IS CLINICAL RESEARCH RIGHT FOR YOU?

Transcription

1 IS CLINICAL RESEARCH RIGHT FOR YOU? FIND OUT WHAT IT TAKES TO SUCCEED BEFORE YOU MAKE THE LEAP JAMIE STACEY

2 INTRODUCTION /02 According to the U.S. Bureau of Labor Statistics, professions in the field of clinical research are predicted to grow faster than the national average in the upcoming years. In fact, projected increases range from 13 to 23 percent, depending on the specific occupation. When you re looking to pursue a career in clinical research, it s essential to understand that, while rewarding, it isn t a career for everyone because it requires a unique skill set that may not come naturally to many scientists. It s a definite team sport that requires a combination of job specific abilities and soft skills on any given day. So while your scientific mind is definitely an important instrument that can help advance medicine, you ll need to bring more abilities to the table to meet all of the requirements of today s pressure-filled, team-oriented, clinical research projects KEY HIGHLIGHTS In this ebook, you ll learn about: The qualities needed to succeed in clinical research How to use your network to help you land a job The experience you need to move toward your career goal How recruiters can help you meet your professional goals Moreover, even if you have all of the required skills, you also need to use every resource at your disposal to gain the right kind of experience and keep landing jobs that match your career trajectory.

3 PART I DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH? /03

4 PART I DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH? /04 Today s clinical talent needs to possess a combination of personality traits, job specific abilities, and soft skills that make them well-rounded in a manner that reaches beyond science proficiencies alone. Some of these qualities are inherent to the field of science, such as attention to detail, critical thinking, and deductive reasoning. However, many of these attributes such as IT know-how, communication skills, management and strategy abilities, knowledge of government procedures, and conflict resolution skills are just as important, yet not always intrinsic strengths of a science professional. INNATE SCIENTIST SKILL SETS Attention to detail Critical thinking Deductive reasoning ADDITIONAL SKILL SETS REQUIRED FOR CLINICAL RESEARCH IT know-how Communication skills Management and strategy abilities Knowledge of government procedures Conflict resolution

5 PART I DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH? /05 Let s take a closer look at the skills and personality traits required for the roles of regulatory affairs professionals, clinical data managers, and clinical research associates. Regulatory affairs professionals In addition to having a good understanding of science, regulatory affairs professionals should possess the ability to think critically, as well as have a pronounced love of detail so they can manage even the tiniest nuances of detail in multi-gigabyte documents. It s crucial that they re strategic thinkers who understand regulatory implications at every stage of the product lifecycle. They need to be well versed in government language and procedures, and they should know how to apply their expertise to specific situations as they occur. Since these professionals are required to integrate regulatory knowledge into business strategies and decision making processes, they need a solid understanding of finance, marketing, and policy frequently even on a multinational scale. They should be skilled at focusing on multiple areas at the same time, as well as utilizing analytical thinking to handle the gray areas often encountered in regulations. They need to be able to negotiate between parties when conflicts of interest arise. Finally, they need to be effective communicators who can assist colleagues from other areas in understanding regulatory implications.

6 PART I DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH? /06 Clinical data managers Clinical data managers need to be proficient in a wide variety of software programs such as analytical and classification software, database user interfaces, and presentation software. They should possess a good understanding of business and management principles, as well as the ability to think analytically and critically in order to effectively solve complex problems. These professionals are required to monitor themselves and others for improvement; actively listen to gain insights into others contributions; and exercise good judgment when evaluating potential courses of action. They must have the ability to order information effectively and employ deductive reasoning to find the best answers or solutions. They should be sensitive to potential problems and able to act appropriately to avert them. Moreover, they need to be adaptable in terms of handling change and variety in the workplace.

7 PART I DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH? /07 Clinical research associates Clinical research associates have highly diverse, visible positions. They need to be friendly, professional, punctual, knowledgeable, and accessible in order to work well with the staff at the various sites they visit. They should possess outstanding conflict resolution skills, as well as the ability to anticipate challenges and appropriate solutions. Since they monitor the progress of clinical trials, they must be supportive of the on-site staff and capable of providing positive reinforcement for any accomplishments. Moreover, they need good interpersonal skills so they can foster relationships with key stakeholders in order to position their projects or studies for success.

8 PART I DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH? /08 What to do if you re lean on skills If, after reading this, you realize you might not have what it takes, take time out to really evaluate if you think you can acquire the necessary skills, or if it s beyond the scope of your own personal traits and desires. Be honest with yourself before pursuing a field that might not be for you. If you do want to pursue a career in clinical research but are lean on certain skills, then it s advisable to work towards developing the abilities and proficiencies you need. Fortunately, many skills are transferable, meaning you don t necessarily have to acquire them in a clinical setting. You can look for courses at local or online educational institutions to enhance your knowledge of subjects such as management, communications, and IT. But you can also gain experience by taking temporary positions or performing volunteer work. For example, if you re looking to work in regulatory affairs and need to develop your writing skills, you could take a temp position that involves producing reports in order to hone your writing abilities. If you want to become a clinical data manager but your software skills aren t well developed, look for a volunteer position that allows you to manage a variety of databases. Or if you re applying for clinical research positions but your interpersonal skills could be better, try getting a temporary job that involves a lot of outward facing communications to clients and partners.

9 PART I DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH? /09 At the same time, if the skills you need are job specific, look for courses or seminars that will allow you to enhance your knowledge. Professional organizations offer courses, seminars, and certifications geared to the field of clinical research. The advantage of investing in industry-specific education is that you ll learn the most current skills and earn certifications from recognized organizations something that potential employers like to see on your résumé. The bottom line is that if you re looking to break into the field of clinical research and have no prior experience, it s not easy to bring all of the required abilities to the table. So take some time to evaluate which skills you need to develop further and find the most appropriate way to do so. Because when you can present an employer with a résumé that shows you ve got what it takes, your chances of being hired greatly increase. DETERMINE WHICH SKILLS YOU NEED IN YOUR CLINICAL RESEARCH PROFESSION, AND ASSESS IF YOU RE QUALIFIED. IF YOU RE LEAN ON ANY SKILLS, DEVELOP THEM FURTHER BY PURSUING EDUCATION OR ACQUIRING EXPERIENCE THROUGH TEMPORARY OR VOLUNTEER WORK.

10 PART II WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS /10

11 PART II WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS /11 Landing your first job in clinical research is challenging. Due to the high stakes nature of the industry, it s understandable that employers looking to start projects want to work with talent they know can deliver and they can only really be certain if you have a proven track record. This means that when you re entering the clinical research field, you can find yourself in the frustrating cycle of not gaining experience because you re not being considered for projects. But here s a key piece of information that can help move your career forward: an important reason for not being considered for projects is because none of the main decision makers in charge of studies or clinical trials, know you yet. AN IMPORTANT REASON FOR NOT BEING CONSIDERED FOR PROJECTS IS BECAUSE NONE OF THE PRINCIPAL INVESTIGATORS KNOW YOU. BY NETWORKING IN PERSON AND ONLINE, YOU CAN GIVE THEM THE OPPORTUNITY TO GET TO MAKE YOUR ACQUAINTANCE AND LEARN WHAT YOU HAVE TO OFFER. The answer? Give the decision makers the opportunity to get to know you. And the way to do this is by networking.

12 PART II WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS /12 There are two methods of networking: the traditional, face-to-face way and online or virtual networking. Traditional networking Even in a connected world, face-to-face meetings with professionals in your field can give you an edge over the competition. The reason is that in-person meetings often allow others to form a more comprehensive picture of you. While your résumé lists your education, skills, and experience, it doesn t provide proof of your interpersonal skills, communications skills, or ability to speak in an informed manner on a topic related to your specialty. Whenever you have an opportunity for an in-person meeting, make the most of it. Research the people you ll be meeting and find a common interest that can serve as an initial conversation starter. Present yourself professionally, carry business cards, and always be courteous. Don t take up too much of somebody s time, but try to secure an invitation to follow up on your conversation at a later date. Professional organizations are excellent places to network. Below are some key national and global organizations for clinical research professionals: Regulatory Affairs Professional Society (RAPS) Develop Innovate Advance (DIA) Society of Clinical Research Associates (SOCRA) Association of Clinical Research Professionals (ACRP) Society for Clinical Data Management (SCDM)

13 PART II WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS /13 Visit key organizations websites, subscribe to their newsletters, or follow their social media pages to find out about events that are of interest to you. By selecting those events that line up with your interests, you stand a better chance of connecting with professionals in your area. Moreover, DIA, SOCRA, ACRP, and SCDM are regularly looking to fill volunteer positions, and by volunteering for a professional organization, you stand a better chance of getting noticed by decision makers in your field. In addition, alumni events and volunteer work (especially in hospitals) both offer excellent networking opportunities. Though the route might be more indirect than through industry events, it can help grow your network, which in turn could lead you to somebody who can open a door for you.

14 PART II WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS /14 Online networking Roughly 70 percent of talent in the life sciences professions use social media as their preferred method of networking. And it s easy to understand why: online networking offers the benefit of allowing you to connect with professionals in your area, no matter where they are in the world. Bear in mind that just like in-person networking, you need to find common ground, present yourself professionally, and find a reason to continue the conversation beyond the initial introduction. The trade publication Science Careers not only offers a variety of information related to clinical research careers, it also has a forum where you can interact with other professionals. Moreover, many clinical research professional organizations offer online communities ranging from social media sites and dedicated communities to eforums and LinkedIn groups. Networking might take time, but it s worth it to make the connections you need in your field. Because the more principal investigators you know, the better your chances of being considered for a project that s a good match for your skills, thereby establishing a solid foundation for the rest of your career.

15 KEY LINKEDIN GROUPS, BY PROFESSION: /15 REGULATORY AFFAIRS: Regulatory Affairs Professionals Society (RAPS) Regulatory Affairs Jobs & Quality Assurance Jobs Drug Regulatory Affairs REGULATORY AFFAIRS Regulatory Affairs Professionals CLINICAL DATA MANAGERS: Certified Clinical Data Manager (CCDM) Electronic Data Capture Clinical Trials Association for Clinical Data Management CLINICAL RESEARCH ASSOCIATES: CLINICAL DATA MANAGERS LinkedIn groups CLINICAL RESEARCH ASSOCIATES Clinical Research Professionals Independent Clinical Research Associate Clinical Research Associates CRA/Clinical Research Associate Network

16 PART III MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY /16

17 PART III MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY /17 If you re successful at networking and are selected for a position, it s time to start planning for the future. Landing the job isn t the stopping point; in fact, it s crucial that you put the hours in to manage your career. The reason for this is two-fold. First: there s no guarantee that the trial you re currently working on will continue through all three phases. Second: without careful career planning, you could wind up accepting projects that don t broaden your experience or follow a logical course toward your career goal. AS AN ENTRY-LEVEL PROFESSIONAL, YOU HAVE TO START MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY FROM THE MOMENT YOU ENTER THE FIELD. And neither of these scenarios strengthens your qualifications in an employer s eyes. The truth is that as an entry-level professional in clinical research, you have a limited amount of time to show how you can add value to projects. That means that from the moment you enter the field, you not only have to start defining your area of expertise, you also have to consistently perform well. In short, you have to start managing your clinical experience trajectory. And the way to do this is by first defining your career objective and subsequently projecting your professional brand.

18 PART III MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY /18 Defining your career objective The secret to managing your clinical experience trajectory is to know your career objective. By knowing your end goal, you ll be in a stronger position to make choices that purposefully propel you toward your goal regardless of where you are in your career. THE POSITIONS YOU ACCEPT SHOULD ALLOW YOU TO GAIN THE EXPERIENCE YOU NEED TO MOVE TOWARD YOUR CAREER GOAL. Admittedly, your first position might not be your dream job, but if it s enabled you to enter the field, make the most of it. Now you re in, it s time to analyze what steps you must take to get to your career end goal. For example, let s say your objective is to become a clinical data manager for large Phase III trials. If you re currently an analyst on small trials, you should look for positions that begin to broaden your experience. Gain exposure by working on larger studies. Alternatively, if you continue working on smaller studies, accept positions with more responsibility. No matter which route you take, the positions you accept should allow you to gain the experience you need to move toward your career goal.

19 PART III MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY /19 Projecting your personal brand A key element of gaining the right kind of experience is projecting your personal brand. Your personal brand is your unique combination of skills, knowledge, and experience that enables you to add value to trials and studies. To define your personal brand, you need to combine your career objective with your unique qualities. To do so, ask yourself the following questions: What professional accomplishments am I proud of? What do I excel at? How would my colleagues describe me? YOUR PERSONAL BRAND IS YOUR UNIQUE COMBINATION OF SKILLS, KNOWLEDGE, AND EXPERIENCE THAT ENABLES YOU TO ADD VALUE TO TRIALS AND STUDIES. Using the example above, let s say you re a clinical data analyst aspiring to become a clinical data manager. One of your most important accomplishments was to design a custom data tracking system for a Phase II clinical trial that s now been approved to enter Phase III. You excel at analyzing the data that results from trials, and your colleagues describe you as a natural leader. Putting it all together, you d describe your personal brand as follows: Skilled clinical data analyst with leadership qualities and proven expertise in designing and customizing data tracking systems.

20 PART III MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY /20 Once you know your brand, it s key to reinforce it. By projecting your brand in everything you do professionally, from the organizations you join to the types of trials you work on, you distinguish yourself in the eyes of your peers and employers. They will associate you with the types of trials you ve worked on and be more likely to consider you for projects that fit your clinical experience trajectory. Finally, remember this: if you deviate from your trajectory, make sure there s a very good reason for it. Career moves that don t line up with the rest of your choices can raise questions, so if you take a different direction, be prepared to explain your reasons with prospective employers. BY PROJECTING YOUR BRAND IN EVERYTHING YOU DO, YOU DISTINGUISH YOURSELF IN THE EYES OF YOUR PEERS AND EMPLOYERS, WHO WILL CONSEQUENTLY BE MORE LIKELY TO CONSIDER YOU FOR PROJECTS THAT FIT YOUR CLINICAL EXPERIENCE TRAJECTORY.

21 PART IV WORKING WITH RECRUITERS TO MEET PROFESSIONAL GOALS /21

22 PART IV: WORKING WITH RECRUITERS TO MEET PROFESSIONAL GOALS /22 In Part III, we discussed why it s important to manage your clinical experience trajectory. But even if you know what type of project you want to do next, the fact is that when you re working full time on a trial, you might not have enough time to stay abreast of developments in the job market. Yet you can t always be certain that the trial you re currently working on will move on to the next phase. BY PARTNERING WITH A RECRUITER WHO SPECIALIZES IN PLACING CLINICAL TALENT, YOU CAN REMAIN ACTIVE ON THE JOB MARKET EVEN WHILE YOU RE WORKING FULL TIME. In short, no matter how good your performance in your current position and how aware you are of your desired career moves, you could find yourself suddenly back on the job market. And there s no guarantee that your next job will be an ideal step on the path toward your ultimate career goal. Fortunately, by partnering with a recruiter who specializes in placing clinical talent, you can remain active on the job market even while you re working full days plus overtime. A professional recruiter can be your eyes and ears on the job market so that when it s time look for another position, the groundwork is already laid.

23 PART IV: WORKING WITH RECRUITERS TO MEET PROFESSIONAL GOALS /23 What a professional recruiter can do Once you ve clearly communicated your career objective and personal brand to your recruiter, he or she will evaluate your candidacy and look for positions that could be a match. Your recruiter can assist you in locating opportunities that fit into your overall career plan, as well as help you market your personal brand to principal investigators and other decision makers. And because a recruiter has an extensive network of professional contacts, he or she often hears about new positions before they re listed anywhere. If a job s a match, your recruiter can help you circumnavigate the pile of applicants and get your résumé on the desk of the principal investigator charged with selecting the best team for the project. BY VIEWING YOUR RECRUITER AS A PROFESSIONAL PARTNER, YOU CAN ESTABLISH A LONG TERM RELATIONSHIP YOU CAN CALL UPON WHENEVER YOU NEED OR WANT TO MAKE A CAREER MOVE. You and your recruiter: a partnership Your partnership with your recruiter should be built on mutual respect, trust, and performance. Just like it s your recruiter s job to find positions that match your career trajectory, it s your responsibility to always conduct yourself in a professional manner and perform your duties well. Remember to check in regularly even when you re working and keep your recruiter abreast of any new developments that affect you professionally, such as promotions, trials being extended, or life changes that have an impact on your work preferences.

24 /24 SOURCES:

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26 ABOUT THE AUTHOR JAMIE STACEY is vice president and Americas Science Product Leader for Kelly Services, Inc. In this role, Jamie is responsible for strategic planning including gathering and prioritizing product and customer requirements for the scientific workforce solutions market. Jamie s expertise includes global system implementations, vendor management, global recruiting, employment marketing strategies, contingent labor programs, talent sourcing, and diversity & inclusion. She has a Bachelor of Science in chemistry from the University of Illinois at Urbana-Champaign, and a Master of Science in organic chemistry from the University of Wisconsin-Madison. ABOUT KELLY SERVICES Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kelly offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis. Serving clients around the globe, Kelly provided employment to approximately 540,000 employees in Revenue in 2013 was $5.4 billion. Visit kellyservices.com and connect with us on Facebook, LinkedIn, and Twitter. Download WorkWire, a free ipad app by Kelly Services. This information may not be published, broadcast, sold, or otherwise distributed without prior written permission from the authorized party. All trademarks are property of their respective owners. An Equal Opportunity Employer Kelly Services, Inc. EXIT