project; including those involved across drug discovery and development.
In industrial settings, a lack of business and management skills can lead to errors and delays in research and culminate in a high financial cost.&nbsp; At the crucial early stages of drug development, scientists in the workplace should not only have a wide range of subject matter expertise, but additional experience in assisting with the planning and conducting of toxicological and pharmacokinetic studies in a Good Laboratory Practices (GLP) environment.&nbsp;
This means equipping scientists with a range of business and management skills to help limit risk, and maximise the potential of the wider team and the project itself.
<a href="https://www.northeastern.edu/graduate/blog/professional-skills-science/" target="_blank" rel="noopener noreferrer">Jared Auclair, Director of the Biopharmaceutical Analysis Laboratory</a>&nbsp;(BATL) notes that industrial pharmacy is placing a growing onus on soft skills and company culture.&nbsp;
He describes 7 main business skills for scientists today, these are:
<ul>
<li>Communication</li>
<li>Teamwork</li>
<li>Business Acumen</li>
<li>Self-Motivation</li>
<li>Adaptability</li>
<li>Management Skills</li>
<li>Critical Thinking and Problem Solving</li>
</ul>
Implementing development opportunities to build these skills can help improve business agility, minimise risk, and maximise the potential of every scientist.
Revising science modules to include business skills may be a good solution in the long term. According to&nbsp;<a href="https://www.science.org/content/article/business-principles-basic-researchers" target="_blank" rel="noopener noreferrer">Associate Dean of the University of Alabama and ex-virology researcher Jeffrey Engler</a>, the students and postdocs he works with on his scientific business training course are &ldquo;excited about combining research with teaching, mentoring and business&rdquo;.
Meanwhile, the scientists that take the course report that the business skills &ldquo;give them more confidence and a greater sense of purpose about their work&rdquo;.
<h2>2.&nbsp;Simultaneous responsibility to identify novel hits, and enable traditionally intractable targets</h2>
As patent expirations rise, organisations across the pharmaceutical sector face a growing need to replace their key revenue generators with new drugs.&nbsp;
This competitive environment results in a joint focus between both identifying novel hits, and developing new ways to enable traditionally intractable targets. Accelerating the discovery and optimisation of high-quality disease-relevant starting points means evolving traditional screening systems and translational assays to minimise late-stage drug attrition.&nbsp;
While traditional outsourcing methods support with the workload involved across the drug discovery process, they can put IP at risk, as well as raise overall costs.&nbsp;Technological advances such as<a href="https://www.srgtalent.com/blog/how-useful-is-ai-in-medical-research" target="_blank" rel="noopener noreferrer">&nbsp;AI software for hit identification&nbsp;</a>can provide accurate, efficient support.
However, there remain barriers to successful digital implementation, an&nbsp;<a href="https://www.gov.uk/government/publications/made-smarter-review" target="_blank" rel="noopener noreferrer">industry-led review sponsored by the UK government</a>, reveals that data security, IP theft and cybersecurity remain key barriers to digital success.&nbsp;
<h2>3.&nbsp;Rising cost pressures</h2>
Cost efficiency is a core area of focus across the pharmaceutical industry, and yet is notoriously challenging to control.
With every new drug taking over a decade to develop, and&nbsp;<a href="https://www.cbo.gov/publication/57126" target="_blank" rel="noopener noreferrer">merely 12%&nbsp;</a>of drugs that enter clinical trials being ultimately approved for introduction, drug discovery and development can be an uncertain and expensive process.&nbsp;
Clinical trial delays during the COVID only amplified this situation, resulting in rising costs with no real financial return. As a result, there was&nbsp;<a href="https://www.srgtalent.com/blog/msp-vs-ssp-what-are-the-differences" target="_blank" rel="noopener noreferrer">a shift in priorities away from traditional outsourcing methods</a>, towards insourcing teams to maximise laboratory space and equipment without excess cost.&nbsp;
Meanwhile, technology-enabled clinical trials are growing in popularity; these decentralised trials are powered by smart devices and enable research to continue without increasing patient risk over COVID.
<a href="https://www.mckinsey.com/industries/life-sciences/our-insights/no-place-like-home-stepping-up-the-decentralization-of-clinical-trials" target="_blank" rel="noopener noreferrer">Research from McKinsey&nbsp;</a>reveals that before the pandemic, only 38% of pharma and CRO&rsquo;s expected virtual trials to be a major component of their portfolios. In 2020, 100% of the same organisations described a commitment to virtual trials as a major component.
<h2>4.&nbsp;Hiring freezes</h2>
While necessary for budget management, headcount limitations can pose a challenge for time-sensitive projects where many scientists are required over an intense, but short time frame.
Mass investments in breakthrough therapies such as new oncological drugs can exacerbate research capacity, leading to organisations turning for additional support.
However, there are hurdles to overcome when collaborating with or purchasing support from an external provider.&nbsp;
While partnerships with academic research organisations can often come at a lower price, few academic institutes (especially in the US) are GLP compliant, meaning that data from these institutes cannot be presented to the FDA. Furthermore, these groups are often relatively small, and are not always equipped to deal with research co-ordination for drug development.
CROs are a popular option and ideally work as operational and strategic partners, alleviating pressure from internal teams.&nbsp; However, holistic partnerships depend on both internal, and external team members proactively coordinating and communicating in separate, and busy research environments. CRO&rsquo;s can also inadvertently increase the time it takes to make decisions, causing critical delays that damage relationships with investigators.
An external provider should be chosen based on their capability to accomplish high-quality work at a lower cost &ndash; rather than out of time pressure.
<h2>5.&nbsp;Medicine supply issues and shortages</h2>
Active pharmaceutical ingredients (API) shortages, and delays in the pharmaceutical supply chain have posed significant challenges to drug discovery and development.&nbsp; Furthermore, prescription demand globally continues to fluctuate.
<a href="https://pubmed.ncbi.nlm.nih.gov/33793663/" target="_blank" rel="noopener noreferrer">Research from the US</a> shows that in recent years patients with chronic diseases were likely to discontinue medication therapies, and that far fewer than normal new patients took medications that were vital to their care.&nbsp;
<a href="https://fmch.bmj.com/content/9/3/e001143" target="_blank" rel="noopener">Meanwhile, in the UK</a>&nbsp;an overall increased prescribing of several medications was observed in primary care &ndash; especially among treatments for chronic health conditions. However, while end-of-life prescribing faced a dramatic spike, medications that were previously high-volume such as contraceptives, travel-related vaccines, as well as medications for dementia and Parkinson&rsquo;s declined.
In Europe,&nbsp;<a href="https://www.eu-patient.eu/globalassets/covid19-survey-report_final.pdf" target="_blank" rel="noopener noreferrer">research conducted by the European Patients Forum&nbsp;</a>reveals that 49% of patients faced treatment delay, and 12% experienced treatment discontinuation.&nbsp;
<a href="https://www.thelancet.com/journals/lanepe/article/PIIS2666-7762(21)00076-4/fulltext" target="_blank" rel="noopener noreferrer">Further examinations from the World Health Organisation</a>&nbsp;highlights a major disruption to non-communicable diseases (NCD) services. Medications for conditions such as hypertension, type 2 diabetes, cardiovascular, mental health and chronic respiratory diseases were most impacted.&nbsp;
These unprecedented changes across the drug supply chain create an increased need for agile support to allow for a rapid change of focus.
<h2>One solution to address all 5 key challenges in drug discovery and development</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solutions</a> is a scientific services supplier, providing pharmaceutical businesses with trained scientists that work within client facilities, under Synergy&rsquo;s oversight.&nbsp;
A mobile team, embedded in your scientific project, working with your people towards your goals.&nbsp;
Challenge 1:&nbsp;An absence of people management expertise
Solution:&nbsp;Synergy provide organisations with skilled scientists onsite, that learn and develop at work through our continuous training provision. We help organisations create leaders and researchers with the key business and professional skills needed to drive widespread success.
Challenge 2:&nbsp;How to identify novel hits, and enable traditionally intractable targets
Solution:&nbsp;Synergy enable organisations to benefit from additional support around hit identification, expansion and lead optimisation &ndash; without taking projects off-site or risking IP.
Challenge 3:&nbsp;Rising cost pressures
Solution:&nbsp;Synergy helps organisations capitalise on their laboratory space, and equipment with insourced experts that integrate and work alongside current teams. Our trained experts are trained to employ speciality methods to reduce complexity across the research process - maximising efficiency and creating cost savings.
Challenge 4:&nbsp;Hiring Freeze
Solution:&nbsp;Due to being a scientific service, and not a temporary contracts provider, Synergy can help businesses overcome headcount restraints and accelerate innovation, discovery and development.
Challenge 5:&nbsp;Medicine supply issues and shortages
Solution:&nbsp;Synergy empower organisations with agile teams, enabling fast reactions to unprecedented changes in the drug supply chain. Managing the entire recruitment process at speed, Synergy enable organisations to rapidly scale with ease.

Synergy scientific solutions delve into the key business challenges facing drug discovery, and how to solve them.

5 Drug Discovery and Development Challenges and How to Solve Them

Leadership in the laboratory has never been so pivotal.&nbsp;
Talent shortages have heightened the competition for skilled laboratory personnel, while&nbsp;<a href="https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/444048/High_level_STEM_skills_requirements_in_the_UK_labour_market_FINAL.pdf" target="_blank" rel="noopener noreferrer">investment by employers in staff development remains lower&nbsp;</a>than comparable STEM sectors.&nbsp;
To succeed in the face of uncertainty and exponential change, laboratory leaders must adapt their approach to resource management, and consider how to prioritise, empower, and retain their people.
In this article, I will explore:
<ul>
<li>The importance of laboratory management</li>
<li>Common problems laboratory leaders face</li>
<li>5 key leadership strategies that improve laboratory success </li>
</ul>
<h2>The importance of laboratory management</h2>
According to&nbsp;<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/how-the-best-labs-manage-talent">research from McKinsey</a>, talent management is the most powerful way to achieve laboratory success.&nbsp;
Of the six core practices influencing lab productivity, talent management was the most closely correlated with success, and the most accessible opportunity for improvement. This means that regardless of existing talent management strategies, talent management delivered a better return than any other efforts made by the laboratories involved in the research.
However, given the complexity of the laboratory environment, talent management practices can be challenging for leaders to reliably establish. McKinsey&rsquo;s research found all surveyed researchers (including industry leaders) described talent management as the area most in need of improvement.
<h2>Common problems in clinical laboratory management</h2>
Paul L.Epner, CEO and Co-founder for the Society to Improve Diagnosis in Medicine describes a growing propensity to conceptualise laboratories as factories, driven by a need for productivity at the lowest possible cost.&nbsp;
In an&nbsp;<a href="https://www.clma.org/p/bl/et/blogid=65&amp;blogaid=801" target="_blank" rel="noopener noreferrer">article</a>&nbsp;from the Clinical Laboratory Management Association, he says &ldquo;talk to laboratory professionals and you&rsquo;re likely to hear them lament to which laboratories are devalued within our system of healthcare, as well as express concerns over the constant pressure on budgets that inevitably lead to staff cuts.&rdquo;
Leaders in laboratory management are consequently faced with three core goals:
<ul>
<li>To provide high quality patient results</li>
<li>To provide acceptable productivity levels</li>
<li>Assure the financial survival of the service</li>
</ul>
Over the course of the COVID-19 pandemic,&nbsp;<a href="https://onlinelibrary.wiley.com/doi/10.1002/jcla.23804" target="_blank" rel="noopener noreferrer">laboratory management became increasingly vulnerable to industry demand</a>.&nbsp;
Scaling an exponential influx in production has been a core challenge for a sector traditionally designed to sustain a customised volume of tests for the local health sector.&nbsp;
Under these pressing circumstances, resources were largely deployed across laboratories without an efficient communication network.
Post-Pandemic, industry changes have led to the following key challenges:
<ul>
<li>Rapid expansion demand of testing capabilities</li>
<li>Laboratory medicine and personnel shortages</li>
<li>Heightened productivity demand&nbsp;</li>
</ul>
<h2>5 key leadership strategies for laboratory managers</h2>
<h3>1.&nbsp;Prioritise your people</h3>
Laboratories rely on two fundamental resources; equipment and staff.
Leaders must prioritise their staff according to their laboratory&rsquo;s goals, ensuring that test types, employee skill sets and equipment types are all optimally aligned to enable the best possible performance.
Regularly evaluating staff to understand their developing skill sets, and interests in other areas is important to recognise underutilised potential, and enable better task scheduling.&nbsp; When a leader can allocate staff to tasks that match with their skills, they not only facilitate the success of the project, they improve employee motivation and productivity.&nbsp;
<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/how-the-best-labs-manage-talent" target="_blank" rel="noopener noreferrer">Research</a> shows talent selected for a project based on research experience are more likely to achieve project success, and have a better overall performance compared to their peers.&nbsp;
<h3>2.&nbsp;Enable professional growth&nbsp;</h3>
<a href="https://pubmed.ncbi.nlm.nih.gov/10137281/">Research&nbsp;</a>shows that a laboratory professional&rsquo;s growth is linked to total organisational success. Laboratory managers should familiarise themselves with their own personal strengths and weaknesses. To enable successful leadership, laboratory managers should foster self-awareness, ensuring that the mission of the organisation remains at the core of their work, and strategy even across busy periods.&nbsp;
Meanwhile, investing in your team and enabling the professional growth of staff is an equally important area of focus. The dyamic nature of the clinical laboratory requires a workforce with a growing skill-set to match the technological developments and innovations in the sector.
Facilitating this means taking the time to provide further opportunities in areas of expertise, and potential. This could be as simple as senior team members mentoring new researchers in solo sessions or providing annual personal development plans.&nbsp;
<h3>3.&nbsp;Communicate plans for the unexpected</h3>
As has become evident over the course of the pandemic, alternate work planning can rapidly become crucial to business continuity.
It&rsquo;s important to ensure that staff understand what alternate work plans could look like and that information is provided on where to seek advice outside of the laboratory in case of an emergency. It&rsquo;s important to align your alternate work planning with the needs, and goals of your organisation.&nbsp;
<a href="https://www2.deloitte.com/content/dam/Deloitte/us/Documents/life-sciences-health-care/us-lshc-advanced-biopharmaceutical-manufacturing-white" target="_blank" rel="noopener noreferrer">Research</a>&nbsp;indicates that taking operations off-site can limit communication and make management more challenging.&nbsp; Scientific services can provide&nbsp;<a href="../../../../../../blog/the-benefits-of-outsourcing-laboratory-services-to-a-scientific-solutions-provider" target="_blank" rel="noopener noreferrer">insourced teams that work alongside your staff without needing additional management support</a>&nbsp;- enabling you to focus on your staff, and core science.&nbsp;
<h3>4.&nbsp;Create opportunities for succession</h3>
When a core manager leaves, the laboratory can quickly become vulnerable and in need of strategic direction.&nbsp; If the previous manager has established development plans and supported potential leaders in developing the key attributes required to succeed, the laboratory can better recover and avoid costly interruption.&nbsp;
By creating opportunities for succession, laboratory leaders help support both the future of the laboratory and the career progression of their high-potential staff.
<h3>5.&nbsp;Align staff with a common goal</h3>
In the resource-constrained environment of the laboratory, managers have a crucial responsibility in the meaningful existence and success of the organisation.
Leaders that have a vision of what their work will accomplish, communicate this to staff, and evolve strategies for realising that vision, improve the motivation and productivity of the workforce.
This is because they are better able to negotiate for resources, and support systems to achieve their goals.&nbsp;
<h2>Ready to empower your workforce?</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy</a>&nbsp;is a scientific service specialist providing teams that boost laboratory capability, potential and efficiency, from within.&nbsp;
We help clinical laboratories&nbsp;<a href="../../../../../../blog/5-drug-discovery-and-development-challenges-and-how-to-solve-them">overcome key industry challenges</a>, and bolster resource strength with specialist talent, who are sourced, managed and developed by us.

Synergy scientific solutions explore 5 of the most impactful strategies to improve leadership in the laboratory.

Leadership in the Laboratory: 5 Key Strategies for Lab Management Success

Activating the full potential of every employee is critical, especially when the talent market is becoming increasingly more competitive. Reducing turnover and driving staff retention is an increasing priority for leaders, as the cost of manufacture and the <a href="https://www.srgtalent.com/blog/insights-into-stem-skills-shortages-in-the-uk" target="_blank" rel="noopener noreferrer">heightening skills gap across STEM continues to rise</a>.&nbsp;
Job crafting, where employees make small changes within the boundaries of their role, can empower both employees and leaders alike with a strategic roadmap to boost job satisfaction and retention in STEM workplaces.
In this article, we explore:
<ul>
<li>Key drivers of STEM employee retention</li>
<li>What job crafting is and why it matters in the lab</li>
<li>How to job craft and drive retention</li>
</ul>
<h2>Driving STEM employee retention</h2>
Due to a number of global challenges and events in recent years, workplace environments have evolved to better enable workforce agility. In the world of laboratories,&nbsp;<a href="https://www2.deloitte.com/us/en/pages/operations/articles/global-outsourcing-survey.html" target="_blank" rel="noopener noreferrer">more organisations than ever are investing in outsourcing&nbsp;</a>employees and teams to build a flexible workforce network.&nbsp;
Meanwhile, employees are experiencing&nbsp;<a href="https://www.srgtalent.com/blog/the-benefits-of-hybrid-working-in-the-laboratory" target="_blank" rel="noopener noreferrer">the benefits of hybrid work</a> and may have shifting priorities, thanks to a change in the way many employers operate and a drive towards creating a better work/life balance.&nbsp;
In&nbsp;a Global Science Employment Report, we found that while a good work-life balance was the factor cited as most important by the highest number of employees across STEM, it was also ranked as the least important factor by the most respondents in the UK and Europe. Meanwhile, over half of respondents across all regions are driven by a stimulating and challenging work environment, where they are well compensated.
In <a href="https://pubmed.ncbi.nlm.nih.gov/31313958/" target="_blank" rel="noopener">research involving laboratories across the globe</a>, a stimulating work environment was similarly cited as a major motivational factor for staff, and a key reason behind high employee retention rates.&nbsp;
To successfully cultivate an appropriate work environment, leaders must consider how to make the work itself meaningful for employees &ndash; this is where job crafting is key.
<h2>What is job crafting and why does it matter in the lab?</h2>
Whether you realise it or not, job crafting is something we all do in our day-to-day work. The decisions we make according to our motivational drivers, from seeking more social opportunities in the office, to mentally reframing a task to self-motivate, how we perform our jobs is invariably customised to our preferences.&nbsp;
As job crafting affects how tasks are completed and interpersonal dynamics in the laboratory, it has the potential to influence both individual and organisational performance alike.&nbsp;
STEM leaders must mediate job crafting to ensure its effects are positive, rather than detrimental to performance. Doing so successfully, can accelerate job satisfaction, and drive improved retention.
In recent research exploring the impact of job crafting in a post-pandemic landscape, researchers found that employees who had the opportunity to job craft during the pandemic reported&nbsp;<a href="https://sloanreview.mit.edu/article/how-job-crafting-can-make-work-more-satisfying/" target="_blank" rel="noopener noreferrer">a job satisfaction increase of 92%, which contributed to a 29% decrease in their stress levels.</a>&nbsp;In laboratory environments where turn-around times are often hallmarked as a benchmark for success, managing stress levels, and improving resilience is fundamental to sustained retention and productivity.&nbsp;
<h2>How to job craft and drive retention</h2>
Job crafting, as a concept, falls into three key proponents.&nbsp;
<h3>1.&nbsp;Task crafting</h3>
Task crafting refers to adding, or dropping the responsibilities set out in your job description. It can also involve modifying the nature of responsibilities, or re-prioritising tasks to maximise your time.
Research demonstrates that a key part of successful task crafting lies in optimising resource allocation and enabling staff with improved access to the resources they need to succeed &ndash; whether that be regular one-to-ones, mentorship opportunities, or simply an alternative piece of equipment. (https://www.tandfonline.com/doi/full/10.1080/1359432X.2019.1576632)
<h3>2.&nbsp;Relationship crafting</h3>
Relationship crafting refers to reshaping the ways employees interact. It can involve changing who we interact with or expanding opportunities to communicate and engage with a wider group of people on a more regular basis.
Additionally, relationship crafting can be reinforced by enabling staff to change responsibilities and roles across different tasks, while allocating peer leaders to help guide and upskill teams. This can strengthen development and employee growth, all while providing peer leadership opportunities to activate continuous development.
<h3>3.&nbsp;Cognitive crafting</h3>
Cognitive crafting involves shifting your mindset around the tasks you complete. Attributing a wider purpose to the smaller task completed is a key part of this, and <a href="https://www.srgtalent.com/blog/how-to-lead-a-research-team-in-4-steps" target="_blank" rel="noopener">can be integrated as part of your research&rsquo;s vision strategy.</a>
Using elements of the above can enable leaders to better customise and improve how talent interact, engage, and complete work.&nbsp;
<h2>How Synergy helps with job crafting</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solutions</a>, we equip laboratories across the globe with managed laboratory teams, who are integrated into a client's workforce with an embedded job crafting strategy.&nbsp;
For every client project, we hire and recruit expert staff with the right abilities and skills to achieve target deliverables, while empowering every team member with the flexibility to craft the process of achieving client targets.
We provide the flexibility required for our managed scientific staff to specialise laboratory management solutions and in the elements of deliverables and tasks that are most related to their core needs, and motivational drivers. In doing so, we<a href="https://www.srgtalent.com/clients/our-services/synergy-scientific-solutions/synergy-case-studies" target="_blank" rel="noopener">&nbsp;help our clients improve retention and boost productivity.</a>
To find out more about how we can support your organisation with specialist scientific support, contact us at:&nbsp;<a href="mailto:">synergyqueries@srgtalent.com</a>

Discover how to maximise staff retention by job crafting in this article from our Synergy Scientific Solutions team.

How to Boost Staff Retention in the Lab Through Job Crafting

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.
</div>
</div>
</div>

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 

<h2>Challenge</h2>
A multinational food ingredients company was experiencing increased demand from internal customers for additional sensory panel services. The incumbent panel was comprised of part-time panellists with limited flexibility and availability to support increasing business needs. This caused some inconsistency in data output, with a challenge for the client to provide management and coordination of the panel.
<h2>Solution</h2>
The provision of the sensory panel would be outsourced to <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solutions</a> as an independent and trusted partner. This would require an amalgamation of existing panel members with new recruits to create a balanced panel to produce, reliable, and useable data.
Synergy provided a dedicated, experienced Account Manager to work directly with the customer and understand their specific business needs. A recruitment campaign was initiated utilising Synergy&rsquo;s expertise and contacts within the sensory area. This was followed by a rigorous screening exercise to ensure individuals were recruited with the appropriate skills and experience as well as ascertaining whether any allergies or health complications could eliminate individuals from continuing the process.
Successful candidates moved forward to an assessment day, where interviews and acuity tests were completed under the expert supervision of the Client Sensory Manager.
Acuity results were analysed alongside interview feedback to determine the most suitable candidates. Synergy then developed full training plans with the customer to ensure the panellists had a clear understanding and expectations of their role in achieving agreed milestones during training to support them in becoming productive and engaged members of the panel team.
<h2>Outcome</h2>
Through <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy&rsquo;s outsourced sensory panel management service</a>, the customer is now providing a 67 % increase in panel capacity to their internal customer base. A clear statement of Work (SOW) and an agreed set of KPIs is regularly reviewed with the customer via quarterly business reviews ensuring Synergy effectively manages their sensory panel, feeding back successes and solutions to meet changing business needs.
By providing a flexible pool of trained panellists to the client, Synergy can cover both planned and unplanned absence, giving the client confidence that results will not be compromised, or projects delayed. Synergy ensures all training, management, safety, and HR needs of the panellists are met, reducing the client&rsquo;s workload and allowing their customer team to concentrate on commercial projects and generation of reproducible, accurate sensory data.
<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>

Synergy Scientific Services increased a foods company's sensory panel capacity by 67%, providing reliable data and reducing workload with expert management and trained, flexible panellists.

Enhancing Sensory Panel Efficiency for a Multinational Food Company 

<h2>Challenge</h2>
A UK based health monitoring and screening provider sought to establish and rapidly scale their PCR diagnostic capability in response to the worldwide COVID pandemic, to enable the safe operation of workplaces and resumption of international travel. In a period of evolving government guidance and under lockdown conditions, identifying and launching new laboratory premises, recruiting appropriately skilled scientists, and sourcing specialist equipment all presented considerable barriers.
<h2>Solution</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy's Laboratory Services</a> team took ownership of parallel activity streams including the sourcing, fit-out and launch of multiple new laboratory sites; managed a recruitment campaign to deliver and mobilise analytical teams; and liaised with customer scientific leads to coordinate roll-out and manage operational performance.
Our experienced laboratory operations and project management professionals scouted existing lab facilities and alternative commercial space across all regions, facilitating lease agreements, managing design and build, and utilising our industry network to source and commission infrastructure and equipment.
Meanwhile, a dedicated Synergy team of Regional Lab Managers worked with SRG recruitment specialists to build a flexible team of sample technicians, assay scientists and senior analysts capable of handling the entire sample process workflow from receipt to result confirmation on behalf of the client, whilst providing them with visibility and control throughout.
Centralised Training and Technical Managers were placed at a purpose-built facility, supported QA/QC activities, ISO accreditation and protocol development to maximise efficiency and respond to new developments.
Through detailed reporting and close collaborative working, Synergy - utilising our flexible scientific service management expertise - were able to deliver a network of fixed and mobile testing facilities promptly and at pace, allowing the customer to launch new services and respond to new opportunities in a highly effective way.
<h2>Outcome</h2>
With <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy support</a>, the customer rapidly positioned itself as a premium provider of diagnostic services to industries including defence, elite sports, and TV and film industries. The operation grew to involve 350 scientific staff across more than 18 locations, capable of providing fast-turnaround PCR testing anywhere in the world.
By prioritising quality and focusing on resilience and training from the outset, the expanded organisation was able to secure ISO accreditation within year one, ready to pivot back to wider health screening and diagnostics.
<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>

Synergy's laboratory management solutions rapidly scaled a UK health provider's PCR testing network in response to COVID-19, establishing 18+ labs with 350 staff and achieving ISO accreditation. 

Rapid mobilisation of a high throughput laboratory network

Lab technicians play a critical role in the laboratory ecosystem. They provide technical support throughout an array of projects, enabling scientists and other researchers to shift their focus onto more complex analytical tasks so projects can progress efficiently.&nbsp;
In healthcare, the improved pace that lab technicians and their skills bring to a laboratory translates to new treatments reaching and supporting patients faster, in turn helping to transform lives and drive the field of medicine forward in a tangible way.
But what does a lab technician do day-to-day to accomplish this?&nbsp;
Read on as we delve behind the job title in an interview with Gamila Ersan, a lab technician working at a leading global healthcare company as part of a deployed team from <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Services, who provide flexible Scientific Service Management solutions</a>.
We&rsquo;ll discover:
<ul>
<li>What attracted Gamila to work as a lab technician</li>
<li>What a lab technician does day to day</li>
<li>The core challenges of working as a lab technician</li>
<li>The highlights of working as a lab technician</li>
<li>Gamila&rsquo;s key advice for future lab technicians</li>
<li>What the future holds for the laboratory sector</li>
</ul>
<h2>What attracted you to work as a lab technician?</h2>
The role has been a natural progression from my Bachelor&rsquo;s degree in Biochemistry and Molecular Medicine. Biochemistry is such a vast field, and the most impactful way for me to advance my career after graduating meant taking the next leap of faith by starting as a lab tech.&nbsp;
I discovered Synergy by chance while looking for work as a lab tech and found the idea of a science agency that recruits and integrates scientists in industry an intriguing prospect. As an undergraduate, I spent time working in contracting models through the hospitality industry, so felt comfortable with the concept, despite not having seen it being executed in a scientific context before.
<h2>What does a lab technician do day-to-day?</h2>
My role is very dynamic, and I spend a great deal of time being &lsquo;everywhere-at-once&rsquo; depending on what support the scientific team require on the day. I tend to spend some time at the start of my day organising my calendar, by blocking out time for pre-agreed tasks for the day. This includes tasks like:
<ul>
<li>Seeding cells</li>
<li>Changing media</li>
<li>Attending meetings</li>
<li>Validating assays</li>
<li>Optimising assays</li>
</ul>
Throughout the day, I add in additional tasks as needed, and update previous tasks that are either moved along, or completed ahead of schedule.
As an example, on Friday I arrived at 8:40, settled in for the day and started organising my calendar at 9am.&nbsp;
From 9am to midday I stained monocytes and treated them onto endolethial cells, which I then harvested through RNA extraction for quantification.&nbsp; At 12, I attended a seminar where I had my lunch, while gaining an insight into advancing my career as a scientist.&nbsp;
In the afternoon, I returned to the laboratory, fixed cells, and harvested serum for the rest of the day.
<h2>What are the core challenges of working as a lab technician</h2>
I think as a fresh graduate it can be intimidating to work amongst titans in the scientific field. When I started work, I sat through several induction meetings regarding the projects I would be helping with, and I was both taken aback, and in awe at how life-changing each and every project was.&nbsp;
Before my current role, I became very attuned to working on protocols on paper in an academic laboratory environment. Being surrounded by scientists who are challenging themselves, the field, and the wider industry by innovating with new techniques is a refreshing challenge. There is always something new to learn around the corner.&nbsp;
As a lab technician, one of the biggest challenges you can face is juggling different projects. It can be difficult to switch between &ldquo;fields of view&rdquo; when working on different areas &ndash; for example, when switching between working on adipocytes to hepatocytes or monocytes, I have to employ a completely different workflow and adjust my mindset to align with the task&rsquo;s nuances to ensure that I&rsquo;m working in the most effective way. It generally takes me a moment before I can adjust, so it&rsquo;s not a major hurdle, but a challenge to keep in mind.
Another challenge is working with robotics in the laboratory, as they don&rsquo;t always have the same level of flexibility as human touch, meaning that cells on plates can be at risk of being washed away &ndash; undoing days or sometimes weeks of work. At the same time, when you&rsquo;re working at the forefront of research, where high throughput assays and data need to be processed in a limited amount of time, robotics are indispensable due to the speed at which they work. But that&rsquo;s science! We learn and adapt to deliver a better tomorrow.&nbsp;
<h2>What are the highlights of working as a lab technician?</h2>
I think the challenges mentioned above, working amongst titans in the scientific field, having variety in my work, and working with robotics act as highlights as well as challenges. It&rsquo;s inspiring being around people working at the summit of their field, and I enjoy being in an environment that feels fundamentally motivating.
Additionally, having the opportunity to have variety in my work means that I can dabble in an array of different tasks, and learn new things every day &ndash; my work is rarely stagnant.
Finally, being able to utilise cutting-edge technology and robotics as a lab technician is exciting and can help streamline work. Instead of 90 well plates taking an hour to manually maintain, robots can process the same plates in a sterile environment with no risk of human error in just 15 minutes.&nbsp;
<h2>What advice would you give to future lab technicians?</h2>
The practical side of science offers a range of options for graduates as many science degrees equip you with transferable skills, which means you can join a company without always having specialised in a specific area beforehand. It is important to note that there are peaks where large cohorts of graduates seek jobs in concert, such as summer and winter, which results in heightened competition, but this is something you can prepare for by optimising your application.&nbsp;
After applying for a job, I&rsquo;d highly recommend going through&nbsp;<a href="https://www.srgtalent.com/blog/how-to-make-your-linkedin-profile-stand-out-as-a-scientist" target="_blank" rel="noopener noreferrer">LinkedIn</a>&nbsp;and finding a hiring manager working at the organisation you&rsquo;ve applied to work at. Then, send a connection request and add a message to the request itself explaining who you are, information on what role you&rsquo;re applying for, why you&rsquo;d be a good fit, and the offer to carry on the conversation. Remember to add your personality so they remember you&rsquo;re a person!
Additionally,&nbsp;<a href="https://www.srgtalent.com/blog/how-to-write-a-scientific-cv" target="_blank" rel="noopener noreferrer">tailoring your CV</a> to every job application is a really important step that many candidates skip out on. Integrating the same keyword from the job posting into your CV can make a world of difference to your interview rates &ndash; even if you think the terminology you have and the job description describe the same thing. For example, if you have cell seeding on your CV, and the job description asks for tissue culture, it may be easy to think that you&rsquo;ve already covered the topic &ndash; but without change, your skill will be far less likely to be seen by a recruiter.
<h2>What do you think the future holds for the laboratory sector?</h2>
I think that the&nbsp;<a href="https://www.srgtalent.com/blog/the-future-of-data-analytics-in-the-life-science-industry-whats-next" target="_blank" rel="noopener noreferrer">oncoming age of automation and robotics</a>&nbsp;will continue to drive an increasing demand for biostatisticians and in-silico scientists to work in laboratories.
Laboratories today need more people who can program (particularly in R). If you&rsquo;re thinking of joining the scientific industry and working in a laboratory environment, it&rsquo;s important to think forward and look into statistics and bioinformatics.
<hr>
<h3>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>

Gamila Ersan, a lab technician at a leading healthcare company, explores the role of a lab technician with Carol Jennings, Synergy Director.

What does a Lab Technician Do? A Day in the Life of a Lab Technician

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>Challenge</h2>
A leading pharmaceutical company were experiencing a growing number of challenges at their rapidly expanding research centre. Critical but routine scientific activities were being carried out by all levels of scientific staff, whilst varied cell culture requirements lacked consistency and an expansion of automation suites highlighted further constraints. Meanwhile, any future expansion of a GCMS suite would likely cause future sample preparation issues.
<h2>Solution</h2>
A visit to the client&rsquo;s facility and further discussions with their leadership team enabled Synergy to obtain a detailed understanding of the challenges and requirements, and propose the implementation of a dedicated scientific support team who would undertake a suite of essential laboratory functions.
Implementing <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy&rsquo;s expert scientific services</a> and support, whilst operating in line with the client&rsquo;s existing SOP&rsquo;s, the team would integrate with research pipelines and onsite operational teams to improve research project progress. This dedicated support would free up time and provide flexibility for research scientists focused on the demands of numerous projects.
Additionally, the team would assist with sample preparation, ensuring all materials were available ahead of downstream requirements and enabling maximum daily research activity. Support in the GCMS area would also be provided by ensuring cross training and management of the team&rsquo;s capacity during absences.
<h2>Outcome</h2>
Through the provision of an onsite scientific support team, several key benefits were observed. The <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Laboratory Management Services</a> team:
<ul>
<li>Added significant value to the client's ability to meet research targets, reducing contamination events and delays from sample or method process failures.</li>
<li>Actively improve scientific support processes, quality and resource planning and identified areas where they could assist further across the centre.</li>
<li>Helped improved support level processes to remove delays in sample, plate or reagent availability, whilst ensuring the working lab environment was well maintained.</li>
</ul>
Over the first few months, the team increased their knowledge and competence to further support priority research projects directly, enabling studies to continue during periods of key personnel absence.
After 18 months, as the client has expanded, the team doubled in size and provided valuable cross skilled support to most of the key studies and critical support to laboratory operations. Client feedback is extremely positive, not only on the team&rsquo;s value to contributing to their targets but also on the team&rsquo;s behaviours and competence.
<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>

Synergy's onsite scientific support team enhanced a pharmaceutical research centre by improving sample preparation, automation and GCMS operations, boosting research efficiency and reducing analysis. 

Provision of an onsite scientific support team at the research centre of a multinational pharmaceutical company

Despite talent management in research being&nbsp;<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/how-the-best-labs-manage-talent" target="_blank" rel="noopener noreferrer">the greatest driver of research success</a>, researchers are seldom taught how to lead a research team well.
In fact,&nbsp;<a href="https://wellcome.org/reports/what-researchers-think-about-research-culture" target="_blank" rel="noopener noreferrer">research from the Wellcome Trust</a>&nbsp;where over 4,000 scientists were surveyed, reveals that while 80% of lead researchers say they have the skills to manage a diverse team, less than half of research leaders have had any management training.
Successfully implementing talent management practices in a time-sensitive laboratory environment can be complex and<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/how-the-best-labs-manage-talent" target="_blank" rel="noopener noreferrer">&nbsp;remains a key area in need of improvement even for industry leaders</a>&nbsp;in the scientific field.
However, when leaders do rise to the challenge, they can generate an environment of continual improvement, increased efficiency and greater satisfaction.&nbsp; In this article, I&rsquo;ll outline 4 key steps, inspired by Psychologist Bruce Tuckman&rsquo;s notorious&nbsp;<a href="https://performanceleadership.org/s/Bruce-Tuckmans-Stages-of-Group-Development.pdf" target="_blank" rel="noopener noreferrer">theory of group development</a>.&nbsp; Expect to find:&nbsp;
<ul>
<li>4 steps to successful leadership</li>
<li>Research and insights on laboratory leadership</li>
<li>Key skills information for research leaders</li>
</ul>
<h2>Four key steps to leadership success</h2>
<h3>Step 1 &ndash; Form a vision and set your strategy</h3>
While mission statements involve describing the purpose of your research itself, a vision statement should outline the project&rsquo;s full trajectory while staying connected to the mission.&nbsp;
Your wider strategy and vision statement should include details around:
<ul>
<li>Staff career plans &ndash; understanding your team&rsquo;s ideal career trajectory will enable you to better share opportunities and responsibilities.</li>
<li>Timelines for the project &ndash; clarifying clear timelines from the start can improve your chances of gaining additional funding.</li>
<li>Communication channels &ndash; find reliable ways to maintain communication, ideally through weekly updates.</li>
<li>Financial goals &ndash; aim for any additional funding opportunities from the project&rsquo;s outset.</li>
<li>Approach to work-life balance &ndash; understanding your team&rsquo;s need for a work-life balance will help shape the trajectory of the project, and timelines, by setting realistic goals</li>
<li>Development opportunities &ndash; describe any additional training and development opportunities that are available over the course of the project</li>
<li>Enabling innovation &ndash; foster a creative environment from the outset, creating a psychologically safe environment where people can suggest new ideas.</li>
<li>Building connections &ndash; collaboration can open up a wealth of opportunity and resource.</li>
</ul>
Vision statements should be a collaborative affair, where your team contribute their perspectives to shape a realistic and meaningful vision for the project.&nbsp;
A strong research vision describes the unique way a challenge will be addressed in context of its wider societal, environmental or even industrial impact.
<a href="https://www.syngentafoundation.org/our-approach" target="_blank" rel="noopener noreferrer">Syngenta</a>&nbsp;accomplish this with the vision statement below:
&ldquo;Our vision is a bright future for smallholder farming. To strengthen smallholder farming and food systems, we catalyze market development and delivery of innovations, while building capacity across the public and private sectors&rdquo; Leadership tip:&nbsp;While creativity is often regarded as key to research culture,<a href="https://wellcome.org/reports/what-researchers-think-about-research-culture" target="_blank" rel="noopener noreferrer">&nbsp;75% of researchers believe it&rsquo;s being stalled.</a>&nbsp;Overcoming this takes conscious action, and psychological safety.&nbsp;<a href="https://rework.withgoogle.com/blog/five-keys-to-a-successful-google-team/)%20%20(https://rework.withgoogle.com/guides/managers-identify-what-makes-a-great-manager/steps/learn-about-googles-manager-research/" target="_blank" rel="noopener noreferrer">Google&rsquo;s research&nbsp;</a>shows that psychological safety is one of the greatest drivers for successful teamwork. Leaders can achieve a more innovative, and successful team culture by showing concern for wellbeing alongside success.&nbsp;
<h3>Step 2 &ndash; Bridge communication gaps and work through the challenges</h3>
Once you&rsquo;ve successfully set up the vision and strategy behind your project, your attention can shift onto working through the challenges that arise and bridging any communication gaps that emerge. Your focus as a leader should be on promoting learning and providing the constructive feedback needed to help your team turn mistakes into lessons learned.&nbsp;
When faced with a hurdle, consider additional training where skills are insufficient, and stay committed even if the project isn&rsquo;t going at the pace you expected.
Leadership tip:&nbsp;It&rsquo;s also important to practice self-awareness and identify whether any research challenges could be down to your leadership style. If you don&rsquo;t find your leadership style to be driving your team&rsquo;s motivation, be prepared to change up your approach.&nbsp;<a href="https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it" target="_blank" rel="noopener noreferrer">Research&nbsp;</a>shows you can do this by asking &lsquo;what&rsquo; you can do to change, rather than focusing too much on &lsquo;why&rsquo; your approach wasn&rsquo;t successful.&nbsp;
<h3>Step 3 &ndash; Sustain performance</h3>
Now your project has overcome its growing pains, it&rsquo;s likely that productivity has increased and that you&rsquo;re looking for ways to keep that momentum going.&nbsp;
Emphasising project ownership and accountability is integral at this stage and can help<a href="https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6400298/" target="_blank" rel="noopener noreferrer">&nbsp;sustain motivation and commitment</a>&nbsp;to the research. As the research continues, it&rsquo;s important to leverage communication channels, and keep conversations and ideas flowing &ndash; doing so, will better enable problem solving if further issues do arise.&nbsp;
Your responsibilities will largely shift at this point to monitoring:
<ul>
<li>Time&nbsp;&ndash; the time it takes to complete projects, as well as the time the team are spending in the lab.</li>
<li>Money&nbsp;&ndash; how finances are progressing, and whether further resourcing may be required.</li>
<li>Quality of work&nbsp;&ndash; the quality of work should take a greater focus over the quantity of work, although both are important.</li>
<li>Work-life balance&nbsp;&ndash; refer back to the vision for the project; is the same work-life balance being maintained?</li>
<li>Burnout&nbsp;&ndash; monitor employee wellbeing and try to identify signs of employee burnout early.</li>
</ul>
Leadership tip:&nbsp;To maintain productivity, it&rsquo;s important to move away from a competitive culture.&nbsp;<a href="https://wellcome.org/reports/what-researchers-think-about-research-culture" target="_blank" rel="noopener noreferrer">78% of researchers think that high levels of competition in the laboratory have created unkind, and aggressive conditions</a>. Celebrate achievements and consider how you can help encourage team growth and development rather than focusing on a competitive environment.
<h3>Step 4 - Prepare for wrap-up</h3>
As the project draws to a close, your role as a leader should shift on to developing your team member&rsquo;s career beyond the project. You can refer back to your project vision, as well as actively communicate with your wider team to ensure that every member is accessing the opportunities that they need to transition to their next research project and role.
You could organise a final event for the team to celebrate personal achievements alongside overall team achievements to close the project in a positive way.
Leadership tip:&nbsp;Establishing a successful offboarding process as a leader is crucial to maintaining a strong network with wider research teams, even after project completion.&nbsp;
<h3>Skills breakdown:</h3>
Key skills Research Managers require to&nbsp;<a href="https://www.srgtalent.com/blog/leadership-in-the-laboratory---5-key-strategies-for-lab-management-success" target="_blank" rel="noopener noreferrer">achieve laboratory success&nbsp;</a>are:
<ol>
<li>Agility</li>
<li>Self-awareness</li>
<li>Empathy</li>
<li>Time management</li>
<li>Honesty</li>
<li>Accountability</li>
</ol>
<h2>Looking for resource support?</h2>
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solutions </a>provide specialist teams that boost laboratory capability, potential and efficiency from within.
Our links with SRG&rsquo;s expansive talent networks mean we can source, manage and develop teams on behalf of our clients across the clinical and biotech industries.
Want to learn more? Get in touch with our team at:<a href="mailto:%20synergyqueries@srgtalent.com">&nbsp;synergyqueries@srgtalent.com</a>&nbsp;

Looking for advice on how to lead your research team? Tony Blick, Operations Director at Synergy reveals his expertise in 4 simple steps.

How to Lead a Research Team in 4 Steps

<h2>Challenge</h2>
A leading consumer goods business faced increasing demand for GMP stability studies and other analytical testing to support a portfolio of R&amp;D projects across multiple product categories, including hygiene, personal care and over the counter medicines.
Internal resource constraints, a need for flexibility and responsiveness, and the constraints of operating within a GMP environment posed problems with both inhouse resourcing and traditional outsourcing.
<h2>Solution</h2>
Following an in-depth scoping and analysis of the customer challenges, <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Solution</a>s integrated a dedicated team of stability analysts, operating under the supervision of an experienced Project Manager, who quickly took ownership of the planning, delivery and reporting of stability campaigns under the direction of the core product development teams.
Synergy scientists worked to the customer&rsquo;s SOPs and processes, liaising closely with customer researchers to coordinate activity and prepare for stability timepoints, allowing for client visibility and control throughout.
Members of the team adopted specific roles with regards to training coordination, safety, quality, and audit readiness. By understanding site processes and procedures and forming links across departments and functions including Quality, IT and Analytical Development, the Synergy Team ensured that required methods, LIMS workflows, materials, instrumentation, and trained personnel were in place and available to meet project timescales.
Cross-training, together with a focus on building capability within the team, enabled Synergy to adapt to peaks in demand inherent in stability studies. Planning schedules, levelling resources, and regular reporting to customer stakeholders were instrumental in providing visibility and aiding the planning of future projects.
<h2>Outcome</h2>
Through working effectively and collaboratively alongside the customer&rsquo;s own organisation, <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Laboratory Management Services</a> continues to support a growing portfolio of projects across different stages of the lifecycle, managing resources in keeping with ever- changing demands.
Individual and team training plans are maintained so that GMP compliance, resource capacity and technical expertise is in place to adapt to and accommodate both scheduled and new campaigns as they arise.
Joint planning and the timely recruitment and training of new team members allows the level of support to flex in response to changing customer requirements.
<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>

Synergy's onsite scientific team provided vital stability analysis for a multinational consumer goods company, ensuring GMP compliance and flexibility for R&D projects across multiple product categories, including hygiene and personal care. 

Provision of an onsite scientific team undertaking vital stability analysis for a multinational consumer goods company

Key insights:
<ul>
<li>75% of lab leaders say skills and expertise gaps are their greatest challenge</li>
<li>Lab management is broadening in scope</li>
<li>&nbsp;Laboratory managers need to rethink talent access, management and development&nbsp;</li>
</ul>
A <a href="https://www.srgtalent.com/insights/guides-and-reports/laboratory-leaders-survey-and-results-2022" target="_blank" rel="noopener">SRG survey of lab leaders</a> from across the wider pharmaceutical and biotechnology sectors to find out more about their strategic objectives over 2023.75% of lab leaders cited skills and expertise gaps as their laboratories highest ranking challenge. Today, in my experience at Synergy Scientific Management Services, we&rsquo;re seeing more and more lab managers having a greater breadth of responsibilities as skills shortages and talent scarcity put pressure on teams.
In this article, I&rsquo;ll explore the impact skills shortages are having on laboratories today, and provide 3 key ways to support the most significant challenges faced in laboratory management today.
<h2>The impact of skills shortages in the lab&nbsp;</h2>
In our&nbsp;<a href="https://www.srgtalent.com/insights/guides-and-reports/laboratory-leaders-survey-and-results-2022" target="_blank" rel="noopener noreferrer">Lab Leaders Survey</a>, leaders said skills shortages were limiting their competitive advantage. One respondent explains, &ldquo;meeting very diverse and growing demands of clients with finite equipment, resources and limits to the knowledge of staff&rdquo; as a significant hurdle.
Others explained general technical and expertise gaps block efficiency in the lab, especially as automation and digitalisation accelerates.&nbsp;
When skills shortages have this sort of impact, lab managers face an immense pressure to step up to preserve project delivery and meet department objectives.
In my experience, this leads to lab managers becoming stretched across a number of functions, often leading to increased working hours, heightened stress levels, and an inevitable decrease in engagement, all of which in turn can increase risks and affect decision making capabilities in a GMP environment.&nbsp;
Alongside this, this trend also places pressure on talent attraction and talent management practices, as laboratory managers face limited time to invest in, and develop talent &ndash; all of which culminates in a cycle of disengagement, turnover and heightened costs.&nbsp;
<h2>3 ways to thrive as a lab manager</h2>
<h3>1. Inspire and align staff according to their strengths and potential</h3>
Cultivate career pathways where staff can realise their ambitions in the laboratory, and tailor mentorship and upskilling according to staff interests that complement operational objectives. An effective way to do this is through job crafting. Job crafting refers to making small changes within the boundaries and conditions of a job to draw on strengths and improve the quality of work.&nbsp; <a href="https://www.srgtalent.com/blog/how-to-boost-staff-retention-in-the-lab" target="_blank" rel="noopener noreferrer">Research conducted throughout the pandemic</a> found that 92% of employees who job crafted during the pandemic had more job satisfaction and a 29% decrease in their stress levels. In the laboratory, job crafting can offer leaders&nbsp; an actionable strategy to enhance employee experience and limit turnover.&nbsp;
<h3>2. Explore external services that provide access to dynamic skill sets</h3>
While external service providers like contract research organisations (CROs) are often off-site, on-site service providers like Synergy can help expand teams within a department enabling labs to increase service capacity while benefiting from deploying expertise on-site, and freeing up scientific teams to focus away from the bench.
Working with one our recent partners, the Synergy team identified, hired and developed our deployed junior managers to match our client objectives, enabling us to work together more efficiently and effectively to meet better outcomes faster. This has resulted in our deployed managers lifting work from our partner&rsquo;s internal managers and taking on more responsibilities with less contact &ndash; helping to return vital time back.&nbsp;
We&rsquo;ve recruited further teams of deployed scientific staff with complimentary skills to further broaden our capabilities in the team. All the while, we continue to develop all deployed staff through&nbsp;<a href="https://www.srgtalent.com/blog/how-to-boost-staff-retention-in-the-lab" target="_blank" rel="noopener noreferrer">continuous improvement initiatives based around job crafting</a>&nbsp;to create a motivated, and engaged workforce with the right training to take on more.
<h3>3. Rethink candidate pipelines</h3>
Skills gaps are rooted in communication gaps between industry, and academia. Bridging this gap means working together with academic institutions, whether that be a university or college, and empowering educators with the knowledge, and resources to effectively bridge these gaps before candidates enter the job market. At Synergy, we work alongside SRG to access an extensive and diverse scientific candidate network, while also participating in STEM mentorship programmes with schools to unlock access to early talent and empower the next generation of scientists today.&nbsp;
<h2>Find out more about working with Synergy Scientific Solutions</h2>
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>
Get in touch with our team at: <a href="mailto:synergyqueries@srgtalent.com">synergyqueries@srgtalent.com</a>&nbsp;and find out how we can support you.

Tony Blick, part of our Synergy Scientific Services team, explore the impact skills shortages are having on laboratories today, and provide 3 key ways to support the most significant challenges faced in laboratory management.

3 Ways to Thrive in Laboratory Management

For life science organisations, outsourcing key business processes to third parties is nothing new. Increasingly, however, many businesses are handing over the reins to specialist&nbsp;providers who have the expertise and experience to take care of projects on their behalf &mdash; particularly those that offer onsite scientific support in a laboratory setting.
Previously, many of the big life sciences organisations outsourced laboratory services to generalist or non-specialist providers, which provided high-quality facility management services such as building management, catering, and housekeeping in addition to the science.
In the last half-decade, the predominant trend in the STEM outsourcing market has been an increase in the use of specialist scientific solutions providers such as <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy, SRG&rsquo;s Scientific Service Management Solution</a>, which utilises the extensive expertise and knowledge of teams dedicated to meeting this growing demand and help scientific organisations scale their workforces and manage their projects.
Unlike traditional outsourcing providers, Synergy and its team&nbsp;take control of HR management and fully embeds teams of scientific experts within a client's workforce to carry out both routine and essential scientific tasks &mdash; freeing up pharma and biotech organisations to focus on the innovation that makes them thrive, whilst also saving costs.
In this article, we explore some of the top-line advantages of outsourcing laboratory services to a specialist scientific solutions provider such as Synergy.
<h2>10 Outsourcing Benefits with a Specialist Scientific Solutions Provider</h2>
<h3 dir="ltr">1) Flexibility and scalability</h3>
If your company outsources to a generalist provider, there&rsquo;s a chance you may be offered a one-size-fits-all solution or receive more or less the same service as competitors (particularly if your supplier works with multiple businesses within the sector). On the other hand, <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">specialist science solutions such as Synergy</a> work closely with clients to take stock of their unique pain points and create tailored solutions &mdash; combining the best elements of in-house R&amp;D and external outsourcing activities to meet long-term scientific goals in an agile way.
<h3 dir="ltr">2) Control, governance, and compliance</h3>
Unlike non-specialist or traditional outsourced solutions in which the third party has a degree of autonomy over project management; limiting outsourcing advantages, calling on a specialist science provider gives you full oversight over every lab process. With laboratories being subject to stringent regulation, having full control of the end-to-end process also ensures your laboratory remains fully compliant.
<h3 dir="ltr">3) Reduced risk</h3>
Through <a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">Synergy Scientific Management Solutions</a>, we assume full responsibility of HR management for the scientists we employ (including payroll, benefits, holiday, performance management, and onboarding/offboarding), thereby avoiding the HR liability of direct employment. By ensuring task orders remain valid for the duration of a contract, we also eliminate co-employment risk helping&nbsp;<a href="../../../../../../blog/business-continuity-solutions-and-challenges-in-clinical-research" target="_blank" rel="noopener noreferrer">curb the risk of key business continuity challenges.</a>
<h3 dir="ltr">4) Headcount</h3>
Outsourcing to a scientific solutions provider addresses common headcount constraints.
With no increase of visible headcount, Synergy employees can be hired on an OPEX (Operating Expenses) basis as opposed to FTE (Full-Time Equivalent).
<h3 dir="ltr">5) Agility</h3>
Outsourcing to a team of specialist scientific experts provides agile resourcing, leading to the scalability of projects (i.e. increased productivity in the laboratory) and efficiencies of the managed structure (such as redeploying the trained workforce to meet business demands and focus on strategic priorities).
<h3 dir="ltr">6) Cultural alignment</h3>
Often, outsourced arrangements can strain relationships between teams, particularly if the third-party solutions provider has vastly different organisational structures and workflows. With a scientific solution, however, onsite teams of expert scientists are fully embedded into your organisation. As a result, their motivations and values are closely aligned with your full-time employees to culminate in a harmonious laboratory setting.
<h3 dir="ltr">7) Top science talent</h3>
In a competitive&nbsp;talent landscape beset by skills gaps, unlocking access to skilled scientists is increasingly challenging to achieve at pace.
Because specialist scientific solutions providers take over HR and recruitment functions, you&rsquo;ll receive full access to their talent networks. At Synergy, for example, we manage the full recruitment effort and our time to hire (the&nbsp;time elapsed&nbsp;between first engaging a candidate and then accepting an offer) is typically six weeks or less.
<a href="https://www.srgtalent.com/synergy-scientific-solutions" target="_blank" rel="noopener">All Synergy staff</a> are hired on a permanent basis and come equipped with advanced IP and project knowledge, ensuring they are fully committed to each project. Indeed, our average retention rate is 4.5 years for scientists and 6.5 years for team leaders.
<h3 dir="ltr">8) Skills and expertise</h3>
Calling on a scientific solutions provider like Synergy &mdash; and gaining access to our external talent pipelines &mdash; helps you address immediate skills and expertise gaps at your business.&nbsp;&nbsp; Aside from providing teams of onsite scientists and dealing with HR issues, specialist scientific solutions providers also offer technical leadership and governance.
At Synergy, for example, all our dedicated account managers and senior management team have a scientific background and a wealth of experience from across the sector. Having this experience enables the team to fully understand the complexity of your requirements and allows both parties to pick up on the nuances of each conversation. Alongside this, Synergy's onsite teams benefit from&nbsp;job crafting guidance&nbsp;to align their abilities, as well as&nbsp;<a href="../../../../../../blog/3-benefits-of-continuous-improvement-in-the-laboratory" target="_blank" rel="noopener noreferrer">continuous development to ensure their skills evolve</a>&nbsp;to match the ongoing needs of your wider organisation.
<h3 dir="ltr">9) Improved project delivery</h3>
The specific skill sets and organisational knowledge of embedded scientific teams address some of the common pitfalls of outsourcing, including potential issues with communication (e.g. language barriers) and quality control (e.g. accountability). Overcoming these obstacles speeds up the delivery of a project and frees up time for your people to focus on what they do best.
<h3 dir="ltr">10) Cost savings</h3>
By taking charge of medium-complexity scientific and laboratory administrative tasks, an outsourced team of scientists enables you to redirect your own workforce to ROI-generating activities. Moreover, many scientific solutions providers offer monthly fixed prices, making the use (and burden) of timesheets irrelevant. As such, outsourcing to science specialists can save you substantial capital in the long run.
<h2 dir="ltr">Maximise Your Lab's Potential with Synergy</h2>
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.
By integrating trained scientists to perform routine laboratory tasks within laboratories, we help return critical time back to your own staff, enabling your wider scientific team to break free from manual tasks in the laboratory and accelerate breakthrough innovations.&nbsp;
<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>

We explore some benefits of outsourcing laboratory services to a specialist scientific solutions provider.

The benefits of outsourcing laboratory services to a scientific solutions provider

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

<a href="https://www.darkdaily.com/2022/04/06/medical-and-non-medical-laboratories-in-uk-and-europe-hit-by-rising-costs-and-supply-shortages-due-to-high-demand-for-testing-services/" target="_blank" rel="noopener noreferrer">76% of laboratory leaders face rising costs in laboratory operations</a>, alongside increased levels of burnout in their wider workforce.&nbsp;
Recent research reveals that&nbsp;<a href="https://onlinelibrary.wiley.com/doi/full/10.1002/hpm.3460" target="_blank" rel="noopener noreferrer">medical laboratory professionals experienced a 73.3% greater prevalence of burnout</a>&nbsp;compared to other healthcare workers over the pandemic &ndash; including doctors, nurses, and occupational therapists.&nbsp;
Unlike physicians and other medical professionals with decision authority,&nbsp;<a href="https://onlinelibrary.wiley.com/doi/full/10.1002/hpm.3460" target="_blank" rel="noopener noreferrer">laboratory professionals are likely to have less skill discretion&nbsp;</a>and overall lower dimensions of control, which can reduce job satisfaction &ndash; a key protective factor to burnout in the lab.&nbsp;
Continuous improvement unravels the causes behind burnout in the lab by optimising roles and processes. By equipping employees with a proactive, rather than passive role in the laboratory, continuous improvement enables employees to boost the efficiency of their work processes, solve problems, and capture new opportunities &ndash; curbing burnout while enabling your laboratory to&nbsp;<a href="../../../../../../blog/overcoming-resource-constraints-in-laboratory-workflow-management" target="_blank" rel="noopener noreferrer">improve cost efficiency.</a>
Read on to find out:
<ul>
<li>What is continuous improvement</li>
<li>3 benefits of continuous improvement in the laboratory</li>
<li>How continuous improvement unlocks innovation in the laboratory</li>
</ul>
<h2>What is continuous improvement?</h2>
Continuous improvement refers to a set of processes built to optimise a laboratory over time. In most cases, continuous improvement is implemented through a continuous improvement pipeline to help prioritise and action changes over a set period.&nbsp;
There&rsquo;s no shortage of processes and techniques underlying continuous improvement, making it challenging to identify the best methods to apply to a laboratory environment. While lean methodology was initially developed for manufacturing environments, its principles are universally applicable across industries and is now used in an array of settings and industries &ndash; from computer science labs to clinical laboratories.&nbsp;
The lean method to continuous improvement drives efficiency across the overall laboratory by optimising speed, cost, and resource allocation. The overall goal behind this continuous improvement initiative is to holistically activate laboratory efficiency by improving processes to eliminate time deficits, limit waste, and maximise workforce potential.&nbsp;
<h2>What are the benefits of continuous improvement in the laboratory</h2>
<h3>1.&nbsp;Improved job satisfaction</h3>
Job satisfaction can help mitigate burnout in the laboratory and is crucial to employee retention.&nbsp;
Continuous improvement processes like lean methodology are built to maximise employee potential &ndash; part of this is ensuring that every role is as efficient as possible.&nbsp;
This means looking at whether a trained scientist is spending more of their time preparing assays than pursuing their core responsibilities, as well as whether lab technicians are over-burdened and require improved resource allocation.&nbsp;
This process holistically boosts job satisfaction by activating meaningful changes that limit burnout and improve the everyday work experience of employees across the laboratory.
<h3>2.&nbsp;Better work-life balance</h3>
Work-life balance was cited as the most important factor for scientific candidates in our&nbsp;<a href="../../../../../../insights/guides-and-reports/2022-global-science-employment-report">latest global STEM survey.&nbsp;</a>
Continuous improvement directly shapes roles and responsibilities, with the core goal of improving efficiency. In doing so, continuous improvement can help provide employees with improved work life balance and drive better workforce retention rates for the laboratory as a whole.
<h3>3.&nbsp;Reduced operational costs</h3>
The efficiencies brought about by continuous improvement fundamentally reduce costs &ndash; whether it&rsquo;s streamlining processes to improve turnaround time, returning time to core science through improved resource allocation, or improving people&rsquo;s roles to reduce burnout and drive retention, as continuous improvement is implemented, costs invariably reduce.
At Synergy, we&rsquo;ve supported our clients with this first-hand,<a href="../../../../../../clients/case-studies/cignpost-diagnostics">&nbsp;working with Cignpost Diagnostics</a>, a leading health and diagnostics company, over the 2020 pandemic.
We implemented continuous improvement processes across laboratory operations, and lowered the complexity of processes to improve organisational agility. We redesigned processes and supported the restructure of skills requirements. Our work with Cignpost accelerated turnaround times, lowered costs, and improved quality through considered and optimised continuous improvement initiatives.&nbsp; \
<h2>How continuous improvement unlocks innovation in the laboratory</h2>
The prospect of innovation inspires scientists across the globe to pursue careers in industry, where they can proactively contribute to scientific development and progress.
However, while scientists are often hired with the intention to improve innovative capacity in the organisation, workload, administrative tasks, and manual duties in the laboratory can curb the potential of experts and limit progress.&nbsp;
Continuous improvement plays a fundamental role in powering innovation by optimising roles, processes, and methods in the lab to ensure that high-performance workers and expert scientists have the time they need to dedicate to their research without the burden of extra tasks on the side.&nbsp;
This can accelerate innovation while streamlining development phases and improving turn-around times, overall enabling your organisation to benefit from a more sustainable pipeline and a happier, more engaged workforce where skill sets are effectively deployed.

Get actionable advice to help you harness the potential of continuous improvement with Kris Randell, Head of Continuous Improvement at Synergy

The Purpose and Benefits of Continuous Improvement in the Laboratory

<h3>Biochemistry is rapidly expanding, becoming one of the most influential areas of science. Combining the core tenets of biology and chemistry, the field plays a huge role in the development of novel new scientific approaches. But just how important is it to medicine?</h3>
Medical science cannot really exist without biochemistry.
Without the ongoing flurry of scientific breakthroughs made by biochemists, we wouldn&rsquo;t have the precise chemical knowledge to create the vital drugs, therapies and diagnostic tools that are used every day.
Much like medical science itself, biochemistry is a vast area of research that yields profound discoveries each year. Biochemical techniques advance our understanding of the chemical structures and processes that underpin human health and disease, revealing the underlying transformations between them.
The implications of uncovering the causes of pathologies on a cellular level are huge. By being able to call on a working knowledge of biochemistry and other related disciplines such as molecular biology and immunology, those working in medical science have the potential to transform global healthcare.
And with the rise of&nbsp;<a href="https://www.who.int/news-room/spotlight/ten-threats-to-global-health-in-2019" target="_blank" rel="noopener">public health threats</a>&nbsp;such as air pollution and climate change, noncommunicable diseases, antimicrobial resistance, and dengue, the research of biochemists is needed more than ever.
In this article, we pinpoint exactly why biochemistry plays such a central role in the life sciences&nbsp;&mdash;&nbsp;particularly in medicine.
&nbsp;
<h2>What is biochemistry?</h2>
As the name may suggest, biochemistry is a field of science that combines the two traditional disciplines of biology and chemistry. If chemistry is the science of matter, then biochemistry is the science of&nbsp;living&nbsp;matter.
Practitioners of biochemistry study the biochemical reactions that occur at the molecular level within living organisms. In medical biochemistry (also known as molecular biology), biochemical techniques are applied to human health and disease. The typical scope of medical biochemistry can include the following:
<ul>
<li>The chemical components of the human body, including carbohydrates and lipids; amino acids and proteins; blood and plasma; biological membranes; nucleic acids (DNA and RNA)</li>
<li>The major chemical processes in the human body, such as cell development; enzyme activity; membrane transport mechanisms; homeostasis; blood coagulation (clotting); oxygen transport; neurotransmitter function; ageing</li>
<li>Nutrition and mineral metabolism, including the role and function of vitamins in the body</li>
<li>Molecular genetics</li>
<li>Heredity</li>
<li>Genomics</li>
</ul>
Much of biochemical inquiry deals with the structures, functions and interactions of biological macromolecules &mdash; large and complex molecules (such as proteins) which provide the structure of cells and perform many of the functions associated with life.
The chemistry of the cell also depends on the reactions of smaller molecules and ions.&nbsp;These molecules can be&nbsp;organic (e.g. the amino acids that are used to synthesize proteins) or&nbsp;inorganic (e.g.&nbsp;water and metal ions).
Medicine is just one area that has benefited from biochemistry. The discipline has made vital contributions to the fields of including cell biology, physiology, pathology, pharmacology, microbiology, immunology, nutrition, forensic medicine, and toxicology, as well as the fields of inflammation, cell injury, and cancer.
Aside from medicine,&nbsp;biochemical research is also applied in industry, agriculture and food production. When taking all these applications into consideration, it&rsquo;s clear that biochemistry is far from a single, monolithic discipline.
&nbsp;
<h2>What does a biochemist do?</h2>
On a day-to-day basis, biochemists&nbsp;typically carry out research projects, manage laboratory teams, prepare technical reports and present research findings to scientists and key stakeholders.
Using electron microscopes, lasers and state-of-the-art laboratory instruments, they conduct experiments by analysing enzymes, DNA and other molecules.
These laboratory experiments cover a range of subjects, from extracting living cell samples from plants and animals for genetic research to developing effective new medicines for the pharmaceutical industry. Once complete, the results are then analysed in an office environment using advanced data modelling software.
Working in research teams alongside experts from other scientific fields, biochemists are predominantly employed across the life sciences sector (including pharmaceuticals, biotech, toxicology, food technology and vaccine production). They are also frequently employed in research roles in academic and government institutions.
&nbsp;
<h2>What impact has biochemical research had on medical science?</h2>
Ever since Eduard Buchner&rsquo;s 1897 discovery that a cell-free extract of yeast can ferment sugar&nbsp;(widely considered to be the birth of biochemistry), biochemistry has enjoyed an intimate relationship with medicine &mdash; illuminating many aspects of human health and diseases.
For anyone working in medicine or a related field, sufficient biochemical knowledge is needed in order to properly understand the metabolism,&nbsp;function and growth of a healthy human body.
In physiology, the study of body function, biochemistry has broadened our understanding of how biochemical changes relate to physiological alteration in the body. It helps us understand the chemical aspects of biological processes such as digestion, hormonal action, and muscle contraction-relaxation.
In pathology, the study of how aberrant biochemistry relates to disease conditions in the human body, physicians can use biochemical analysis to confirm predictions based on patient testimony.
For example, if a patient complains of sudden, severe pain in one or more joints, the physician may predict the problem to be gout &mdash; a form of arthritis caused by an excess of uric acid in the bloodstream. By measuring uric acid levels, biochemistry can then confirm whether gout is the root of the problem.
All diseases have a molecular basis, so biochemistry enables us to understand the chemical processes involved in conditions as varied as:
<ul>
<li>diabetes</li>
<li>hyperammonemia, hypo- and hyperthyroidism</li>
<li>hypo- and hyperparathyroidism</li>
<li>jaundice</li>
<li>kidney dysfunction</li>
<li>hypercholesterolemia</li>
<li>phenylketonuria</li>
<li>sickle cell anaemia</li>
<li>dental fluorosis</li>
<li>rickets</li>
<li>acidosis and alkalosis</li>
<li>lysosomal storage diseases</li>
<li>atherosclerosis</li>
</ul>
With information gleaned from the chemical nature of pathologies, biochemists working in medicine are able to investigate potential treatments for diseases.
The action of a drug almost always involves some change in the biochemical processes taking place in the body. As such, pharmacologists must also be acquainted with the biochemical aspects of the human body. In pharmacy, biochemical testing provides indispensable insights into a drug&rsquo;s:
<ul>
<li>mode of action</li>
<li>half-life</li>
<li>storage conditions</li>
<li>metabolism</li>
<li>potential toxic or adverse effects</li>
</ul>
Biochemistry is also the sole field that accurately describes the function and role of vitamins in the body. With millions of people taking daily&nbsp;<a href="https://www.nhs.uk/conditions/vitamins-and-minerals/" target="_blank" rel="noopener noreferrer">vitamins and mineral supplements</a>, the ongoing discoveries made by biochemists will continue to exert a huge impact on the field of nutritional deficiency.
In all, the real impact of biochemistry is hard to quantify. From&nbsp;<a href="https://www.theguardian.com/science/2018/nov/28/lab-grown-placentas-will-transform-pregnancy-research" target="_blank" rel="noopener noreferrer">lab-grown placentas that &ldquo;will transform pregnancy research&rdquo;</a>&nbsp;to&nbsp;<a href="https://www.theguardian.com/society/2018/jul/05/new-drug-uses-immune-system-to-wipe-out-deadly-bacteria" target="_blank" rel="noopener noreferrer">new drugs that wipe out antibiotic-resistant bacteria</a>, the trailblazing work of biochemists continues to expand the horizons of medical science.
&nbsp;
<h3><a href="https://www.srgtalent.com/blog/biochemistry-helping-solve-antibiotic-resistance">Can biochemistry help to prevent antibiotic resistance? Find out more here </a></h3>
<h2> What does the future hold for biochemistry?</h2>
The many subfields of biochemistry are certainly going places.
As we discussed in a&nbsp;<a href="https://www.srgtalent.com/blog/machine-learning-and-genomics">previous blog post</a>, genomics&nbsp;&mdash;&nbsp;the study of an organism&rsquo;s complete set of DNA&nbsp;&mdash;&nbsp;is one related field of biochemistry that carries long-term implications for drug development and clinical workflows.
Genome sequencing, for example, is causing a&nbsp;<a href="https://www.bbc.co.uk/news/health-48499783" target="_blank" rel="noopener noreferrer">&lsquo;revolution&rsquo; in early diagnosis</a>&nbsp;&mdash; a breakthrough that could fast-track the development of vital new treatments for a range of health conditions.
And with biochemical research being augmented by&nbsp;<a href="https://www.nature.com/articles/d41586-018-05267-x" target="_blank" rel="noopener noreferrer">rapid advances in artificial intelligence (AI) and machine learning</a>, the ability to quickly and efficiently analyse vast pools of data enables scientists to chart previously unexplored areas of biochemistry.
Given its central role in the life sciences as a sustainable way to solve a myriad of science, health and industrial problems, employment opportunities in biochemistry are expected to skyrocket in the next decade.
&nbsp;
<h3><a href="https://www.srgtalent.com/find-a-job/science-jobs/biochemistry-jobs">Take the next step in your career |&nbsp;Browse&nbsp;the latest biochemistry jobs</a></h3>
&nbsp;
<h2>Conclusion</h2>
Of course, medical science does not exist solely to expand our knowledge of the nature of life. It exists to have a practical application: to improve clinical practice.
The molecular phenomena discovered through biochemical analysis help to facilitate this&nbsp;&mdash;&nbsp;providing research that gives on-the-ground health professionals greater scope to fulfil their duty of care.
In fact, the trajectory of medical science in the next decade rests upon the discoveries made by biochemists in the laboratory setting. In the week before the publication of this blog alone, a biochemical study found that&nbsp;<a href="https://www.medicalnewstoday.com/articles/325443.php" target="_blank" rel="noopener noreferrer">a common acne drug can prevent artery hardening</a>, while another suggested that&nbsp;<a href="https://www.medicalnewstoday.com/articles/325443.php" target="_blank" rel="noopener noreferrer">women have better episodic memory than men</a>. The scope for research seems almost limitless.
All life on Earth depends on biochemical reactions and processes. By integrating this scientific knowledge with practical strategies to maintain health, understand diseases, identify potential treatments, and enhance our understanding of the origins of life on earth, biochemistry is and will remain one of the most important areas of science.

Biochemistry is rapidly expanding, becoming one of the most influential areas of science. Combining the core tenets of biology and chemistry, the field plays a huge role in the development of novel new scientific approaches. But just how important is it to medicine?

The importance of biochemistry in medical science

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

LONDON, 21st MARCH 2024: HeadFirst Group and Impellam Group <a href="https://www.impellam.com/insights/HeadFirst-group-join-forces">today announced</a> that they have joined forces to become one of the world&rsquo;s leading STEM talent and Managed Service Providers with a distinctive HR tech platform for professionals. The expanded group has &euro;8 billion spend under management, 2,100 expert colleagues, and over 75,000 professionals serving customers across the globe.
This strategic step provides customers with a unique, truly global tech and talent solution to ensure they stay at the forefront of their industry. The deal has created an unparalleled force in digital, IT, data, life sciences, clinical and engineering talent and leaves the expanded group well-placed to drive market beating growth and to deliver increased value for colleagues, customers, professionals, suppliers, and shareholders.&nbsp;
Han Kolff, chairman of the Board, commented: "We are proud to have brought industry leaders HeadFirst and Impellam together. As well as vast geographic reach, our expanded group combines world-class expertise and market-leading tech, providing customers with mission critical talent, hereby creating a unique platform for growth in a growing market. I am confident HeadFirst and Impellam will power the next world of work together.&rdquo; Julia Robertson, CEO of Impellam and the enlarged group, said: &ldquo;We have an exciting future ahead of us. In a world where talent and tech must come together to build better businesses, we will collaborate to leverage the combined strength and capability of our market-leading brands, our people, and our distinctive technology. Our complementary cultures and our focus on our customers&rsquo; needs will ensure we deliver market leading, digitally enabled and differentiated solutions to our customers across the world.&rdquo;
 Experienced team driving growth agenda
Leading the future success and growth of the combined business, the Board of the new group includes: Han Kolff, non-executive chairman, Julia Robertson, group CEO, Tim Briant, group CFO, Marion van Happen, CEO of HeadFirst Group, as well as non-executive directors and co-founders Koen Bekkering and Boyd Sleeman.&nbsp;
There will be no immediate changes to the day-to-day operations of Impellam Group and HeadFirst Group. Impellam and HeadFirst will continue to deliver industry-leading solutions to customers, suppliers and professionals.&nbsp;
Following the completion of the transaction, Lord Ashcroft, the former majority shareholder of Impellam Group will serve as non-executive director on the board.
About HeadFirst Group
HeadFirst Group is a leading, international HR-tech service provider and the largest platform for professionals in the Benelux, operating across fifteen European countries. The organisation offers a wide range of HR solutions, such as Managed Service Providing, Recruitment Process Outsourcing, IT Sourcing &amp; Recruitment and HR consultancy. More than twenty-five thousand professionals work for over five hundred customers in Europe, through which HeadFirst Group realises an annual gross revenue in 2023 of over two and a half billion euros. The main brands of HeadFirst Group are MSP (including intermediary services) labels HeadFirst, Between and Staffing Management Services, RPO and recruitment specialist Sterksen, IT talent sourcer StarApple, and Belgian HR-tech company ProUnity.
For more information about HeadFirst Group: <a href="http://www.headfirst.group/">www.headfirst.group</a>.
About Impellam Group
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 Pac. 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.
Our brands include: Comensura, Guidant Global, SRG, Lorien, Carbon60 and Bartech.
For more information about Impellam Group: <a href="http://www.impellam.com">www.impellam.com</a>.
Note to editors
Please contact Bart van der Geest, Head of Marketing &amp; Communication at HeadFirst Group, on +31(0)6 &ndash; 15 89 95 74 or <a href="mailto:bart.vandergeest@headfirst.">bart.vandergeest@headfirst.group</a> or Kirsty Tranter, Global Head of Communications at Impellam Group, on <a href="mailto:kirstytranter@impellam.com">kirstytranter@impellam.com</a>.

HEADFIRST GROUP AND IMPELLAM GROUP JOIN FORCES TO BECOME A GLOBAL LEADER IN STEM, DIGITAL AND IT TALENT, MANAGED SERVICES AND HR TECH

HeadFirst Group and Impellam Group join forces

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

Executive talent search and attraction is a growing concern for many emerging and expanding scientific organisations in the changing world of work.
Today,<a href="https://www.gartner.com/en/newsroom/press-releases/2022-02-23-gartner-survey-finds-only-nineteen-percent-of-hr-leaders-are-prepared-to-address-a-shortage-of-critical-talent" target="_blank" rel="noopener noreferrer">&nbsp;merely 29% of leaders have all the talent required for current performance requirements</a>, meaning finding and recruiting reliable leaders is increasingly important for business continuity. This shortage is reflected in risk surveys, where talent attraction, engagement, and retention have been cited as&nbsp;<a href="https://www.gartner.com/en/newsroom/press-releases/2022-02-03-gartner-survey-shows-poor-talent-strategy-is-the-top-emerging-risk-worrying-organizations" target="_blank" rel="noopener noreferrer">the most critical risks for organisations this year.&nbsp;&nbsp;</a>
As executive talent demand increases, competition continues to rise, culminating in a fast-paced and often time-consuming recruitment process in the search for the right senior leaders.&nbsp; To save time and promote efficiency, the right talent attraction strategies can act as a filter at the start of your recruitment strategy, helping you source, and progress the most optimal talent for your organisation.&nbsp;&nbsp;
Read on to discover:
<ul>
<li>Why executive recruitment is changing</li>
<li>Executive talent search challenges to overcome</li>
<li>3 strategies to attract top executive talent in STEM</li>
</ul>
<h2>Why executive recruitment is changing</h2>
As workplaces continue to shift, evolving employee preferences are driving new trends in talent acquisition. New hybrid and working from home models that emerged over the pandemic have significantly influenced future expectations across the employee workforce, including at the executive level.
The&nbsp;<a href="https://www.srgtalent.com/insights/guides-and-reports/2022-global-science-employment-report" target="_blank" rel="noopener noreferrer">2022 Global Science Employment Report&nbsp;</a>revealed that a strong work-life balance is the most important factor for employees working in STEM today. However, our research also shows that when workplaces provide attractive salaries and benefits, alongside challenging and stimulating work, employees are willing to mitigate some aspects of work-life balance.&nbsp;
In this landscape of workplace transformation, it&rsquo;s critical to build a relevant talent attraction strategy to ensure that appropriate, and effective executive leaders choose your company over your competitors.&nbsp;
<h2>Executive talent search challenges to overcome</h2>
The challenges to overcome in order to establish a successful executive talent search and attraction strategy include:
<h3>Employee value proposition efficacy&nbsp;</h3>
Merely&nbsp;<a href="https://www.gartner.com/smarterwithgartner/make-way-for-a-more-human-centric-employee-value-proposition" target="_blank" rel="noopener noreferrer">31% of HR leaders believe candidates, and employees are satisfied with their employee value proposition (EVP).</a>&nbsp;Meanwhile,<a href="https://www.gartner.com/smarterwithgartner/make-way-for-a-more-human-centric-employee-value-proposition" target="_blank" rel="noopener noreferrer">&nbsp;65% of candidates</a>&nbsp;say they have left a hiring process midway due to dissatisfaction with the EVP on offer.&nbsp;
Executive candidates are more likely to feel invested in companies with strong EVPs that represent a commitment to employee experience and wellbeing.&nbsp;
Leaders should aim to create an EVP with an emphasis on holistic wellbeing, and shared purpose, where cross-organisational ownership on decision making is encouraged, and employee wellness is activated through clear guidelines and initiatives.
<h3>Time involved in the hiring process</h3>
In 2021, the time to hire increased&nbsp;<a href="https://www.gartner.com/en/newsroom/press-releases/2022-02-23-gartner-survey-finds-only-nineteen-percent-of-hr-leaders-are-prepared-to-address-a-shortage-of-critical-talent" target="_blank" rel="noopener noreferrer">by 18%</a>, adding on another 2 weeks to the overall hiring process. For executive candidates, delays in recruitment can be indicative of poor management and add doubt to joining an organisation. Meanwhile, this additional time to hire can have major effects on organisations seeking executive support, driving lost productivity, and increased turnover risks from existing staff who may be under strain from recruiting workloads.&nbsp;
Leaders can bridge the time to hire gap by working with an established executive hiring team to attract, source, recruit, and onboard executive talent at pace. Doing so can increase efficiencies and resource access, enabling faster and more streamlined employee journeys.&nbsp;
What&rsquo;s more, executive recruitment services can activate access to technology-driven recruitment to widen candidate access. This can include psychometric assessments, as well as mobile recruiting application technology (of which&nbsp;<a href="https://www.gartner.com/smarterwithgartner/make-way-for-a-more-human-centric-employee-value-proposition" target="_blank" rel="noopener noreferrer">merely 6% of companies have adopted themselves</a>).
<h3>Appropriate benefits and opportunities</h3>
According to<a href="https://www.gartner.com/en/articles/4-ways-to-attract-and-retain-talent-that-aren-t-just-about-comp" target="_blank" rel="noopener noreferrer">&nbsp;recent research from Gartner</a>, enhancing employee development opportunities is on the agenda of 44% of HR leaders over the coming year. Alongside this, 25% of leaders are aiming to increase rewards and recognition, and 24% intend to increase compensation and benefits.&nbsp;
To stay competitive in a fast-paced talent market, leaders should seek to supplement opportunities for development and where possible, introduce relevant and well aligned benefits to attract top executives. Additionally, conducting or reviewing up-to-date salary surveys, to ensure you&rsquo;re offering the market rate, is crucial to not being overlooked by top applicants.
<h2>3 strategies to attract top executive talent in STEM</h2>
<h3>1.&nbsp;Reinforce shared ambitions</h3>
Senior and executive-level candidates are often inspired to join a new organisation out of a sense of shared purpose and ambition. Interviewers and organisations should emphasise the direction of the company and communicate the senior leadership&rsquo;s vision for organisational growth.&nbsp;
Executives looking for careers in STEM are likely to be either scientists themselves, or heavily invested in the field. Organisations should take the time to describe what real-world impact their products or technology will have on both the field and users.&nbsp;
<h3>2.&nbsp;Communicate avenues for personal growth</h3>
<a href="https://www.gartner.com/smarterwithgartner/make-way-for-a-more-human-centric-employee-value-proposition" target="_blank" rel="noopener noreferrer">Less than 25% of senior leaders&nbsp;</a>recognise that personal growth opportunities and benefits are not well communicated to staff.&nbsp;
Successful talent attraction strategies should embed personal growth communication from the start, by clarifying career trajectory opportunities, and benefits. This can help executive candidates envisage their own long-term journey in the organisation.
<h3>3.&nbsp;Emphasise flexibility</h3>
Flexibility can apply in terms of both choices in activity distribution within a role, as well as hybrid work opportunities. Recruitment for executive-level employees is often delayed by hybrid work concerns.&nbsp;
Leaders should strategise in advance of recruitment around how hybrid work options can be realistically implemented. While location is often fixed for many research and scientific organisations, the nature of roles can often be adapted to accommodate hybrid work.
This is particularly important in niche fields, where executive level candidates are few and far between. Accepting more hybrid candidates can increase applications, and provide a route to accessing a wider, and more diverse candidate pool, that may otherwise find commutes unfeasible. In my experience, I&rsquo;ve found that when organisations are, for example, Northern England or Scotland based, and the majority of candidates are in London, Cambridge or Oxford, and unable to commit to full relocation, hiring managers have successfully split responsibilities and in-office work to 2 days on-site, and 3 days at home, to provide commuters with a more realistic work-life balance
<h2>Looking for executive recruitment support?</h2>
At Search by SRG, our expert recruitment consultants work alongside leading scientific organisations to source and recruit established executives and senior leaders in the field. We equip clients with access to extensive candidate networks and unique talent insights including competitive salary information to help create a nuanced, and powerful talent attraction strategy that delivers the best talent.

Step up your executive talent search strategy with expert advice from Keith Mulgrew, Sector Head at Search by SRG

Strengthen Executive Talent Search Strategy in 3 Ways

<h1 class="blog-article-hero-title">National Inventors Month &ndash; Four Influential Inventors who Transformed the World</h1>
<div class="blog-article-body">
From engines to the internet, from the magnifying glass to x-rays, these inventions have changed the way we live and work and have improved our lives in so many ways. But what about the inventors who first had the idea of creating these useful and revolutionary products?&nbsp;
National Inventors Month was created to celebrate the dreamers, doers and masterminds who have driven the world forward with their inventions. The creativity of innovators has made life easier, safer, and more efficient.&nbsp;
Therefore, we are observing this month by recognising a few of those daring individuals who had the vision and the courage to create something that had never been done before. They were pioneers, risk-takers, and visionaries who, in some cases, faced opposition from the very people who would later benefit from the inventions they created.&nbsp;
In celebration of&nbsp;National Inventor's Month 2023, we will be showcasing 4 influential inventors whose designs and discoveries helped form the world we live in today.&nbsp;
&nbsp;
<h2>Hedy Lamarr &ndash; &lsquo;&rsquo;Mother of Wi-Fi&rsquo;&rsquo;</h2>
Hedy Lamarr was a true pioneer in the field of technology. Born in Vienna in 1914, her father perceived and so forth encouraged her natural talent for engineering from a young age. He coached her through the internal mechanisms of numerous machines and taught her the basics of engineering. At the age of five, she was already dismantling her music box to understand how it worked.
In 1942, during World War II, Hedy&rsquo;s pioneering research led to the development of the&nbsp;<a href="https://www.forces.net/stem/female-scientists-behind-military-inventions" target="_blank" rel="noopener noreferrer">spread spectrum and frequency hopping technology</a>, that was meant to make radio-controlled torpedoes harder to detect by the enemy. This invention of hers was way ahead of its time, as it presaged the development of today&rsquo;s Bluetooth, Wi-Fi, and GPS.
However, few people know that her true genius was in the field of science and technology, as in 1940s and 1950s Hedy found fame in Hollywood, becoming a booming actress, with credits such as &ldquo;Samson and Delilah&rdquo; and &ldquo;Boom Town&rdquo;.&nbsp;
Unfortunately, Lamarr's invaluable contribution to science and technology was not recognised until much later in her life. She was never awarded a patent for her invention up until her death in 2000, due to the fact that she was a woman and an actress, and the technology was classified as military secrets. Nevertheless in 2014, Lamarr was posthumously inducted into the National Inventors Hall of Fame for her contribution to the world of wireless communication.
&nbsp;
<h2>Valerie Thomas &ndash; Illusion Transmitter</h2>
Born in Maryland in 1943, Valerie Thomas is an American scientist and inventor who made a lasting impact on the world of science. As a young girl, she was captivated by the magic of technology after watching her father repair a television set. Despite being discouraged from taking math and science classes, she persisted and enrolled in a physics course.
Valerie Thomas went on to have a remarkable career at NASA. She began in 1964 as a data analyst and&nbsp;<a href="https://www.gradtouch.com/advice/article/women-inventors-who-changed-the-world-STEM" target="_blank" rel="noopener noreferrer">developed real-time computer data systems</a>&nbsp;to support satellite operations control centres. In the 70s, she led the creation of the Landsat program, which would go on to become an international success. Thomas was instrumental in the development of the Landsat program, and her work built upon the efforts of other NASA scientists in their pursuit of seeing Earth from space.&nbsp;
In 1976, Valerie attended a science seminar that changed her life. Fascinated by the illusionary effects of light, she began performing experiments with flat and concave mirrors. After many months of trial and error, Valerie was able to project an illusionary three-dimensional image between two of the concave mirrors. This invention was granted a patent in 1980 and has since been used by NASA and contributed to the development of 3D technology.&nbsp;
She was widely respected in the field of remote sensing, and her expertise was recognised by the White House in 1982. That year, President Reagan awarded her a prestigious Presidential Rank Award for her accomplishments.&nbsp;
&nbsp;
<h2>Walter Lincoln Hawkins &ndash; Telecommunication</h2>
Walter Lincoln Hawkins was an American chemist and engineer who revolutionised polymer chemistry and improved the lives of thousands of Americans. Born in 1911, in Washington, D.C., Hawkins became transfixed with how things worked at an early age. Growing up, he was always taking apart his toys to make something new. One of his most impressive achievements was building a working radio so he could listen to Washington Senators baseball games.
Hawkins went on to make great strides in polymer chemistry. He developed a new approach to the study of polymers which focused on the structure of the molecules and their components, rather than their physical properties. This allowed for a better understanding of how polymers interact with one another and enabled polymer chemists to predict the properties of any given polymer more accurately.
Working at Bell Laboratories for 34 years, Hawkins is most widely known for his&nbsp;<a href="https://www.pbs.org/education/blog/ten-black-scientists-that-science-teachers-should-know-about-and-free-resources" target="_blank" rel="noopener noreferrer">invention of plastic sheathing for telephone cables</a>, allowing telephone services to be extended to rural areas. This was an immense breakthrough as it provided people living in rural areas with access to telecommunication services that were not previously available.&nbsp;
Hawkins was also a tireless advocate for minority students and was the first African-American to be elected to the National Academy of Engineering in 1975. His lifetime of achievements was recognised with the National Medal of Technology for his extraordinary contribution to the engineering profession, awarded to him in 1992, shortly before his death.
&nbsp;
<h2>Sir Tim Berners-Lee &ndash; World Wide Web</h2>
Sir Timothy John Berners-Lee is an English computer scientist best known as the&nbsp;<a href="https://www.w3.org/People/Berners-Lee/" target="_blank" rel="noopener noreferrer">inventor of the World Wide Web</a>. Born in 1955 in London, his parents were computer scientists who worked on the first commercially built computer. As a child, Berners-Lee was a keen trainspotter, a hobby which taught him a lot about electronics. Through tinkering with a model railway, he developed a passion for technology that would set him on the path to becoming one of the most influential innovators of our time.
In 1973, Berners-Lee enrolled at The Queen&rsquo;s College, Oxford, where he graduated with a first-class Bachelor of Arts degree in Physics four years later. As a student, he taught himself about computers by building his own from an old television set, which he bought from a repair shop.&nbsp;
In the late 1980s, Berners-Lee developed a proposal for a global hypertext which he implemented in 1990 while working at CERN and eventually released in 1991. His revolutionary idea of allowing people to share information across the globe quickly gained traction, and the World Wide Web was born.&nbsp;
Today, Berners-Lee is still actively involved in the development of the internet and continues to advocate for a more open and accessible online world. He is the founding director of the World Wide Web Foundation, which focuses on web literacy and digital inclusion. His contributions to the development of the web have been recognised with numerous awards, including the Turing Award, the Prince of Asturias Award, and the Millennium Technology Prize.
</div>

In celebration of National Inventors Month, we're recognising four instrumental inventors whose extraordinary minds helped shape our contemporary world.

National Inventors Month – 4 Influential Inventors who Transformed the World

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

Key findings:
Our survey found the following factors motivate scientists the most at work:
<ul>
<li>Appreciation and recognition (29%)</li>
<li>Salary and bonus package (27%)</li>
<li>Career development (21.7%)Workplace environment (21.3%)</li>
</ul>
While&nbsp;<a href="https://www.srgtalent.com/blog/why-money-doesnt-motivate-employees" target="_blank" rel="noopener noreferrer">62% of leaders today</a>&nbsp;are shaping their business strategy around employee engagement, research shows that<a href="https://www.srgtalent.com/blog/why-money-doesnt-motivate-employees" target="_blank" rel="noopener noreferrer">&nbsp;just 15% of the global workforce feels motivated at work.&nbsp;</a>
In June 2023, we surveyed over 500 members of our scientific community on the key factors that motivate them the most in the workplace to bridge this divide in understanding.&nbsp;
Our findings show that even in today&rsquo;s cost-conscious economy, scientific professionals are most motivated when their workplace values them.
In this article, we explore key barriers to our top motivational factors and provide actionable advice to help you stay motivated at work.
<h2>Key challenges to motivation at work&nbsp;</h2>
<h3>Appreciation and recognition</h3>
While 29% of our scientific community agreed that appreciation and recognition motivated them the most in the workplace, the way this looks in the workplace will differ depending on individual preferences.&nbsp;
Asking questions and taking the time to map out what it is that makes you feel appreciated and recognised at work before your interview is essential. Doing so will allow you to align the company&rsquo;s initiatives with your own motivations to ensure that you choose the right job for you.
<h3>Salary and bonuses</h3>
27% of our respondents said they were most motivated by salary and bonuses at work. In the scientific industries, there has been a recent movement towards improving salaries &ndash; demonstrated by our<a href="https://www.srgtalent.com/insights/guides-and-reports/global-stem-salary-survey-2023" target="_blank" rel="noopener noreferrer">&nbsp;latest findings in our STEM salary survey.</a>
However, this can sometimes occur in an inequitable way, with certain minority groups, such as<a href="https://www.srgtalent.com/blog/stem-salaries-and-salary-gaps" target="_blank" rel="noopener noreferrer"> women and people from BAME backgrounds,&nbsp;</a>not receiving the same opportunities for salary progression.
If you&rsquo;re looking to understand what a competitive salary looks like in your industry, working with an expert scientific recruiter like SRG can be an effective and seamless way to unlock industry insights directly from those closest to the process. Working with a recruiter can also enable you to gain information on individual company bonus schemes, as well as offer the opportunity to ask any questions about bonus scheme initiatives that you have.&nbsp;Alternatively, you could scour job sites and look at your ideal positions to understand what sort of salaries companies are paying for those roles today.
<h3>Workplace environment</h3>
21.3% of our respondents said their workplace environment is the most motivating factor at work. Getting a good impression of what it&rsquo;s like to work somewhere can be difficult as a candidate, particularly if the entire recruitment process is remote.
In the scientific industries, we&rsquo;re seeing a much greater focus on having at least one interview in-person. This in-person interview is a key opportunity for candidates, just as much as it is clients, to understand what it&rsquo;s really like to work in the company. If you&rsquo;re offered a site tour, I recommend you take the chance and really immerse yourself in the environment while considering whether it&rsquo;s somewhere you could see yourself working happily.
Another key barrier is having to work around out-of-hours for interviews to avoid taking annual leave. Doing this can limit your impression of the environment as, depending on the hour, there may be very few employees working around you. To combat this, I would recommend asking whether people will be on site when you request your interview time and work around your schedule wherever possible to facilitate being in a more active environment.
<h3>Career development</h3>
Understanding the next steps to develop your career, no matter where you are in your professional journey, can be challenging, particularly if you&rsquo;ve taken a break from the industry or are moving to an alternative sector. Recruiters understand where people should and can be in a year&rsquo;s time, and can help candidates understand where they&rsquo;re at in their career and what their next steps could be.
For example, if you&rsquo;re a lab technician with 2 years of experience who wants to progress onto a management role, as a recruitment consultant myself, I would work with you to find a senior lab technician position where you can gain the experience you need to get into a management role faster. Alternatively, I would link you with a client who has a set development pathway in place to enable lab techs to progress to becoming lab managers in under a year.&nbsp;
Being ambitious is a fantastic asset in STEM, but recruiters can offer the knowledge you need to get to the next step and work with you to provide the guidance you need throughout.
<h2>How to find a workplace that aligns with your motivations</h2>
<h3>Step One &ndash; Design your questions</h3>
It&rsquo;s important not only to ask questions but also to plan and align the questions you&rsquo;re asking with what matters most to you at work.
Rather than trying to think of these on the spot, write a list of questions in advance along with your notes, and take the list to the interview with you. Tick off the questions as you get responses, and ensure you make notes on what your interviewer responds with for each so you don&rsquo;t forget.&nbsp;
One of the questions I always suggest my candidates prepare is, &lsquo;What does career development look like in this organisation&rsquo;, or &lsquo;Where do you see me being after 12 months?&rsquo;. Asking these questions means you get a direct understanding of whether there are structured internal career paths or skills development programmes in place that align with your long-term ambitions and motivations.
<h3>Step Two &ndash; Do your research</h3>
As part of your interview preparation, I&rsquo;d advise you to research the company thoroughly.
The company website can be a great starting point, but after that, research their social media accounts and explore their presence on LinkedIn. Look at the posts they share and what sort of media and emerging topics employees engage most.
If you&rsquo;re motivated by appreciation and recognition, I&rsquo;d recommend paying special attention to whether there are appreciation awards, company trips, award ceremonies or team building activities being advertised on the company&rsquo;s LinkedIn.
<h3>Step Three &ndash; Go in person</h3>
You can get a good insight into the feel of a place when you&rsquo;re in person. If you&rsquo;re offered a site tour, take the time to go through places like factory floors and laboratories and assess what the feelings are like amongst the workers and in the general environment.
If there&rsquo;s ever an opportunity to speak to more than one person in the interview, talk to them. While directors and managers can provide excellent insight into company ideology, speaking to someone who works at your level in a similar role will give you a more direct insight into what you can expect from the job.
<h2>Looking for your next opportunity in STEM?</h2>
At SRG, we have over 30 years of experience helping candidates across the globe establish successful scientific careers across the wider STEM industries.
Use the quick job search tool below to find your next opportunity in STEM
About the author:&nbsp;Chris Beckenham specialises in finding scientists and technical talent for the chemicals and material industries, from R&amp;D to analytical testing and manufacturing.<a href="https://www.linkedin.com/in/chrisbeckenham/" target="_blank" rel="noopener noreferrer">&nbsp;Click here to connect with Chris on Linkedin.</a>

Chris Beckenham explores results from our latest candidate community survey and reveals strategic advice to overcome the hurdles and power motivation in the workplace.

4 Challenges to Motivation at Work and How to Overcome Them

Alison Jones, Operations Director at SRG provides her perspective on forging a lasting, and successful career in recruitment, and reflects on key insights and learnings. Read on to learn more about Alison&rsquo;s journey, as she reveals expert advice on creating an evergreen recruitment strategy and assessing your next recruitment partner.
<h2>How did you start out in recruitment?</h2>
Like many others in recruitment, I fell into the industry. I was never academically inclined and left education at 16 to start work. After a few months on an apprenticeship, I gained the commercial skills and workplace qualifications I needed to feel confident in applying for permanent roles.
By this time, I was 17 and my focus was on working in a people-oriented position. I applied for a permanent role as an HR assistant, not realising it was through an agency. When I arrived for my face-to-face meeting, the role had already been filled; but they said they were impressed and asked whether I would like to work for them in sales...&nbsp; the rest is history.
Up until 2013 I worked across the general recruitment sector, until I took a role in an engineering search business out a motivation to specialise in a specific sector. While the company was misaligned for me from a values perspective, it paved my way in STEM recruitment through to SRG, where I was appointed as an Operational Leader almost 10 years ago. 
<h2>What are some of your biggest achievements from the last 35 years in recruitment?&nbsp;</h2>
Goodness me, there&rsquo;s been a few&hellip; but seeing my teams flourish is probably the thing that gives me the most pleasure.&nbsp;&nbsp;
I&rsquo;ve lost count of the times I&rsquo;ve taken a team from infancy to being a much larger and high performing unit. Some of my current mangers joined me with little to no experience in recruitment and are now considered industry experts and have large teams of their own.&nbsp; &nbsp; Seeing a career develop that way is a huge buzz for me.&nbsp;&nbsp;
I&rsquo;m also pleased to have made a seamless transition from generalist recruitment to STEM winning Manager of the year in my first full year in STEM back in 2015.&nbsp;&nbsp; I also find being able to contribute to the wider scientific industry very fulfilling. Seeing our new partners grow with talent we place and make advancements to improve lives or engineer new products is so significant and feels like a real achievement.&nbsp; 
<h2>What are some of your most significant learnings from your time in recruitment?</h2>
From a leadership perspective I work for my team, not the other way round.&nbsp; My role is to support them to be the best they can be.&nbsp; Their role is to support their teams the same way.&nbsp; Your people come first, do right by them, they look after your customers and everyone wins.&nbsp;&nbsp;
All voices have value, and it&rsquo;s important to make time for quieter team members to contribute. Some of the best ideas I&rsquo;ve heard are from people who are perceived to be quieter in meetings. Make space for those people to contribute.&nbsp;
It&rsquo;s integral to listen to your newcomers. New starters come into a business without any conventions and can offer brilliant observations and ideas to transform processes and make things more efficient.&nbsp;
Most significantly, put the candidate at the heart of everything that you do - this crucial to the whole recruitment process.&nbsp; 
<h2>Do you have any evergreen recruitment advice for the current recruitment climate?</h2>
In my experience, recruiters who build lasting meaningful relationships with candidates and customers never have to cold call. The candidate journey is everything &ndash; without a loyal candidate base we have no product and nothing to offer our partners.&nbsp;
Establishing those relationships with candidates, and clients alike can offer a solid foundation for a sustainable recruitment strategy and accelerate results.
On a similar note, showing empathy is another essential technique. Listening to both partners, and candidates, responding to people in a timely way and doing what you say you&rsquo;re going to do is critical to establishing trust in business. Remember there&rsquo;s a person or people with their own hopes and dreams at the heart of everything we do. 
<h2>What questions would recommend asking a recruitment partner, before investing?</h2>
Some key questions I would ask any recruitment partner based on my expertise in the field would be:
<ol>
<li>How do you engage with candidates and what is the candidate journey?</li>
<li>Can you provide case studies and evidence of relevant sector experience along with customer testimonials?</li>
<li>How well do they understand your business?</li>
<li>What are their fill statistics in the roles you&rsquo;re looking to hire?</li>
<li>What value added services do they offer?</li>
<li>What market insights can they provide?</li>
<li>&nbsp;When was the last time they sought and applied feedback from their own teams?</li>
</ol>
&nbsp;
<h2>Find out more about working with SRG</h2>
At SRG, our data-driven approach to recruitment means we offer measurable and impactful recruitment outcomes for businesses across STEM. As a specialist recruitment organisation operating across the wider STEM industries, we have the expertise and flexibility to provide strategic and bespoke solutions to effectively streamline and optimise how our clients hire by powering solutions like:&nbsp;
<ul>
<li>MSP and contingent recruitment</li>
<li>RPO and permanent recruitment</li>
<li>Executive and technical hiring services</li>
<li>Bespoke solutions</li>
<li>Consultancy recruitment services</li>
</ul>
About the author:&nbsp;Alison joined SRG in 2014 as an operational leader, having worked in Impellam since 2008.&nbsp; Building on an already outstanding career, in 2020 she became Director for UK Chemicals, UK Managed Delivery, Northern Life Science and Scotland. A total of 35 years industry experience has honed her skill and drive to offer customers the very best service. This is coupled with 25 years spent developing high performing teams to become award winning leaders in their field, something which remains at the heart of Alison&rsquo;s position.&nbsp;<a href="https://uk.linkedin.com/in/alison-jones-4496b116" target="_blank" rel="noopener noreferrer">Click here to connect with Alison on LinkedIn.</a>

Alison Jones, Operations Director at SRG provides her perspective on forging a lasting, and successful career in recruitment, and reflects on key insights and learnings.

Alison Jones: Reflections and Learnings from a 35 Year Recruitment Career

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

Want to accelerate your C-Suite job search? You're not alone.
As we emerge from the pandemic and &lsquo;the great resignation&rsquo; where&nbsp;<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/great-attrition-or-great-attraction-the-choice-is-yours" target="_blank" rel="noopener noreferrer">over 19 million workers left their roles</a>, and a further&nbsp;<a href="https://www.mckinsey.com/business-functions/people-and-organizational-performance/our-insights/great-attrition-or-great-attraction-the-choice-is-yours" target="_blank" rel="noopener noreferrer">40% of the workforce are still seeking change</a>,&nbsp;employees are fast becoming candidates and are making their way through to the world of recruitment where talent mobility trends are driving more, and better opportunities for senior professionals
In this competitive, fast-paced landscape, the success of your C-Suite job search will rely on how well you can translate and align your professional history with your ambitions to get where you want to be. However, for executive leaders who may have complex routes to the C-suite, or are even passively scouted for the roles they&rsquo;re interested in, leveraging the talent market to make the best job selection can be challenging.&nbsp;
This article will explore some of the actionable steps you can take to select the right job in the C-suite.
Read on to find out:&nbsp;
<ul>
<li>How to leverage your potential as a senior candidate</li>
<li>How to ask impactful questions in an interview</li>
<li>The importance of transparency</li>
</ul>
<h2>How to leverage your potential as a senior candidate</h2>
As global priorities shift after COVID, organisations around the world are re-prioritising and generating new roles across the C-suite to strengthen their sustainability and promote their recovery.&nbsp;
In a<a href="https://www.ibm.com/thought-leadership/institute-business-value/report/ceo" target="_blank" rel="noopener noreferrer">&nbsp;survey of 3,000 global CEOs from IBM</a>, Chief Technology Officers (CTOs) were rated as the most critical role for business continuity, followed by Chief Operating Officer and Chief Financial Officer. A further survey of 5,000 Chief Technology Officers reveals that&nbsp;<a href="https://www.ibm.com/thought-leadership/institute-business-value/c-suite-study/cto" target="_blank" rel="noopener noreferrer">29% of current CTOs expect their next role to be CEO.</a>&nbsp;
In this climate of change and transformation, it&rsquo;s vital to thoroughly understand your own role, abilities, and skills, and how these fit into both emerging and established roles. While you&rsquo;ll likely have plenty of experience within your current role, solely applying to roles with the same title that you have can inadvertently silo your efforts. What&rsquo;s more, even if a role does have the same title, responsibilities will invariably change between companies.&nbsp;
Look for opportunities to diversify and draw on your breadth of experience in new ways to position yourself competitively within the market. Working with a recruitment consultant can be a powerful way of doing this, as they&rsquo;ll have up-to-date and extensive knowledge on how applicable your skills are across a range of executive positions, including newly created ones.
<h2>How to ask impactful questions in an interview</h2>
The right culture is crucial, and miscommunication is a key hurdle to finding the right workplace.&nbsp;
<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">46% of &lsquo;mis-hired&rsquo; employees want to leave because of a toxic work culture</a>, while<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">&nbsp;89% of employers</a>&nbsp;say that &lsquo;mis-hired&rsquo; employees leave because of poor emotional intelligence and motivation.&nbsp;&nbsp;
Overcoming this rift relies on establishing exactly how aligned your cultural values and work styles are with your prospective organisation from the beginning of the application process. The right questions are key to this process.&nbsp;
While any interview should be a two-way evaluation process, this principle takes extra presence in executive-level interviews, where leadership and business acumen are essential to the role.&nbsp;
Thorough and nuanced research is essential for your questions to be suitably detailed, and appropriate. Take the time to understand the company&rsquo;s current position in the market, challenges, and financial performance, and ask appropriate questions to support your decision-making process. Recruitment consultants can support with this stage by providing foundational information on the organisation&rsquo;s position in the market, as well as suggesting <a href="https://www.srgtalent.com/blog/how-to-prepare-for-senior-level-interviews---6-key-strategies-for-stem-leaders" target="_blank" rel="noopener noreferrer">potentially fruitful avenues of enquiry in the interview</a>.
It&rsquo;s important to ask questions that strengthen your understanding of:
<ul>
<li>How the company operates</li>
<li>What the company culture looks like, and how it&rsquo;s actively reinforced</li>
<li>What the overall business pathway is, and whether it aligns with your own ambitions</li>
<li>Aim to get a good understanding of the board&rsquo;s expectations, challenges, and how they measure success</li>
</ul>
As well as preparing your own questions, you should be prepared to discuss your leadership style, how you get the most out of your team, and how you can help contribute and build on their company culture. You could also consider what is currently missing from the company and how you could help fill the gap, as well as details on the types of decisions you have made in the past, along with outcomes and lessons learned.&nbsp;&nbsp;
<h2>The importance of transparency</h2>
Transparency is a key indicator of reliability and trustworthiness and is something both yourself, and your prospective organisation should exhibit. For the organisation, transparency may come across in how they describe the overall recruitment process, and the means they take to reduce bias. Additionally, transparency can also come across in the description of the role and responsibilities in the interview.&nbsp;
For you as a candidate, transparency in your availability, capability, and skill set, as well as your motivations to move, are all important factors to discuss to support the success of your next role.&nbsp; If you receive another offer or are still in the interview stages with other organisations when you receive your primary offer, it&rsquo;s vital that you communicate your stance in a professional and clear way.
Maintaining this transparency can help reinforce your reliability, and if you do end up taking another position, ensure that any relationships established over the interview process are not sullied in the same way they would be if you abruptly declined the offer.&nbsp;
Recruitment consultants can help support your transparency across the interview process by acting as a buffer between you and the organisation, enabling you to communicate in the most effective way possible.&nbsp;
<h2>Looking for your next opportunity in the C-suite?</h2>
SRG&rsquo;s specialist executive search team, Search by SRG, provide leading support to executive-level and mid-senior-level niche technical candidates across the recruitment process. We can help you to realise your ambitions across the scientific industries.
Your future awaits and SRG will help take you there and beyond.

In this article, Hannah Mason, Principal Resourcer at Search by SRG, explores some key strategies to attract retain and empower C-Suite level employees in your organisation today.

How To Attract Top Talent in the C Suite

<h3><a>Petroleum engineers are vital to the global economy. Involved in all stages of hydrocarbon extraction, development and production, they ensure that the end-to-end process is safe, efficient and cost-effective.</a></h3>
Petroleum engineering is a branch of engineering related to the exploration and production of hydrocarbons such as crude oil or natural gas. This field predominantly operates within the&nbsp;upstream&nbsp;sector of the oil and gas industry.
Petroleum engineering is certainly an exciting field to work in right now, with many diverging career paths open to workers. As a petroleum engineer, you can travel the world and work in far-flung overseas drilling sites to develop previously untapped oil and gas reserves. You&rsquo;ll also be able to learn useful multidisciplinary skills from a range of geoscientists, engineers and platform labourers.
Despite the rise of green energy across the Western world in recent years, the petroleum engineering field remains a desirable place to forge a career. Few industries can offer such competitive salaries, opportunities for travel, flexible working arrangement, longevity and choice.
<h2>Petroleum engineering jobs</h2>
Given the vast amounts of money and resources invested in the global oil and gas industry, petroleum engineers are in high demand across the globe.
From exploration, drilling and reservoir to production, storage and transportation, a broad range of employment opportunities are open to petroleum engineers in the nebulous oil and gas sector.
Given that the sector involves the input of thousands of highly specialised workers across a number of phases in widespread locations, recruitment methods and job titles vary from company to company, too.
<h3>Types of petroleum engineer</h3>
There are many different types of petroleum engineers, each of which are involved throughout the stages of the hydrocarbon extraction process.
<ul>
<li>Petroleum geologists&nbsp;work to discover new oil and gas deposits. By applying geological and geophysical methods, they analyse the subsurface of potential drilling sites.</li>
<li>Reservoir engineers&nbsp;determine how to best exploit each new discovery, ensuring precise well placement, production rates and enhanced oil recovery techniques. They use advanced computer modelling and imaging programs to identify risks and make forecasts on the potential of an oil reservoir.</li>
<li>Completions engineers&nbsp;oversee work to complete the building of wells so that oil or gas will flow up from underground. This can involve the use of tubing, hydraulic fracturing, or pressure-control techniques.</li>
<li>Drilling engineers&nbsp;manage the technical aspects of drilling both production and injection wells. They work closely with other engineers, scientists, drilling teams and contractors.</li>
<li>Production engineers&nbsp;develop processes and equipment to optimise oil and gas production. They manage the interface between the reservoir and the well, performing tasks such as perforations, sand control, artificial lift, downhole flow control and downhole monitoring equipment.</li>
</ul>
At the entry level, some employers do not distinguish between the different types of petroleum engineering roles. Instead, they are likely to hire based on a candidate&rsquo;s potential and then deploy them in positions that combine previous experience with the company&rsquo;s strategic goals.
Petroleum engineers are among the highest paid engineers, with the median annual petroleum engineer salary in the UK standing at &pound;51,513. Of courses, this depends on the years of experience you have. Starting salaries for petroleum engineers are in the region of &pound;25,000 to &pound;35,000.
Discover the latest salaries in engineering |&nbsp;<a href="http://bit.ly/2ZzzwJ4">Download your free copy of the SRG salary survey</a>
<h2>Petroleum engineer responsibilities</h2>
Though responsibilities vary depending on the employer, location or seniority level, a typical petroleum engineer can expect to:
<ul>
<li>design equipment to extract oil and gas in a profitable manner</li>
<li>develop plans to extract as much oil and gas as possible from drilling sites</li>
<li>liaise with geoscientists and other specialists to interpret well-logging results and predict production potential</li>
<li>compile detailed development plans of reservoir performance using statistical models</li>
<li>manage contractor relationships in relation to health, safety and environmental performance</li>
<li>liaise with separate departments to ensure projects are on track</li>
<li>ensure oilfield equipment is installed, operated and properly maintained</li>
<li>liaise with clients and key stakeholders to keep them informed of progress</li>
</ul>
Engineers may also be involved in research and development (R&amp;D) in the petroleum sector.
<h2>What qualifications and skills do petroleum engineers need?</h2>
As competition for petroleum engineer positions is high, many people looking to break into the sector gain work experience to supplement their relevant degree-level qualifications (e.g. petroleum engineering, aeronautical engineering, earth sciences, or mathematics). Having a PhD in a relevant subject can also increase a candidate&rsquo;s chances.
Qualifications are only one prerequisite. To find employment as a petroleum engineer, you&rsquo;ll need to show evidence of:
<ul>
<li>technical expertise</li>
<li>problem-solving skills</li>
<li>strong communication</li>
<li>teamwork skills</li>
<li>analytical and creative skills</li>
<li>a willingness to work internationally and in offshore environments</li>
<li>IT skills</li>
</ul>
Of course, the skills and experience needed will largely depend on the requirements of the employer, as well as which subsector they operate in.
<h3>Seeking work as a petroleum engineer?&nbsp;<a href="https://www.srg.co.uk/job-seekers/engineering-jobs">Click here</a>&nbsp;for the latest engineering jobs with SRG</h3>
For more fascinating insights into the ever-changing world of the life sciences sector, stay tuned to all&nbsp;<a href="https://www.srg.co.uk/blog">SRG Blogs</a>.

Petroleum engineers are pivotal to the global economy. Involved in all stages of hydrocarbon extraction, development and production, they ensure that the end-to-end process is safe, efficient and cost-effective.

What types of jobs are available in the petroleum engineering field?

Key learnings &ndash;&nbsp;
<ul>
<li>Working as an Engineering/Technical Director pays the highest amount in FMCG for professionals from an engineering background.</li>
<li>FMCG companies have a strong focus on soft skills alongside digital readiness.</li>
<li>&nbsp;Demonstrating a proactive approach to career development without moving between roles too regularly can be appealing to employers today.</li>
</ul>
 Engineers are the driving force behind the Fast-Moving Consumer Goods (FMCG) industry, where they finetune the implementation, maintenance, and continuous improvement of machinery, processes, and methodologies across product development. FMCG can be a fantastic industry to build a career in.&nbsp;<a href="https://www.reed.com/downloads/reed-salary-guides-2022" target="_blank" rel="noopener noreferrer">79% of professionals in Fast-Moving Consumer Goods (FMCG)&nbsp;</a>today are positive about the future of their sector, and&nbsp;<a href="https://www.reed.com/downloads/reed-salary-guides-2022" target="_blank" rel="noopener noreferrer">80% of professionals</a>&nbsp;say their job is still secure despite the UK&rsquo;s current economic turbulence. If you&rsquo;re looking to start, or maybe shift your career in FMCG as an engineer, this article is full of valuable insights surrounding top salaries, competitive skills, and key advice for engineering professionals in FMCG.
<h2>Skills for success in FMCG</h2>
 As AI continues to transform the role of the fourth industrial revolution in FMCG, skills requirements are shifting to meet the requirements of a new work environment. According to a<a href="https://www.reed.com/downloads/reed-salary-guides-2022" target="_blank" rel="noopener noreferrer">&nbsp;recent survey</a>, the top 5 most in-demand skills in FMCG are: 
<ol>
<li>Teamwork</li>
<li>Communication</li>
<li>Use of technology</li>
<li>Leadership&nbsp;</li>
<li>Organisation</li>
</ol>
 In my experience, the fast-paced nature of FMCG can often involve engineers working on many projects at once. This can differ from working in other industries, such as pharma, where dedicated professionals work on single projects through to completion.&nbsp; A key skill that many exceptional professionals demonstrate is the ability to be flexible and agile in the workplace. Being able to stop and start projects throughout the day while staying calm, collected, and focused can be invaluable in FMCG. 
<h2>Top 10 highest-paid jobs in FMCG for engineers</h2>
<h3>10 -&nbsp; Maintenance Engineer&nbsp;</h3>
Average salary: &pound;37,000 <a href="../../../../../../career-advice/roles-in-focus/maintenance-engineering" target="_blank" rel="noopener noreferrer">Maintenance engineers</a> work in a wider maintenance team to monitor and repair mechanical and electrical equipment. Maintenance engineers often have a wide skill set and experience in assembly, repairs, and component fitting for a range of systems. 
<h3>9 - Packaging Engineer&nbsp;</h3>
Average salary: &pound;40,000 Packaging engineers play an important role in product production, where they design efficient packages to minimise the cost of materials, improve biodegradability, and increase the efficiency of loading into shipping cartons.&nbsp; 
<h3>8 -&nbsp; Engineering/Technical Manager</h3>
Average salary: &pound;45,100 Engineering/Technical managers act as a project leader in a wider team of supervisors and engineers where they effectively diagnose breakdowns, evaluate the most efficient course of action, and lead root cause investigations to remove chances of the breakdown re-occurring. 
<h3>7 -&nbsp; Systems Engineer&nbsp;</h3>
Average salary: &pound;47,800 Systems engineers research, integrate and maintain software, hardware and equipment to support efficient product development. In FMCG, systems engineers play an important role in the product lifecycle, where they monitor network systems to maintain safety and structural integrity and identify issues in production processes before recommending improvement strategies. 
<h3>6 -&nbsp; Process Engineer&nbsp;</h3>
Average salary:&nbsp; &pound;48,000 <a href="../../../../../../career-advice/roles-in-focus/process-engineering" target="_blank" rel="noopener noreferrer">Process engineers</a> design, implement, evaluate, and improve industrial processes and machinery across FMCG manufacturing to help transform raw materials into products.&nbsp; 
<h3>5. EHS Manager&nbsp;</h3>
Average salary: &pound;49,500 An Environmental, Health, and Safety (EHS) manager ensures that FMCG organisations comply with environmental, health, and safety industry regulations to protect employees, the environment, and end-users. 
<h3>4. Quality Manager&nbsp;</h3>
Average salary: &pound;50,400 Quality managers develop quality control processes based on customer needs and requirements. Quality managers also create and review specifications for products and processes and set requirements for supplier products, and monitor compliance. 
<h3>3. Project Manager&nbsp;</h3>
Average salary: &pound;50,400 Project managers in FMCG co-ordinate and manage client projects from inception through to completion. Project managers ensure that projects are accomplished on budget and within scope by assigning responsibilities, monitoring and summarising progress, and reporting back to upper management and the client. 
<h3>2. Electrical Engineer&nbsp;</h3>
Average salary:&nbsp; &pound;50,500 Electrical engineers prepare project specifications, undertake research, create test procedures, and evaluate data to drive informed decisions across product development.&nbsp; 
<h3>1. Engineering/Technical Director&nbsp;</h3>
Average salary: &pound;83,900 Engineering/Technical directors hold the overall responsibility for an FMCG organisation&rsquo;s engineering and product strategies. Engineering/Technical directors manage key stakeholders within and outside the business, internal processes, and strategies to ensure that the business meets its goals and objectives. 
<h2>Creating your career path in FMCG</h2>
While a degree isn&rsquo;t essential to career success in FMCG, having the right training courses, experience and motivation to succeed is crucial.
If you&rsquo;re looking to start out in FMCG, apprenticeships can be a valuable route to strengthening your career, and can help you access the right training and development courses you need to develop your career over time.
Taking the time to&nbsp;<a href="../../../../../../blog/how-to-make-your-linkedin-profile-stand-out-as-a-scientist" target="_blank" rel="noopener noreferrer">optimise your LinkedIn profile&nbsp;</a>can help you build a strong professional network of contacts to keep you connected with the latest developments in the industry, as well as new opportunities. Highlighting specific training qualifications that you&rsquo;ve attained on your LinkedIn profile and CV can also help recruiters identify your suitability for roles faster.&nbsp;
Generally, I would say that staying with an industry-recognised employer for a few years rather than a short amount of time can help indicate your ability to commit to an organisation while offering the benefit of access to development pathways and the potential to move up into alternative roles.

Fraser Gibson, FMCG Team Leader explores top salaries, competitive skills and key advice for engineering professionals in FMCG.

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