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The Changing Work Model for Life Sciences.
When considering a work environment that will be sustainable in this new working world, life sciences companies have been examining policies and addressing how and where employees should work though lack objective sources of data to make informed decisions. The life sciences industry as a whole lacks work-model data. Like many organizations globally, certain work-model assumptions need to be validated or debunked. For example,
- Employees should be at company headquarters if or when key stakeholders are.
- Supervisors should be at company headquarters if or when their direct reports are.
- People receive more effective and frequent development from supervisors when both are at company headquarters.
A significant challenge for organizations is loss of talent acquired during the COVID-19 pandemic and acquisition of new talent post-COVID, further constrained by relocation requirements to company headquarters (HQ) that are in geographic locations with negative cumulative net flows of populations (such as San Francisco and New York City). Commercial Operations executives from mid-large size life science companies listed complexity of hybrid work teams and career development as their most pressing challenges. Specifically, the main barrier to developing their most critical commercial capabilities was talent. Half had already increased salary levels and elevated role levels and titles to fill Commercial Operations vacancies.
To ensure that future policies about where and how employees in the life sciences will work are based on sound, objective sources of data, TGaS Advisors, a division of Trinity Life Sciences, led an in-depth study for a pharmaceutical company that selected a functional department within Commercial Operations to participate in a research pilot to evaluate both Achievement of Intended Outcomes of work and impact on personal factors.
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