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In a market devoid of candidates, how can you attract and retain the best?

In a market devoid of candidates, how can you attract and retain the best? As anyone in recruitment knows, now more than ever it’s more challenging to hire good candidates, as the pool of candidates gets scarcer and scarcer, with unemployment dropping despite or because of factors such as ongoing Brexit confusion. So, how can you attract the best candidates to work for you, and how can you retain them once you’ve hired them? The obvious advice is to genuinely look after staff, going beyond usual market offerings; include perks such as flexible working, better salaries/bonuses, more generous ...

Sleeping with the enemy: the hidden risks of M&As

The pharma and biotech sectors are awash with activity. Large and mid-sized firms are forecast for a strong and sustained uptick in deal activity, with 2017 already being hailed as a record year for pharma M&A by industry commentators like EY. But it’s no secret that the difference between a successful M&A and a failed one is often intangible, with a string of notable horror stories overshadowing the history of such transactions. The innumerable logistical, cultural and strategic challenges involved in making an integration work don’t paint the whole picture. Alongside all the ...

Engendering a resilient culture

Dean Becker, co-founder of Adaptiv Learning Systems reaffirmed the thoughts of many experts when he said” “More than education, more than experience, more than training, a person’s level of resilience will determine who succeeds and who fails.”So, what does this mean for us as individuals and employers, and what practical steps can we take to create and nurture a culture of resilience?A resilient organisation is one where strategy, process and decision making are aligned. This promotes a flexible, mature culture where individuals take ownership; and leadership can be devolved across teams so ...

Negotiation In a time of change

In the pharma industry the one business dynamic we can all be confident in over the coming years is change. Political change, market disrupters such as the way we utilise technology and the innovation of new market solutions. Operating in a forward-thinking industry requires not only strong business acumen but the foresight to recognise the critical changes ahead, the enablers which are often business partnerships, relationships or contracts and how as a business leader you can best prepare your teams for such inevitabilities. If we accept that our job is to realise strategies which will ...