From Lab to Team: 8 Tips on Effective Recruitment in (Bio)Pharma & Medtech

Recruiting top talent in the fields of biopharma and medtech requires a strategic approach that goes beyond traditional hiring practices. In a competitive landscape where innovation and expertise are paramount, companies must navigate the complexities of attracting, retaining, and fostering a diverse workforce.?

This article delves into the insights shared by industry experts - Pieter Neethling, Head of Global HR Service Architecture at 诺华 , Ryan Sanders, VP of TA, Day One Biopharmaceuticals , and ?Michael Peterson (he/him/his), Senior Director, Global Talent Acquisition, Edwards Lifesciences - on effective recruitment and retention strategies, the evolving role of talent acquisition departments, and the importance of fostering a culture of inclusivity and innovation in HR teams. Through real-world examples and practical advice, we explore how organizations can optimize their recruitment efforts to build resilient teams capable of driving innovation and impact in the dynamic landscape of healthcare.

Attracting Top Talent

Recruiting top talent in the fiercely competitive realms of biopharma and medtech demands a nuanced approach, one that takes into account both the size and specific industry of the company.

According to Ryan Sanders, VP of Talent Acquisition at Day One Biopharmaceuticals - an emerging biotech company - biotech is fundamentally different from Big Pharma and one has to fit in the biotech puzzle and have that risk mindset because most biotechs unfortunately do not succeed.?

“So you are taking a leap of faith to join a biotechnology company versus Big Pharma. With that could come rewards or not: Even if a drug fails, you still have an amazing ride and you hope to have learned quite a bit for your next venture,” he notes.?

In contrast, he points out to the fact that there is more employee loyalty within larger companies as they are built to last and offer more opportunities. But, after all, choosing a company to work for always has to do with what employees are looking for, whether they are willing to take that risk or not.?

Nevertheless, as the head of talent acquisition, Ryan prioritizes finding individuals who align with the company's culture, akin to fostering a cohesive family dynamic.?

“I like to equate it to a family: when you have a small family it's pretty not easy but easier to set the tone for the family and know what's going on with all the individuals within the family. But then you start to have cousins and aunts and uncles, second cousins, third cousins and don’t know if you are even related,” he notes.??

This cultural fit becomes even more crucial as the company grows and need arises to preserve its identity amidst expansion.

Another aspect Ryan thinks is important for attracting employees is the possibility of hybrid or remote work. As his company was established during the pandemic, remote and hybrid environments are part of its DNA, facilitating access to top talent irrespective of location.?

“So it's not like a new normal for us: it's just normal for us. And all the way to the top, our CEO loves the fact that we can find talent anywhere - take the location variable out of the equation and access the absolute best talent!” Ryan stresses.?

Moreover, Ryan attaches importance to the company's mission, which serves as a powerful magnet for talent.?

By leading with purpose and expanding to address unmet needs in pediatric and life-threatening diseases, Ryan's company distinguishes itself in the market, appealing to individuals driven by a sense of purpose.

“There's an emotional, a gravitational pull into Day One just based on the mission that we have with kids with cancer.? Historically pediatrics has been somewhat ignored, which is criminal: these are kids with diseases and just because the market cap is not huge, a lot of companies just say that's not part of their business. At Day One we made it our business to lead with children and then expand to all ages. So we really do have a unique mission and value proposition in the market,” he concludes.?

Pieter Neethling, Head of Global HR Service Architecture at Novartis further emphasizes the significance of purpose-driven recruitment. According to him, at Novartis, cultural transformation around a common purpose has been pivotal in attracting and retaining talent. “If you have that purpose, then it's easy to also sell that to attract talent out into the market. It's very important to have that.” he adds.?

In this context, Michael Peterson, Senior Director of Global Talent Acquisition, at Edwards Lifesciences points out to the importance of mission in understanding the candidate’s cultural fit: “That mission also helps us understand if the talent really does fit with what we want to do or if they have other motivations. There's no problem with that but if you're focused on something other than the mission for the company, chances are it's not going to work out for that person.”

In essence, effective recruitment in biopharma and medtech goes beyond traditional metrics, focusing on cultural alignment, purpose-driven missions, and the ability to navigate dynamic environments. By prioritizing these factors, companies can build resilient teams capable of driving innovation and impact in the ever-evolving landscape of healthcare.

Building the Image of TA Department in Growth Mode Companies

In the ever-expanding landscape of multinational corporations, the architecture of talent acquisition departments takes on new dimensions, transitioning from mere service delivery to strategic business functions.?

Michael, navigating the growth trajectory of his company, reflects on the delicate balance between honoring legacy practices and positioning for future success. In this context, he underscores the importance of staying true to the company's mission in decision-making and risk assessment.?

“[It’s important] not to become what people didn't want to join earlier, not become kind of a drift. So I think building a talent acquisition function in that kind of environment really requires one to stay focused on the mission. So every decision needs to contribute to the mission and you have to assess the risk,” he notes.?

Michael also underscores the importance of fostering a culture that embraces risk and innovation instead of focusing on risk mitigation and avoidance. In his opinion, to do this companies need to follow Steve Jobs' advice and hire the right people who will tell leaders what to do.?

“That's a very difficult thing for some leaders to tolerate. So you have to have a safe environment where people can take risks, where people can push back on you and warn you against heading in the wrong direction. They need to be comfortable with it and not be afraid to bring up some of the tough questions,” he adds.?

As companies evolve, it's the ability to navigate these challenges while nurturing a culture of innovation and risk-taking that ultimately ensures sustained growth and relevance in the ever-changing business landscape.

Making your TA Team Efficient

Building an efficient TA department is essential for the successful functioning of a company. In this respect, Edwards Lifesciences applies a unique talent acquisition approach that has been in place since the inception of the company over two decades ago.

Unlike traditional models found in many organizations, their Talent Acquisition Department operates as an internal retained search entity or an internal buinsess functioning with a profit and loss mindset.?

“When the business opens a requisition, we charge a percentage of the midpoint which then in turn funds the Talent Acquisition Department. When we have an increase in requisition, yes, that that taxes our resources but it also gives us more resources, increases the revenue that's coming in,” he notes. ?

The agility afforded by this model is unparalleled, enabling the company to swiftly onboard additional recruiters when necessary, without the bureaucratic red tape often encountered in most other companies, where talent acquisition is an overhead function.?

“Sometimes by the time you get the approval for the person, the crisis has passed and you don’t even care what to do with that approval any more. On the flip side, we take on a lot of risk the other departments sometimes don't in other talent acquisition functions. So we pay for placement fees, for example, and we charge a lot less than what the external placement fee is. But that's the kind of the tradeoff between us and the business,” Michael stresses.?

According to him, they all absorb the staffing risk for the business. so if demand goes down they absorb that risk too and then make business decisions as well.?

Indeed, while the benefits of this model are clear, it's essential to acknowledge and manage the inherent challenges that come with such autonomy and accountability.

Despite this, Ryan notes that the model can work well for small companies too as they either don't have a talent function and just outsource everything or the company decides to bring in talent acquisition, which is going from a buy-it to build-it mentality.?

In conclusion, Edwards Lifesciences' innovative talent acquisition approach, established over two decades ago, emphasizes the importance of an efficient TA department for company success. Operating as an internal business, their model enables agile decision-making and resource allocation, bypassing bureaucratic hurdles. Despite inherent risks, the approach offers valuable insights applicable to companies of all sizes, emphasizing the alignment of talent acquisition strategies with growth objectives.

Retaining Talent at Scale

Talent retention stands as a cornerstone of organizational success, particularly in the ever-evolving landscape of modern business. As companies grow and expand, the challenge of retaining skilled employees becomes increasingly paramount. The ability to not only attract but also retain top talent is crucial for maintaining continuity, driving innovation, and sustaining competitive advantage.?

In this context, Pieter emphasizes the importance of clarity in purpose and messaging to attract and retain talent: “As you could have also seen over the past years, Novartis actually started to make their purpose a bit more clearer: we're not just developing medicine but we want to reimagine medicine. That is one of the key things to pull talent into the organization.”

At the same time, he underscores the need to go beyond the company's reputation and articulate a compelling employee value proposition that aligns with its overarching mission. At that time it’s hard to sell experience as it is something that comes after getting hired.?

Talking about employee experience, he notes that it has many facets and they at Novartis use four emotional drivers to retain their talent. “One of them is around the shared impact - how we together can make sure that we are pursuing and pushing the boundaries around drug development. Even if you're not directly involved in that you are inspired about what others are doing,” Pieter notes.?

The second emotional driver, according to him, is the diversity. “We are obviously doing the things we are hired for in terms of our talent but we are all people so we need to know that we work in an organization that's diverse. We need to work in an organization that has communities through Employee Resource Groups (ERGs) and where we can connect and work on things that interest our personal life as well,” he stresses.?

Besides, Pieter underscores the importance of a flexible working environment that obviously helps employees organize their life. Lastly, he mentions compensation and benefits that need to be competitive.?

Finally Pieter also adds the fifth element, which according to him is HR’s engagement with supporting functions and making that engagement experience effortless.??

Moreover, he delves into the intricacies of ensuring a seamless engagement experience for employees, particularly as organizations scale up and integrate diverse functions and subsidiaries. Pieter outlines Novartis' efforts to streamline its HR operating model, removing redundancies to create a cohesive and efficient employee engagement ecosystem. In this context, Pieter stresses the importance of leveraging platform services like Workday to simplify routine tasks and empower employees to focus on their core responsibilities, thereby enhancing overall engagement and productivity.

“What we did in the last two-three years was actually transform our HR operating model to make it more streamlined and remove the duplications because if you have that, it will be an obstacle for you to make sure that you have a common behavior around employee experience,” he notes.?

Nevertheless, ensuring consistent employee experience across diverse countries, departments, and roles is a complex endeavor, as Pieter explains. The process begins with understanding the various personas within the workforce, allowing for tailored approaches to different employee groups.?

At Novartis they also implement a centralized communication channel for HR inquiries to ensure a uniform experience regardless of the employee's background or location.?

“There is one incoming channel through which they can reach out to you as an HR

function. In that channel you can create the experience and make sure that everybody receives the same experience,” Pieter notes.

Referring to this, he emphasizes the importance of empathy and critical thinking skills in personal interactions with employees.?

“That's the soft skills part that you have to install into the organization. That's also part of the training for our own HR people that we now started rolling out. Sometimes some individuals just based off their own personal makeup would not necessarily be able to have that kind of behavior. These are the kind of things that you would look into when you hire people in HR - what type of attitude and soft skills they have apart from the hard skills that they anyway need for the job,” Pieter concludes.?

To sum up, the points mentioned by Pieter shed light on the multifaceted nature of retention at scale and the intricate design of employee experiences within large organizations like Novartis. By prioritizing clarity of purpose, fostering emotional connections, streamlining engagement processes and making it consistent across different personas, companies can navigate the complexities of growth while nurturing a thriving and cohesive workforce.

Using Data for Talent Acquisition Strategy

In today's fast-paced business landscape, leveraging data-driven insights is paramount for effective talent acquisition strategies. Michael, a seasoned professional in the field, sheds light on how his team harnesses talent insights and acquisition data to inform decision-making processes and drive results.

According to him, one key aspect is workforce planning, where Michael's team at Edwards Lifesciences starts early to understand staffing needs and align resources accordingly. By integrating workforce plans into models, they gain valuable insights into staffing requirements and branding strategies, ensuring proactive talent sourcing efforts.?

“Then it pivots towards our metric set for how we measure our performance and how we derive results. So a lot of TA teams focus on process and we all have our feelings about time to fill and cost for hire. I'm not saying those aren't important but they're important for recruiters but not the business. The business asks about those things because they don't know any better,” he notes.?

Instead Michael emphasizes the need to shift focus towards different and more outcome-oriented metrics. In this context, he first points out to the on-time talent delivery.?

“Did you get the talent that you needed when you needed it? That's where workforce planning becomes really critical because some positions take three months to fill, while others take six months or longer,” he notes.?

The second metric Michael finds important to focus on is the quality of hire and the volume to make sure that the teams continue to be appropriately staffed.??

According to him, this shift in perspective enables the team to prioritize results and align with business objectives effectively.

Referring to the integration of data into the talent acquisition process, Michael notes that it begins at the intake meetings, where labor market intelligence educates managers to set realistic expectations and push back on requirements that are unrealistic.?

By proactively addressing challenges such as unrealistic requirements or salary issues, Michael's team positions themselves to navigate the talent landscape strategically. This proactive approach contrasts with past experiences, where teams often stumbled upon challenges due to a lack of data availability. By leveraging data from the outset, Michael's team strives to anticipate and address potential hurdles before they arise, ultimately enhancing efficiency and effectiveness in talent acquisition efforts.

In conclusion, data-driven talent acquisition strategies empower organizations to make informed decisions, optimize resources, and drive meaningful outcomes. By integrating data into every aspect of the talent acquisition process, companies like Edwards Lifesciences position themselves for success in navigating the ever-evolving talent landscape.

Using AI in Talent Acquisition?

In the world of recruitment, the integration of artificial intelligence (AI) emerges as a pivotal tool in driving efficiency and fostering inclusivity.?

Referring to the application of AI in his industry, Ryan points out to some very practical use cases: “There's a lot of great things that are coming out of AI for drug discovery medicine on the front end before things even get into the pipeline, It's also speeding up the process of identifying molecules that could have clinical benefit to patients.”

As to its application in talent acquisition, Ryan highlights AI’s multifaceted benefits across various functions, emphasizing its capacity to streamline operations and promote equity.?

According to him, AI-powered technologies offer novel solutions, from optimizing job descriptions to facilitating seamless interview experiences. By leveraging AI, organizations can ensure job descriptions resonate with diverse audiences and eliminate biases, fostering a more inclusive hiring environment. Additionally, AI-driven interview tools enable recruiters to focus on candidate engagement, free from the constraints of note-taking, ultimately enhancing productivity and candidate experience.

For his part, Valerio Rossi, the CEO of Workfully, underscores the tangible productivity gains facilitated by AI integration, particularly in interview workflows.?

“We just starting integrating AI in our flows and so far it's been a huge

productivity gain for us. For instance, during the interview you just focus on the candidate without taking notes because you know that the notes are going to be taken and the summary is going to be written. So you can just stay with the candidate, look them in the eyes and just stay with them - it's already a big productivity gain,” he notes.?

With AI handling transcription and note-taking tasks, recruiters can prioritize candidate interaction, leading to more meaningful engagements. This shift towards AI-enabled workflows not only streamlines processes but also empowers recruiters to access critical insights effortlessly, enhancing decision-making and responsiveness.

In conclusion, the integration of AI in talent acquisition represents a paradigm shift, offering unprecedented opportunities to enhance efficiency and promote inclusivity. By harnessing AI-powered technologies, organizations can optimize workflows, elevate candidate experiences, and foster a more inclusive hiring environment. As AI continues to evolve, its role in talent acquisition will undoubtedly shape the future of recruitment, empowering organizations to attract top talent and drive sustained success.

Fostering Inclusivity in the Hiring Process

In today's dynamic workforce landscape, fostering inclusivity in the hiring process is not just a moral imperative but a strategic necessity. Michael and Ryan shed light on the pivotal role of talent acquisition teams in challenging hiring teams to prioritize inclusivity and diversity.

Michael underscores the importance of cultivating a talent portfolio mindset among managers. According to him, by reframing diversity as a driver of high performance rather than a compliance checkbox, managers can appreciate the value of diverse perspectives and experiences in problem-solving and innovation.?

“We drive that discussion by looking at how the team's performing and I think the mistake that sometimes is made around diversity is that it becomes a compliance thing or is sometimes viewed as being a little bit of a thing of the moment. I think that's the wrong approach,” he notes.?

According to Michael, it’s also important to assess how the team solves problems, how innovative they are, if they are able to to move things forward as much as other teams that are more diverse, comparing them and educating managers around that diversity of thought experience.?

Ryan builds on this by offering a real-world example that resonates with many organizations. He highlights the common tendency for hiring managers to gravitate towards familiar candidates, often referred to as "pocket hires." However, Ryan stresses the importance of challenging this inclination and advocating for a competitive and inclusive hiring process.?

“That's when Talent acquisition I believe has a duty to the organization to challenge that. We owe it to the organization, we owe it to the shareholders, we owe it to the patients, we owe it to the families of the patients to really do an extensive search to see what is the available Talent right now. We need to make it a competitive process, we need to make it an inclusive process, and we need to afford those opportunities to all that are available by a broader reach,” he adds.?

In conclusion, fostering inclusivity in the hiring process requires a concerted effort from both talent acquisition teams and hiring managers. By embracing a talent portfolio mindset and challenging conventional hiring practices, organizations can cultivate a diverse and inclusive workforce that drives innovation, resilience, and long-term success.

Fostering a Culture of Innovation in the Company

Cultivating a culture of innovation within a company is paramount for driving its growth and adaptation.?

Referring to the balance between this culture and the need for maintaining operational stability, Pieter emphasizes that fostering innovation begins with leadership. According to him, leaders must embody innovation themselves, setting the tone for the entire organization. At the heart of this culture lies the acceptance of failure as a natural part of the innovation process. While failure may pose higher risks for smaller organizations, Pieter advocates for a "fail forward" mentality, where learning from mistakes is encouraged and embraced.

Alongside fostering curiosity and exploration, managers must ensure that employees have the time and resources to fulfill their operational responsibilities. At the same time, Pieter acknowledges the need for balance: “I think the manager needs to manage that balance between allowing people to be curious so that they can be innovative and also making sure that they have the time to do their work.”?

In conclusion, fostering a culture of innovation in HR teams requires leaders who lead by example, embracing failure as a stepping stone to success. By nurturing curiosity and providing opportunities for learning and exploration, while also maintaining operational stability, organizations can create an environment where innovation thrives, driving continuous improvement and adaptation in the ever-evolving landscape of Human Resources.

Final Thoughts

In conclusion, the journey from lab to team in biopharma and medtech demands a multifaceted approach to talent acquisition and retention. By prioritizing inclusivity, purpose-driven missions, and a culture of innovation, organizations can position themselves for success in attracting, retaining, and nurturing top talent. As the industry continues to evolve, leveraging data-driven insights and embracing AI technologies will play a crucial role in driving efficiency and fostering a more inclusive hiring environment. By staying agile, proactive, and committed to their mission, companies can build resilient teams capable of driving innovation and impact in the ever-evolving landscape of healthcare.

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