DALLAS — With the clinical research workforce dwindling, it’s never been more important for sites and sponsors to “sell” themselves to job candidates, according to one talent acquisition expert who advocates knowing your organization’s true value.

It’s important to have a thorough understanding of what you’re truly bringing to the table, who you’re offering it to, what rival companies are offering and how all this is presented during actual interviews, says Brad Sibbald, senior vice president of Kelly Science & Clinical.

Plan your strategy with your company’s people leaders, human resources (HR) department, recruiters and any other staff involved in talent acquisition, Sibbald told attendees at this year’s Association of Clinical Research Professionals (ACRP) conference. Start by conducting an internal interview with your recruiter(s) to ensure the company’s story and passion is being fully and effectively conveyed during the interview process.

Their knowledge of the company and the positions being offered needs to extend far beyond job descriptions and pay rates; they need to adequately understand the background of the positions and the company’s backstory, culture and vision.

“Take the time to ensure that you’re spending time with your people leaders, recruiters, talent acquisition, to help paint that story,” he said.

“I have absolutely no doubt when talent comes to you, you can tell your story, but how confident are you in your frontline talent acquisition, your HR person, to deliver that story?” What drives talent acquisition professionals “bonkers,” he said, is “when clients go ‘Here’s a job description, here’s a pay rate, go make magic happen,’ [but give] no background, no manager contact, no backstory, no culture, no future stories, no case studies, nothing to work with.”

It’s also critical to know your competition — be aware of what rival companies are offering potential hires and be prepared to explain to candidates in detail how you set your organization apart. Similarly, have a firm grasp on the talent pool you’re hiring from and what today’s potential hires want beyond just adequate pay.

“It’s a candidate’s market, so first impressions are everything,” Sibbald said. “You need to know who you’re talking to. Our generations of the workforce are changing. All of our baby boomers are retiring early, and the generations are shifting quickly.”

According to Sibbald, this generation of candidates is seeking highly specific things, including:

• Wellness programs;
• Mental health/anxiety support;
• Personal and career growth opportunities;
• Team diversity;
• Family support;
• Job flexibility;
• The potential to enact change within the company; and
• An understanding of how their work contributes to the greater good.

Build Partnerships

Grassroots campaigns, even ones led by small teams, can pay out multiple times over when it comes to reaching job candidates and building a presence, Sibbald stressed, advising companies to “go where the talent is” and cultivate interactions. But what does this really mean — and where should you be looking?

The academic space is a good area to get involved in and meet future potential hires, he said. Get involved with community colleges, medical schools, trade schools and universities, work with current students and alumni networks, leverage internal alma maters and offer internship and co-op programs.

Having a presence at the professional level is also highly beneficial for connecting with potential hires, colleagues and business opportunities. In Sibbald’s view, it is absolutely worth networking with professional associations, offering to speak at industry events and volunteering to serve on board and committee chairs.

Sibbald partners with a number of national associations involved in clinical research, including ACRP; the Research Administrators Certification Council; Public Responsibility in Medicine and Research; the Drug Information Association; the Regulatory Affairs Professionals Society; the Society of Clinical Research Associates; and the Society for Clinical Data Management.

“When we think about our teams in the future, think about these other avenues,” he said. “Think about trade schools, certificate-level opportunities, these other areas [and] education levels. This is what could open up the next generation, and guess what — they are more eager to be there.”

Break Down Unnecessary Barriers

Call the recruitment status quo into question and move past traditional barriers, Sibbald advised. Traditional workplace flexibility limitations, arduous application and interview processes, stringent employment requirements and noninclusive hiring practices should all be challenged in the current landscape.

While many clinical research jobs require employees to physically be on site, think about ways to introduce flexibility in these roles. Consider, for instance, compromising and giving employees three-day weekends when remote work is not an option at all.

It also pays to personally go through your own interview process to see what it’s really like for someone applying to work at your company. Gain a real understanding of the candidate’s experience so that you can refine and improve it, starting by filling out your own application.

Similarly, if you find you’re conducting too many interviews that go nowhere, reassess and revamp your “red flag” questions to eliminate inappropriate candidates early, Sibbald said. And for those candidates who just barely miss the mark, keep in touch and give them honest feedback on why they weren’t hired. It’s also important not to leave promising prospects on the line too long while you wait for the perfect candidate, he said.

Consider that skill-based hiring may be a better metric of successful employees. Sibbald said that hiring for skills is five times more predictive of job performance than education and two times more than hiring solely by work experience. To conduct more skill-based interviewing, hold a workshop within your company to hash out the skill-related questions you will commit to during interviews.

“Try to remove traditional barriers. It doesn’t have to be the way it always was,” he said. “Look at those barriers and think about being agile.”