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It’s Not The Economy Stupid, It’s The Hiring Practices

Slipshod hiring practices, managers and ineffective corporate recruitment policies are to blame for white-collar professionals unable to find work.

“White collar professionals who can’t

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

find work in the 21st Century shouldn’t blame the economy only,” says Eva Jekins of VIP Innovations. She cites “incompetent corporate recruiting practices” and “under-trained, over-tasked hiring managers who don’t prioritize the importance of

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

the hiring process enough to focus or take the time to define the position itself rather than the person in the position.”

Where Have All The People Gone?
Today’s marketplace is experiencing high job turnover rates and a prevalence of un

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

filled jobs. And the future looks bleak. “In the next five years, a Baby Boomer retirement wave is going to leave many companies high and dry,” says Jenkins.

Jenkins prescription for companies whose hiring practices are ailing is “training,

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

training, and more training of hiring managers; for recruiting departments, review, revamp and streamline current hiring processes” she says. She believes that management training should include a heavy emphasis on the hiring and interviewin

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

process, but adds that, “A very specific training program aimed at retention is critical.”

Businesses that fail to reevaluate their recruitment processes and develop strategies “to respond effectively to increased demand in a decreased pool

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

of skilled labor” are likely to be doomed. Unfortunately, she says, “some corporate cultures do not emphasize these types of training experiences for their managers.” The result is constant turnover and reduced productivity.

Jenkins urges

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

/R decision-makers to “change their thinking of hiring to hunting” and to focus on “consistent measurable results.” She suggests that strategies be put into place to “obtain and retain the best candidates, not just qualified applicants.”

Who

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

’s Minding the Store?
Human resource professionals have their priorities skewed,” comments Jenkins. “They appear to be consumed with cost-per-hire, total recruiting fees paid and how ‘fast’ someone is hired.” However the quality of the

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

ew hires, and the long-term value or cost to the company of hiring a mediocre applicant is completely overlooked.” It’s literally a vicious cycle. “The people who hold jobs in H/R and corporate recruiting came up in the same flawed system t

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

ey work for.” Mis-focused and under-trained, “they ensure that ineffective recruiting processes prevail.”

The Culprits
Armed with superb resumes and impeccable qualifications, white-collar professionals now comprise one-fifth of all une

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

mployed workers. “That’s double the rate from a decade ago,” “And they’re staying unemployed longer than before, too.”

Who are the culprits? “Humans and technology are both to blame, says Jenkins. She says that “rather than using technolog

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

as an addition to the toolkit required in making hiring and placement decisions, it’s become a substitute for thinking.”

There is still an alarming majority of corporate recruiters who “don’t actively source or market jobs. And they don’t b

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

other to explore or define job competencies, either.” They simply retrieve resumes with certain ‘key’ words and then pass them on to the hiring managers.

The Referrals from Above
Jenkins also has concerns about hiring managers who seem

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

ore concerned with filling a hole than with filling a position with a qualified employee. One of the biggest stumbling blocks revolves around people who come as referrals from their senior management.

“It doesn’t matter whether they fit into

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

the company culture, have the necessary skill sets, or will mesh well with other members of the team. All that matters is that the job is filled and the person making the referral is happy. Of course the happiness is short-lived when the new

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

employee is fired for being incompetent or quits because the job isn’t what he or she thought it would be.”

The Right Candidate for the Job
According to Jenkins, staffing professionals frequently overlook the “diamond in the rough” of a

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

above-average candidate with superior qualifications. “All too often, people allow their emotional responses to override their judgment,” she explains. In the end, they wind up choosing candidates who have mastered the art of being intervie

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

wed, rather than people are have mastered the skills required for the job they’ll do.

Feelings, prejudices and intuition can easily override judgment. “If a candidate is not a seasoned interviewer with dazzling presentation skills, he or she

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

may easily be overlooked.”

The irony is that “It’s frequently the people with the most impressive credentials who are least impressive in an interview and do not possess the perfect resume loaded with just the right “key” words for retrieval.

tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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