TALENT MOBILITY

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TALENT MOBILITY

Transcript of TALENT MOBILITY

TALENT MOBILITY

TALENT MOBILITY

INTRODUCTION

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The world has shifted and changed. Recenttrends have become the realities of today, andthis has affected the Healthcare and LifeSciences sector positively, in addition tointroducing new complexities, challenges anduntapped opportunities.

This eBook reflects the insights of our almost200 Healthcare and Life Sciences consultantslocated all over the world. They recruit, consultand partner with Healthcare and Life Sciencesfocused companies to find the C-suite profiles,expert professionals and the necessary supportteams that keep the trajectory of businessmoving forward.

We interviewed our experts to uncover themost important trends that you need to beaware of and how those trends may affect yourtalent acquisition efforts.

In this eBook, we highlight how the globalpandemic has disrupted candidate mobility.Effects of the growing remote work culture andlimited travel has made finding key talentincreasingly difficult. There are somecompanies, however, through innovative andflexible approaches to talent search, who havebeen highly successful.

You will find some sound advice, elements tolook out for, and opportunities that our partnersfrom China, Spain, France, the UK, and SaudiArabia have discovered that might be useful toyou.

Feel free to reach out to any of ourcollaborating consultants in the book to talkabout how we can find the right person for yourorganization.

On behalf of the Healthcare and Lifesciencespractice at PageGroup, I wish you an enjoyableread.

Kind regards,Patrick Hollard

Patrick Hollard

Executive Board Member

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Think Locally, Work Globally

Talent mobility in the Healthcare and Life Sciences sector shifts to make

room for a post-Covid new normal. The global pandemic called for rapid

readjustments within the Healthcare and Life Sciences sector.

As the world comes to grips with these changing demands, companies stay

ahead of the game with innovative and flexible approaches to talent search

and management.

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Talent within the healthcare and life sciences(HLS) sector has been the focus of attention asthe world looked to them for solutions to theglobal healthcare crisis. This important, rapidlygrowing sector had to align with the globaltrends that have swept the world of work andmobility. In the sector of life sciences andmedical research, specifically, a changed worldorder has demanded a readjustment to talentmobility. Talent is moving less in some cases,and differently in others. The sources fromwhere the best talent emerges is also changingwith the new circumstances.

Roles that were once location based have nowbecome location-agnostic. Page’s recruiters areexpanding their search to a wider area to fillsome functionary roles like businessdevelopment and regulatory jobs. The opennessand flexibility to the concept of remote workingis at the heart of this trend. The positive side-effect of a growing remote work culture meansthat the best candidates could be locatedfurther away and can still contributeproductively.

Limited mobility emerging from travelrestrictions and in some cases complications inpaperwork processing between countries hasled recruiters to source talent locally by

restricting their search to smaller geographicalareas. In some cases, forward-thinkingcompanies are also investing in training anddevelopment of local talent to fill the gaps thatthey foresee in the near future.

An underrated and now-emerging trend is thatof internal mobility — hunt and move anindividual within the business who might beprimed for a move elsewhere.

The reason internal mobility is becoming soexacerbated is that the world of work now isevolving to such an extent that there are manynew skills that we haven't needed before,” saysOlly Harris, Global Managing Director, PageOutsourcing.

A McKinsey special report titled ‘The Future ofWork after Covid 19’, released in February 2021,surveyed eight countries and found that morethan 100 million workers (or 1 in 16) will beforced to find a different occupation by 2030 tocope with the changing skill requirements. Afocused push towards internal mobility could bethe solution to the growing demand ofupskilling and re-skilling talent.

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Greater acceptance to working from homehas initiated a sea change in not justattitude to work but also the potential forrecruiting talent from afar. Page’sconsultants across the globe have reportedthe positive impact of this trend on thequality of hiring. It’s no wonder thatrecruiters and talent alike are cheering.

At the moment, I am working withbusinesses that I worked with prior to Covid,who previously expected people in the office4-5 days a week, and now they're open tocandidates spending 1-2 days a week in theoffice. This means that I can stretch mycandidate pool to a wider area becausesomeone would consider traveling twohours if they're only doing it once a week.So, I think that this shift has definitelyenabled clients to have not only better-quality candidates but also a higher quantityof candidates,” says Chloe Baverstock,Michael Page UK.

With remote working being increasinglyaccepted in the HLS sector because of thepandemic, companies are more open to hirecandidates from abroad. “A good example isthe business development profile, for whichit does not matter where the candidate islocated,” explains Marta Guiluz, PagePersonnel from Spain.

There is great value in developing freshtalent, explains Guiluz, as she offers theseinsights to clients in search of candidates inthe HLS sector. “It is important to be flexiblein terms of the specific experience andpersonal profile of the candidates. Be opento junior profiles, develop and upskill themas such candidates tend to be moreengaged and loyal to the company. Alsoconsider PhD profiles who may not haveenough industry experience but bring awealth of knowledge to the role. Candidateshighly value an employer’s openness to thehome-office working style since technologypermits many positions to be managed fromhome.”

In France, too, the trend of remote workingis likely to continue. “Most of our clientsexpect their employees to come into theoffice 1-2 days per week. In somepharmaceutical companies, where beforeCovid 30% of the staff was remote, now99% of the staff is working from home. It isa big change but one that is poised tocontinue into the near future,” saysEmmanuel Hervio, Michael Page France.

“The pandemic has shown that beingphysically in the office is not the only way tobe productive. Covid has forced us to workfrom home, and we have learned that wecan be productive from home as well,” saysBaverstock.

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Spreading the net wider

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Travel and movement are heavily restrictedaround the world since 2020 and continuesto be the trend in the near future, pushing fororganisations to devise innovative solutionsto work and living. Within the HLS hiringspace, the wide talent pool is coming toterms with the value in seeking openings athospitals and labs closer home. Thispresents several challenges to hiring,especially for specialist roles liked doctors,nurses and lab technicians for whichrecruiters will have to train their lens in alimited geographical area to find the best fit.

With international mobility coming to astandstill, recruiters are increasingly turningtheir attention to assessing the potential oflocal talent to meet the need gaps.

In Africa, in the past three years, morerecruitment was done at a local level withinthe HLS industry. In the medical devicesector, pharmaceuticals, clinical researchand biotechnology, companies have beenmaking a positive impact in the country byhiring local talent. It helps that there is anincrease in quality of skills in talent availablelocally. This trend has helped reduce thecosts of bringing expatriates into the country,says Valentin Demande, Michael PageMiddle East.

Demande explains that local hiring is the

preferred trend also because of visarestrictions in the Middle East, and the‘Saudi-ization’ of employment, which is thetrend of giving opportunity to local talent overbringing in expatriates.

“Many HLS clients have put in placegraduate programs to develop talent locallyto save time, effort and costs. This trend hasstarted specifically as a response to thechallenges from the pandemic,” addsDemande.

China is seeking Chinese overseasreturnees to fill the need gap for leadershiptalents.

In China, the big mobility trend is aboutattracting overseas returnees professionalsmaking their way back to their home countryfrom leading successful stints overseas. Asthe China healthcare sector is mainly drivenby domestic pharma players and the fast-growing biotech sector invested by local andglobal private equity and venture capitalfunds, the market is mainly interested torelocate Chinese candidates who speak thelanguage and understand local culturedespite their current nationality. This ismaking China increasingly look for globaltalent as well, although it is quite difficult tosource the right fit,” says Maria Karp, PageExecutive China.

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Hiring goes hyper-local for some functions

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Karp explains the strategic reasons that China is forced to look outside its neighbourhood to fill job roles. “Rapid expansion of the Chinese HLS sector resulted in talent gaps and the emergence of job types which never before existed in China. Coupled with the rapid augmentation of new technologies, such as gene and cell therapy, mRNA vaccine etc., this has led to deeply unmet talent needs in China’s healthcare and life sciences market. This is especially relevant for drug discovery, clinical development, CMC (drug chemistry, manufacturing and controls) and biomanufacturing scope. Thus, for some jobs, the global talent pool is the major source of candidates, and mobility is essential.”

Local hiring is on the rise in the UK, too, because of larger political shifts. Baverstock says, “Brexit has made international mobility more difficult between the UK and the rest of Europe, in which clients must be willing to

sponsor the candidates and pay relocation costs, too. So, local hiring is a bigger and more serious option than it earlier was.

“Recruiters have a wider talent pool to choose from for the roles that can be remote, including regulatory affairs, biometrics and medical affairs. The hiring challenges come into play for niche positions for which companies need to search outside the country. A few of these are Reagent specialists, roles in Sterile Injectables and Sterile manufacturing along with the increasing need for QP’s,” says Baverstock.

“International mobility into France has always had its challenges, particularly because of the need to know the local language to operate smoothly. Fewer international candidates (about 2%-3% in all of my hires in the last seven years) opt to move to France,” says Hervio.

Hiring goes hyper-local for some functions

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Internal mobility is an emerging trend that isoften overlooked, says Harris, and explainsthat it is because clients operate in a silo.“When there is a need to hire, they goexternally, and this is actually without talentacquisition even being aware of such aneed or demand. There are few clients thattruly understand the potential of theindividuals that they have within theirorganization. The question to ask is: Whatskills do they already have? The client is farbetter off assessing those existing skills andthen up-skilling, training and growing theinternal talent.

Harris explains that the internal mobilitytrend, if taken seriously, has the potential toaddress the issue of the new job titles thatare bound to grow in demand in the nearfuture. “These are skills that do not evenexist today. There is no point in going tomarket to look for those skills. They don't

exist! The only option we, therefore, have isto train internal company employees up.This means that we move into the world ofhiring for potential and skills rather thanhiring for job titles. And when hiring andgrowing your talent, you are far betterlooking at your existing internal pool,” saysHarris.

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Internal mobility: The future beckons

KEY TAKEAWAYS

The Healthcare and Life Sciences sector had to readjust its talent policies tosuit a new, Covid-hit world that demanded flexibility, innovation and creativityin hiring. The growing remote work culture benefited many roles that are notdependent on lab or hospital work. At the same time, the field witnessed somehiring challenges when limited travel and movement forced recruiters to looklocally to fill the need gaps. Here are the trends that emerged.

Remote working expanded the search for some HLS roles to a widerarea, attracting great talent from afar.

Restrictions on travel, difficulties in paperwork processing limited thesearch for some other roles to a smaller geographical area.

Internal mobility, or upskilling and moving candidates within acompany, promises to prepare the world of work to meet the needs ofnew, not-as-yet identified skillsets.

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Location: United Kingdom

Type of project: Project on demand

Timeframe: 12 months

Functions: Healthcare

Placements: 150

Following a significant contract with the UKGovernment, The Medicom Group werelooking for a recruitment specialist thatcould support them populate a new 120,000sq ft facility in Northampton.

The Brief:

Given the complexities and time pressures,it was fundamental that The MedicomGroup could partner with a resourcingspecialist that can hire from entry level(operatives) to management and boardpositions.

They invited 3 large agencies to pitch anddecided Page Outsourcing was the partnerwith the expertise, capability and importantlythe passion for taking on such a largechallenge.

The requirement was to have up to 250heads recruited by Dec 2021, with the first100 hires in place by 15th December 2020.

Our Solution:

• Establish a delivery model that consistedof Page Outsourcing assigning adedicated team, Project Director andtaking the lead on all candidate attraction(minisites on all PageGroup websites,candidate pack/brochure highlighting theEVP of Mediacom, PR coverage, onlinejob advertising etc.)

• Weekly reporting via Microsoft Teamsmeetings for all stakeholders

• Development of workforce plan andmanagement against key service levelagreement

The Impact:

• 150 placements• 5% under budget• 16 days average time to hire• 250,000 visits to the advertising site• 14 unique press articles including

national newspapers in The Sun, TheDaily Express and The Mirror

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150 placements for Medicom Group to populate a

new manufacturing facility in the UK

HEALTHCARE & LIFE SCIENCES CASE STUDIES BY PAGE OUTSOURCING

“The partnership with Page Outsourcing has been incredible, they have delivered and are a pleasure to work with”

HRD, Medicom Group

Dale HampshireUK

PROFILE

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Location: Germany

Type of project: Outsourcing, RPO

Timeframe: Nine months

Functions: Multi-function at multi-level

Placements: 62

GSK, a worldwide leader in research,development and manufacturing ofinnovative pharmaceutical medicines,vaccines and consumer healthcareproducts, needed to relocate its Europeanheadquarter from Denmark and southernGermany to Hamburg.

The Brief:

The client needed to fill positions inFinance, IT, HR, Sales and Marketing atmulti-level roles. A time sensitive project

which required an agile and flexiblerecruitment plan.

Our Solutions:

We setup a dedicated team, consisting ofone project manager and five specialisedconsultants, who used powerful advertisingcampaigns supported by direct sourcing andheadhunting. The online job ads werepublished on GSK's job-board and website,linking to our CV submission page. After thesuccessful completion of this project, with62 roles filled, GSK signed a PSA with usand became one of our largest customers inGermany.

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62 multi-function placements for a HQ relocation

for GSK in German

HEALTHCARE & LIFE SCIENCES CASE STUDIES BY PAGE OUTSOURCING

Benjamin BottlerGermany

PROFILE

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Location: Mexico

Type of project: Project on demand

Timeframe: 12 months

Functions: Clinical & Technical Analysts

Placements: 225

Salud Digna vision is the leadinginstitution in prevention and diagnosis withclinics all over Mexico. By establishingalliances with health companies worldwide,Salud Digna vision is equipped with thelatest technology, without this implying aconsiderable expense for their clients. Theirmission is to offer best in class service foran affordable price for the entire populationof Mexico.

The Brief:

Salud Digna vision is the largest clinical labin Mexico. Due to the COVID-19 pandemicthey had an exponential expansion of theirlocations and services. They needed a plug& play solution that could cover their needseven in some remote towns.

Our Solutions:

A dedicated team of one Project Managerand four recruiters, highly trained andspecialised on PageGroup methodologies,decreased the time to hire while reducingthe annual cost per hire for the client.

Thanks to our recruitment activities onSocial Media, our collaborations with topschools and high-volume sourcing strategy,we managed to contact almost 1,000potential candidates a week. PageOutsourcing is the number one recruitmentpartner of Salud Digna filling most of theirpositions.

The Impact:

• 225 placements

• 20+ hires per month

• Reduction of client’s annual cost per hire

• Decreased time to hire from 21 days to10 days

• Improvement in candidate sourcing inremote locations due to talent shortage

We have been working with Salud Dignavision for over a year now, finding newrecruitment solutions on a daily basis.

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Over 200 placements for Salud Digna to expand

their locations and services in Mexico due to

COVID-19

HEALTHCARE & LIFE SCIENCES CASE STUDIES BY PAGE OUTSOURCING

Fabrícia AntúnesMexico, Central America and the Caribbean

PROFILE

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Patrick Hollard

Executive Board Member

Email: [email protected]

https://www.linkedin.com/in/patrickhollard/

Chloe Baverstock

Manager Healthcare and Life Sciences

Email: [email protected]

https://www.linkedin.com/in/chloeaimeeturner/

Emmanuel Hervio

Senior Executive Manager – Healthcare and Life Science

Email: [email protected]

https://www.linkedin.com/in/emmanuel-hervio-23103a33/

Maria Karp

Principal Page Executive – Healthcare and Life Science

Email: [email protected]

https://www.linkedin.com/in/maria-karp-42644148/

Valentin Demande

Business Manager - Healthcare and Life Science

Email: [email protected]

https://www.linkedin.com/in/valentin-demande/

Marta Guíluz

Managing Consultant Healthcare and Life Science

Email: [email protected]

https://www.linkedin.com/in/marta-gu%C3%ADluz/

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