As is well known, the world of work is facing a phase of cultural evolution, with new trends redefining its environment, foremost among them the different needs of employees and consumers. The recent “2024 Global Culture Report” by the O.C. Tanner Institute offers an overview of the major trends that are affecting labor relations in the pharmaceutical and biotechnology sectors.
A new definition of flexibility
In recent years, workplace flexibility has become a priority for employees, and the life science sector is no exception. According to the report, 85 percent of workers in the pharmaceutical and biotech sector consider flexibility a decisive factor in staying with the company. However, the definition of flexibility is also gradually shifting away from the simple concept of workplace choice and expanding to include other key factors, such as workers’ control of their time, direct support from the organization and leaders, and the availability of empowerment pathways for employees.
Unfortunately, this need does not seem to have been entirely taken up by corporate leaders: only 66 percent of employees say they feel supported by leaders when they need to change their work schedule, and only 63 percent feel encouraged to pursue a proper work-life balance.
Empathetic leaders
The challenges of the post-pandemic period have made empathy a core value, especially in the context of returning to the office and increasing burnout. Here again, however, workers seem to find little response from senior managers:only 55 percent of employees in the industry believe empathy is part of the corporate culture, and 65 percent perceive their leader as empathetic.
The real challenge, however, lies in the consistency between empathy and action: empathetic leaders are able to identify and actively respond to employees’ needs, strengthening connection and well-being at work, but even on this front, the results are disappointing: the percentage of employees who feel supported with concrete actions stops at 57 percent.
The “essential 80%
A significant portion of employees, defined as the “essential 80%,” often feel invisible and unappreciated compared to their colleagues in senior roles. These are that portion of the staff who perform roles that are critical to the operation of companies but who often do not occupy managerial or high-visibility positions, e.g., production staff, laboratory technicians, logistics managers, and other operational roles.
According to the report,only 58 percent of these workers believe they have equal access to opportunities compared to their more prominent colleagues. It becomes critical, then, to create an environment that values all levels, providing equity in terms of tools, opportunities and recognition. A strategy that pays off handsomely: the experience of employees with high levels of access and enablement improves dramatically (see table).
Professional growth and development
Employees in the pharma and biotech sectors actively seek opportunities for professional growth and development. Companies that invest in training programs, mentoring, and clear career paths succeed not only in retaining talent but also in fostering internal innovation. In an environment that demands increasingly specialized skills, continuous learning is a prerequisite for success. According to the World Economic Forum, the fastest-growing roles today are driven by technology, digitization and sustainability, and44 percent of current skills will be revolutionized in the next five years.
More than half of workers (6 in 10) will need new training but only 50 percent have access to adequate training opportunities.
Skills development also allows employees to anticipate emerging trends and provides a positive emotional impact: it shows employees that they are valued, that the company cares about them, and helps build a sense of belonging and inclusion.
Data show that supporting skills development increases the likelihood of employees staying with the company for another year by 9 times.
However, it is not enough to provide staff with training opportunities; managers must also create an environment conducive to their enjoyment. Although 70% of pharmaceutical and biotech employees say their company offers development opportunities,only 62% say they have time during working hours to participate in these activities, and only 56% receive recognition or praise from their leader after completing training.
In general, the report explains, “leaders and teams need to be supportive, willing to change work locations and schedules, leaving workers where possible to set their own priorities and be in charge of their own activities.”
