What are the most effective ways to recruit and retain talented researchers?

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Recruiting and retaining top research talent is a multifaceted process. Here, we explore three key strategies to streamline your recruitment efforts and foster a high-retention environment. 1. Identifying Talent for Recruitment Define what skills you need. For instance, a biotech firm may need researchers skilled in CRISPR. Use job boards like Indeed to attract talent. 2. Social Media in Recruiting LinkedIn can connect you with professionals. Create a company profile, post jobs detailing the skills you seek. Microsoft uses this strategy effectively. 3. The Power of Referrals: Referrals from existing employees are effective. They understand your needs and can recommend suitable people. Google's referral program is an example.

En la biotecnología y la industria farmacéutica, las organizaciones que deseen captar el mejor talento investigador deben remarcar las ventajas del sector privado respecto de la academia, es decir, que en una empresa la I+D+i es aplicada y no básica. En el sector pharma-biotech, los proyectos de investigación se pueden gestionar desde la perspectiva del intraemprendimiento: el/la investigador/a principal o project manager controla los recursos humanos y materiales, los tiempos, la relación con los clientes y proveedores, los protocolos científicos, los experimentos, etc., por lo que puede tratarse de una labor integral y muy gratificante en términos de autorrealización, y todo ello con una utilidad que revierte positivamente en la sociedad.

There are some fantastic resources such as the UK Vitae Researcher Development Framework, and also group activities to understand what skills are already in the team, and what skills may be a priority to seek.

Offer competitive pay, a dynamic work environment, adaptable scheduling, mentorship, and career development possibilities to attract and keep competent AI researchers. Promote an innovative, inclusive, and supportive work environment while remaining up to date with AI. Work-life balance, regular feedback, and recognition are essential.

A Researcher is, by definition, going to research your company once they’ve passed into the consideration phase (after they see your advert and before they apply). Provide a clear, and ideally bespoke, understanding of what it’s like to not only work at your company - but work at your company as a Researcher. Testimonials and case studies from your current Researchers are a brilliant start.

En el ámbito académico, la carrera investigadora resulta muy jerarquizada: ayudante, predoc, postdoc, investigador/a senior, investigador/a principal, etc. En la empresa privada no hay tantos rangos, pero es necesario proporcionar un recorrido profesional ascendente o transversal. En el sector de los medicamentos de terapias avanzadas, las tareas del laboratorio pueden resultar, en ocasiones, un tanto ingratas. Por ejemplo, la producción celular puede extenderse más allá de la jornada habitual, por lo que es esencial implantar un sistema de compensación de dedicaciones adicionales más allá de la normativa laboral, es decir, que permita realmente la conciliación, y que recompense los esfuerzos suplementarios con días libres y vacaciones.

And if you're not in a position to provide competitive advantages, then be transparent, and outline your plans for the future. In Canada, I was offered an opportunity with 2 weeks vacation, whereas I had 4 weeks at the time. On the other hand, HR had explained to me the project to build a human resources policy, a salary package and health benefits. Things were going to change.

Normalmente, en el sector pharma-biotech, los perfiles científicos que se demandan son tan especializados que, en ocasiones, hay que emprender un reclutamiento global. Por ello, en este tipo de empresas conviven investigadoras/es de distintas procedencias o nacionalidades, diferente bagaje académico y, por supuesto, un variado rango de edad. Por ello, resulta fundamental que la empresa disponga de una cultura basada en la igualdad y la diversidad, capaz de integrar a personas muy diversas sin fricciones. Los procesos de recursos humanos deben ser absolutamente transparentes e inclusivos, sin sesgos de ningún tipo. Precisamente, en estos equipos multidisciplinares y variados es donde surge la creatividad, tan necesaria para la investigación.

It's important to keep your teams on board, and if they talk about it around them, the combo will be a winner and attract new people.

I've worked with researchers in the past and here are somethings I knew were important to them: Career Development Opportunities: Offer a clear path for career development, including opportunities for advancement and skills enhancement. Researchers appreciate the chance to continually learn and grow. Recognition and Rewards: Recognize and reward achievements. Acknowledging a researcher's contributions boosts motivation and job satisfaction.

Cuando se contrata a una persona experta en una materia es para que aporte precisamente su "expertise", su criterio técnico, su sapiencia. Contar con los mejores profesionales implica un "laissez faire". En el caso de los perfiles científico-tecnológicos, la organización no debe constreñir al talento, a mi modo de ver, es decir, el funcionamiento debería ser lo más parecido a una "tecnocracia", dentro de un orden. En los departamentos de I+D+i del sector privado, el personal investigador debe disponer de cierto margen de maniobra para aportar ideas, mejorar procesos, establecer hipótesis, diseñar nuevos productos, etc.

Involving researchers in decision-making is critically important. Researchers feel more valued and motivated when they have a say in project direction and strategy. Their insights can lead to better outcomes and help retain top talent.

En ocasiones, sobre todo cuando una persona del ámbito científico alcanza posiciones de responsabilidad, es interesante complementar sus capacidades con formación ajena a su ámbito del saber (por ejemplo, en finanzas o liderazgo). Por mi propia experiencia como mentora de carrera, los procesos de mentoring científico son muy alentadores para jóvenes investigadores que son tutorizados/as por una persona de mayor rango, edad o experiencia profesional en el mundo de la ciencia.

It would be interesting to study the average tenure of positions held by the current generation, so as to be able to create career programs based on this, and avoid an otherwise certain turnover.

Recognizing and rewarding researchers is critical for keeping talent. It not only recognizes their contributions but also encourages them to succeed. Recognition might take the shape of cash incentives, promotions, or public acknowledgment. This promotes a healthy work environment and encourages researchers to remain engaged in their responsibilities and projects, ultimately contributing to their retention.

Dedicarse a la carrera científica, normalmente, suele ser una elección vocacional. El personal investigador en una empresa, igual que cualquier otro colectivo profesional, se merece un salario acorde con su cualificación, con un sistema de compensación y beneficios incentivador; desea conciliar su vida laboral, familiar y personal; necesita un plan de carrera y desarrollo formativo que le motive pero, además, precisa del reconocimiento de su contribución al progreso de la sociedad, tanto interna como externamente, por ejemplo, a través de la publicación de artículos científicos relacionados con sus proyectos de investigación en el sector privado, mediante ponencias en congresos o simposios o a través de la dirección de doctorados.

En mi opinión, el colectivo de personas que trabajan en el ámbito científico es muy "sui generis", muy diverso. Por ello, es importante que la organización, a través de las impresiones del departamento de recursos humanos, identifique las motivaciones y resortes que activan a cada integrante del equipo de I+D+i, y aplique sus políticas de gestión del talento y buenas prácticas de forma individualizada. En este grupo profesional, quizá más que en ningún otro, resulta fundamental diseñar una "propuesta de valor del empleado/a" que resulte atractiva e incentivadora y que refuerce el compromiso y la implicación de estos profesionales que ya de por sí suelen ser muy elevados.

Focusing on diversity and inclusion is one of the most effective ways to recruit and retain talented researchers. A diverse and inclusive research team is more likely to be innovative and productive, and it can also help to attract and retain top talent from around the world. This can be backed by examples of how diversity and inclusion can lead to better scientific outcomes: A study by the University of California, Berkeley found that research teams with more gender diversity were more likely to publish papers in top scientific journals. A study by the University of Michigan found that research teams with more racial and ethnic diversity were more likely to receive research grants.

Thank you all for sharing such valuable insights; there have been so many excellent suggestions that I may be repeating what has already been said. Forgive me if I'm repeating a point already made. One crucial aspect to consider when attracting and retaining talented researchers is to focus on what is in it for them. The overall work environment, opportunities for growth and development, the company's culture, the compensation package, etc. For retention, addressing any potential technical resource gaps within the organization is essential. Highlighting how the company actively supports the research work with the necessary technical resources can be a crucial selling point in attracting and retaining top talent.

From Industry PoV, the first step is that we do is to conduct an University Capability mapping and that includes the Labs capability, Research department capability , Professors current and aspiring research direction, Scholars and Student research work, Knowledge assets (e.g IP) etc., Second step that we bring is mapping the university capability with Indusry’s Technology strategy Once you have the above two, it is easy to know where to recruit, and get to understand the Key motivation factors to bring and retain the research scholars. Finding and providing the right motivation factor (e.g challenging research areas, positive research environment, strategic aligned research direction) is the key to retain the research talent