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Company loyalty is dead. That’s what we continuously hear. This crop of employees is not loyal to their company or to their boss. Have you ever experienced this: a key employee quits out of

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

the blue for a “better” job and you wondered, how could she? Turnover is high in your organization and you thought, what’s wrong with these people?

Loyalty is dead and study after study s

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

Examples of combination products may in

ems to confirm this. Today’s employees will have an average of nine different jobs in their career—nine different jobs! That’s a real change from that older generation of workers who joined

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

the company and stayed long enough to get their pension and their gold watch. Those were the “good ole days.” What happened? Who killed company loyalty?

Before we damn this generation of w

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

rkers, consider this possibility. Maybe, just maybe, employers killed company loyalty. That’s right, employers killed loyalty. How could this happen? Why would they do it? It’s suicide.

Co

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

Combination pro

sider this: when sales slip and profits are in jeopardy, why is head count reduction the first response to quickly right the ship? When health insurance premiums inch up, why is passing the

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

cost onto the employees the best solution? When staffing levels slip, why is getting workers to do more with less the best response?

Maybe these solutions make good business sense on one l

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

evel, but do you really think they’ll endear your employees to you and the company? What do you suppose employees think when they see fellow long service, higher paid workers laid off in th

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

name of cost cutting? Do you think they feel they now have job security? What do you think employees feel when their contribution to their health insurance skyrockets, their merit increase

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

hover around 3%, and then they read about top executives of big companies making millions of dollars in salary, bonuses and stock options? Do you think they feel they are getting a fair sh

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

ke?

The Conference Board in their annual survey of employee job satisfaction reports that employees are not satisfied with the way things are going. Satisfaction with work, pay, job traini

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

Following aspects would a

g, promotional opportunities and supervision are in a free-fall. Employees are not identifying with their organization, its goals and mission. In fact, a quarter of the workers admit they a

dd to the challenges in developing combination products:

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

e just showing up to collect a paycheck!

What can be done? Can loyalty rise from the dead?

Some employers do enjoy employee loyalty. That’s right—and they also enjoy all the benefits of l

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

yalty including productivity, quality service, retention and healthy bottom-lines. How?

The quick and simple answer is that they take care of their employees. This is not a warm and fuzzy,

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

pie in the sky response. This is a pragmatic, bottom-line approach to the business. Without motivated, focused employees, organizations cannot operate well. With unacceptably high turnover

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

(often defined as pure misery) you cannot grow your organization. Employers who take care of their employees find that their employees take care of them and their company. Employers who don

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

Professional from academic institutions, pharmaceutical industries, health care indust

t, suffer the consequences.

Employees simply want to be treated fairly; they want a boss to be empathetic to their needs—to care; and they want to be respected. Employers don’t have to pay

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

top dollars to keep employees, but you have to pay competitively. Employers can demand that your employees work hard, but you have to treat them fairly. And employers can expect that their

.

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

mployees remain loyal—but employers must be loyal to them.

We’re living in tough economic times. Costs are rising, labor is scarce, foreign competition is growing, and employers are being

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

Companies that provide selfless information through particip

queezed. More and more, success is dependent on a loyal workforce. Partner with your employees, take care of them, and then go out and buy those gold watches—you’re going to need them again

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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