| In the second part of an article in EPC Summer, Anick Duchesne, Debiovision Inc, continues to investigate the optimisation of field clinical research monitors
In last issue’s article, readers were invited to ‘think outside the box’ and explore a non-traditional monitor role. This follow-up article will examine what are perceived to be potential benefits, as well as inherent challenges, of this proposed path. In addition, it attempts to ‘operationalise’ the ideas of the first article by suggesting conditions of success and key considerations for a transition plan.
BENEFITS
Agility and Adaptability
It is thought that the monitoring workforce can easily evolve alongside business because its optimised role calls upon a greater variety of business skills that can be called into application, depending on the context. In turn, as employees learn new skills, they will facilitate the advancement of the business when it is again driven to redefine itself.
Talent Retention
Recent literature suggests that “the hottest trend in what makes workers tick is management development” (1). We can surmise that this leads to an increase in personnel retention rates, due to both the value of training and the enticement of new work challenges. Realising that talent retention entails many business benefits that go beyond financial gain, it plays an important part in maximising organisational effectiveness.
Succession Planning
Thinking along the same lines, succession planning is facilitated for management by building in transferable skills to bring to the management front. Generally, this enhanced role creates an internal organisational springboard of talent.
Image and Productivity
An important benefit is revitalising the company’s image, bolstered by the monitor’s image. Recent survey results indicate that what counts to the general public is a firm’s reputation (2). A company’s reputation influences the treatment decisions of potential customers (2). Moreover, the value of this benefit cannot be underestimated at a time when public opinion vis-à-vis the biopharmaceutical industry as a whole is at a low (3,4). Again, this supports the idea of having higher profile individuals in customer facing positions |
