Do You Have the Talent to Achieve Your Goals in the post COVID world?

Do you have the right talent in the right place to achieving your goals? COVID has caused many companies to rethink their business strategy and how their business is organised. Some staff will have performed well, others may have disappointed. Many companies are talking about making more use of technology

Some of these changes may be things you have been discussing for the last two years but not implemented! Some will involve moving in a new direction with new people with new skills. However, without clarity of direction people will not know how the organization will achieve the vision and what their role is.

A football team may have the strategy and leadership, but if they do not have the right players they will not top their league, or, may even get relegated. Similarly if you have a talented team but the game plan is not clear you will lose matches.  Making course corrections becomes intuitive when all players know the game plan and your team members are not moving in different directions. They are making the right decisions, supporting each other and achieving goals.

Your business needs to be able to adapt quickly and smoothly and continue to perform while your competitors are struggling to stay on course

Your business strategy will need the talent requirements built into it rather than bolted on after the fact.

  • What are the talent inhibitors preventing you from achieving the strategic goals?
  • What are you doing to remove these?
  • Are talent requirements aligned to achieving business goals?
  • What roles have you identified as essential for you to enable your new strategy to be  implemented?

Do you systematically review your talent and how they are performing just like you would review new product development, production efficiency and monthly sales?

Too often succession planning and talent management has become an online exercise which when completed with all the boxes ticked it ascends to the Cloud not to be seen again!

Let’s simplify this and bring it back to earth.

Do a quick analysis of your staff under the following headings. No fancy forms with lots of boxes! List out those staff who are

  • Mission Critical
  • Core
  • Nice to Have

Mission Critical – Ensure you have the right people in these roles and a succession plan to reflect the future and not just today’s needs.

Core – Not necessary superstars, but essential to keep business running.

Nice to Have – What is the plan to reduce some of these roles and develop alternative ways of managing their work. If a person is doing the same job in the same way as a year ago then it is likely that the work can be done by a machine/robot or digitised!

The focus for achieving your goals is “People, Products, Profits”. Are all of these on your monthly board meeting agenda? Is one of them missing?

If you would like to discuss further, please contact Mark Geary, CEO, The Asianet Group:

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Skills Shortages continue in Life Sciences

With more IPO’s, the demands of COVID, Patient Trials and the need for more Data Scientists ensures that shortages of talent will continue in 2021 & 2022 and probably longer. There is also pressure on the regulatory authorities to speed up trails for the major disease categories where there are as yet no cures.

This is a recurring theme among the life science and healthcare industries and a fear that the shortage of skilled employees will lead to a decrease in innovation. It is not that the educational system is letting these industries down, it is because these industries are changing so quickly, it is difficult to keep up.

The increasing use of artificial intelligence and process analytical technology in drug production, as well as research using data science, big data, and machine learning will require more life scientists with mathematical and computing skills.

The traditional manufacturing positions have been the easiest roles to fill but the skill sets required to manage biopharmaceutical manufacturing processes—in particular involving engineering, data analytics and process development remain in short supply.

With Brexit creating lots of uncertainty in UK and Europe and the clashes between US and China this may disrupt the flow of graduates starting careers the R&D sector.

The academic institutions do a great job in serving the life sciences sector eg innovation hubs in Boston in the U.S. and Cambridge in the UK, as well as emerging centres of excellence in AsiaPac. The problem is not with the quality of the students coming through these programs it is practical industry understanding that these students lack when it comes to applying scientific knowledge in a manufacturing setting.

At San Jose State University in Medical Product Development Management they have significant background in clinical program management as they are offering a more practical, hands-on training program bringing in experts, guest lecturers, people from all different disciplines who can speak to the topics current in the industry.

Academic institutions often find it hard to keep up with the pace of change in the industry and some do not believe universities should be expected to do this. The Biofactory Competence Center in Switzerland was founded in 2016 to create a suitable bridge between academia and industry and provide courses for highly skilled academics and researchers to help them build the practical skills required to work in R & D and manufacturing, in particular around new and emerging areas such as automation and the increasing use of AI and data science.

A recent European Talent Acquisition survey found that 42% of companies saw skills shortages as their biggest problem. The only way they thought it could be fixed was for their organizations to invest in innovative ways to attract and retain top talent. Companies need to identify where they are losing key candidates during recruitment and whether the process is at fault or if the skills they are looking for do not actually exist!

Talent acquisition executives are busy with the day-to-day recruitment demands of the business, which is why many are shifting away from traditional, in-house recruiters and launching partnerships with specialist recruitment companies to develop Talent Pools and a more structured approach to recruitment such as “Talent Harvesting”.

The competition for top talent is intense. It is important that companies do a better job of showcasing their values, company culture and career paths to candidates. It is imperative for organizations to have an ongoing dialogue with academic institutions and candidates who have the key skills they are looking for.

For more information on Talent Pools and Talent Harvesting contact

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