I find that many pharmaceutical companies face skills gaps across their organisations. Some don’t have the right people in place, which, combined with freezes on permanent recruitment means that more junior employees have to take on more complex work that they may not yet be ready for. How do such companies find the skills they need and solve their business problems quickly? My answer: use an Interim Manager.
There are currently key drivers and trends in supply and demand of Interims to the global life sciences industry. In terms of the most sought after professionals, I have found that there is great demand for regulatory, market access and medical roles. Some markets are more mature than others and there are still opportunities for experienced, well qualified professionals to help companies meet the challenges ahead.
Headcount freezes since the 2008 recession has meant extra work loads being placed on existing personnel. HR directors need to push back and utilise the value added talent available with Interim Managers. I have seen some organisations – particularly the spin outs and biotech community in addition to medical devices and mainstream pharmaceutical companies – making the most of this.
I believe that life science companies have really seen the value in recent years that high quality, flexible support can bring. When building a post-recession leadership team and preparing for a new competitive climate, I am of the opinion that modern organisations cannot afford to rely on outdated job descriptions that seek skills no longer relevant to an organisation. The utilisation of multi-skilled and highly experienced senior Interim Managers can provide an immediate solution to an ever-growing problem.
– Perry Evans, Client Services Director