Transforming Temporary Resourcing into Strategic Resourcing
Human resourcing in the pharmaceutical, device and biotech industries is characterized by tremendous upsizing and downsizing, a direct reflection of the ever-changing pace of product development. The focus everywhere is on flexibility, scalability and profitability. These conditions have led to a seismic change: from a primary dependence on long-term hiring of permanent full-time employees (FTEs) to an "on-demand" approach to human resourcing. The market has adapted to this change by establishing a broad variety of resource alternatives to permanent employment. Temporary resourcing, while not new or unique, has become particularly sophisticated in these industries.
This article shares some tools for temporary resourcing the authors have leveraged over the years that can be helpful for hiring managers as well as individual contributors. Using these tools transforms temporary resourcing (filling a specific, short-term human resource need) into strategic resourcing-filling a current need in a way that improves the project and function now as well as in the future.
Prepare for the Future
Most employees are caught in a dilemma: how to make the best choices for their current job situation while positioning themselves well for the future. Individuals working for a sponsor company may find themselves or their direct reports on a project without adequate resources, and a solution could be to obtain temporary resources. Why not plan ahead? They should learn what resources are available now so, if the need arises, they already will be informed about their options. Even if they are not yet in a position to hire, their knowledge of resourcing could allow them to support their supervisor in making resourcing decisions. Table 1 provides an overview of the human resource categories that are available in the industry, apart from full-time employment. Note that while these options are available globally, regional differences exist and could affect the availability or description of any one of these resources in a specific area.
Table 1: Overview of Resource Options
| Term | Definition |
|---|---|
| Individual consultant/contractor | For this article, individual consultants and contractors are referred to simply as consultants; the terms often mean the same thing, except in a financial or legal sense. Consultants often are self-employed or work with other consultants and charge an hourly or project rate. Consultants may work on site or remotely, may be solely dedicated to a company or provide occasional support. |
| Contract resource organization (CRO) | CROs, while originally dedicated to running clinical trials for sponsor companies, now offer functional and flexible resource options such as statistical analysis or medical writing, which is performed by either a dedicated or non-dedicated individual or team for a specific task or ongoing needs. |
| Contingent resource provider (CRP) | A CRP employs or contracts seasoned consultants and designs flexible and scalable human resourcing for a sponsor company. A CRP can provide anything from remote consultants working on a single, short-term project to an entire fleet of consultants working over many years. |
| Functional service provider (FSP) | The term "functional" in FSP refers to an entire department or function, such as regulatory affairs. Therefore, the FSP will employ resources who work within a company's business, in house or remotely, but are paid and managed by the FSP. The main difference between a CRP and FSP is that the FSP directly manages individuals working at the sponsor company while a CRP provides consultants who are managed by the sponsor. |
| Resource provider | This general term refers to a CRO, CRP or FSP. |
Many companies and individuals offer resource services. But how does a company know which is right for it? The answer depends upon the specific need, function, stage of product development and other variables. Because the type of resources that will be needed cannot always be predicted, it is suggested that companies make connections with the full range of options-consultants and resource providers (CROs, CRPs, and FSPs)-long before the pressure hits. Personal recommendation from respected colleagues and networking at professional events are two good ways to make these connections.
Consultants and resource providers generally are happy to take the time to get acquainted despite a lack of an immediate need. They are available for teleconferences or onsite meetings, and can interview with key staff or make a capabilities presentation. This process helps them learn about a company's programs, therapeutic areas and corporate culture so they can begin thinking about matching resources to the business. Further, as discussed in the next section, early conversations allow the consultant or resource provider to provide helpful perspectives on resourcing.
Strategic Value of Engaging Consultants and Resource Providers
As relationships develop with consultants and resource providers, they may be viewed as an extension of the company team and a valuable source of insight into resourcing situations. A good provider should offer an honest perspective.Conversations with consultants and resource providers might also improve decisions about the right resource mix for a function. For example, while outsourcing unexpected projects may seem obvious, it is not always the best solution. If the unplanned project is of critical business importance, it might be better give it to an FTE and outsource more-straightforward projects to a consultant or resource provider. Alternatively, if FTEs are better suited to a consistent, predictable workload, it may be best to outsource the unplanned, high-pressure project to an experienced consultant or resource provider. If this project will recur, a company may want a specific consultant to become its subject matter expert (SME) for the task.
If the function is characterized by predictable high and low workloads, a nice mix of flexible resources might be preferred. Also, some consultants have specialized capabilities, such as specific technology expertise or familiarity with a regulatory agency, which the company could tap. Ultimately, the company is building a team beyond its internal FTEs to include a broader resource community. Even an employee who is not a hiring manager can observe employees and consultants in action and share his or her perspective and knowledge with the hiring manager, demonstrating strategic thinking and possibly positioning himself for interesting opportunities in the future.
Many Questions, Many Solutions
Following are examples of questions a consultant or resource provider may ask in relation to resourcing a specific project. The answers will help guide selection of the right resources.
- What sort of expertise is important for the task? To increase options, the company should try to be open to all kinds of backgrounds as long as the resource has demonstrated experience completing the task. However, when certain backgrounds are required (an MD, for example), the company should be specific.
- What is the timeframe for the task? A limited timeframe reduces options and a flexible timeframe increases options.
- Will the company ever need similar services again? If so, it may want to select someone who fits not only this project but also the corporate culture.
- Will this resource need to work closely with internal FTEs? If so, the consultant or resource provider staff likely will need to interview with internal staff.
- What is the most important part of the task--quality or speed? Knowing this answer may lead to a hybrid approach, such as hiring an SME with limited availability, backed up by a great quality control specialist to check the SME's work.
- Will the resource work on site or remotely? Many great consultants offer and want flexibility, so being open to possibilities as well as knowing the company's exact needs will help focus requirements.
- Whose equipment will be used and how will the company communicate with the resource? It may prefer a consultant to use a corporate laptop for exchanging secure emails and documents. Otherwise, decisions must be made about how these communications will be exchanged safely.
Significant Industry Expertise Resides in Consultants
This is another reason company staff should get to know consultants and resource providers: market supply and demand have created a significant need for temporary resourcing, prompting many highly skilled employees to transition into consulting as a career. In the past, temporary employees may have been viewed as less committed than permanent staff; the reality now is that some businesses are hiring and reducing staff constantly-sometimes simultaneously-thus reducing the expectation of permanence for FTEs. Once FTEs become aware of this impermanence, it is not a big leap to consider consulting as an attractive career option. Further, businesses such as CRPs and FSPs address an individual's desire for stability; they often offer consultants the standard benefits of FTE employment, such as health insurance, disability and/or a 401(k) plan.
Temporary Resourcing is Here to Stay
It is likely that hiring managers will engage temporary resources at some point, and individual contributors will work with these resources. Therefore, understanding resource options as well as proactively developing good relationships with strategic resource partners help in selecting or recommending the solution for future needs. In the process, temporary resourcing can be transformed into strategic resourcing.
About the Authors
Jennifer Thayer, MBA, MA, EdM, started her career in the biotech/pharmaceutical industry in regulatory affairs in 1996 and has since worked across many disciplines. She is currently a principal consultant, medical and scientific communications, at BioBridges LLC, a contingent resource provider. Thayer can be reached at [email protected]. Jason Falchuk is co-founder and managing partner of BioBridges. Falchuk has 20 years of experience working with clients providing right-sized alternative solutions to permanent employment and outsourced models. He can be reached at [email protected].
Cite as: Thayer J, Falchuk J. "Transforming Temporary Resourcing into Strategic Resourcing." Regulatory Focus. March 2014. Regulatory Affairs Professionals Society.