How To Attract & Retain Clinical Research Associates

By Craig Heywood, Real Staffing

It’s no secret that the demand for clinical research associates (CRAs) continues to grow in the U.S. There was already a shortage before the pandemic for reasons that ranged from a lack of clinical study graduates to the demanding nature of the job. Now, there’s even more hesitancy due to safety concerns related to travel, on-site exposure, increased workload, and shifting personal priorities.

Whether a study is being run directly by a clinical trial sponsor or through a contract research organization (CRO), recruiting and retaining talent will continue to be highly competitive. One trend to mitigate this challenge is to turn to contract workers. A 2020 talent trends study by consulting group Mercer found that 77% of executives surveyed believe freelance workers will substantially replace full-time employees within the next five years.

Supplementing permanent employees with contract CRAs has many benefits, including allowing companies to scale with the varying demands of the industry in the current climate. Because the dynamic has shifted – it is now a candidate-driven market – it’s imperative that pharmaceutical, biotechnology, and medical device organizations find new approaches to attract and retain qualified talent. Here are a few strategies that can not only help bring high-quality candidates in the door but, more importantly, engage and retain them within your organization.

Go Beyond Competitive Salaries

The most effective way to attract CRA talent is to understand the current market rate, which has evolved over the last two years, and offer competitive pay. Too often companies lose track of rising salary rates and compensation packages, leading experienced employees to seek other opportunities willing to pay what they’re worth. Companies that conduct regular temperature checks, at least every 12 months, can expedite the recruiting cycle – saving money and attracting more candidates. Because salaries vary by region, it’s also helpful to look locally, and some companies find it useful to compare salaries to those in other life sciences roles. 

In addition to keeping pay rates top of mind, a few other strategies to attract CRAs include:

• Explore Diverse Talent Streams: Most sponsors and CROs prioritize years of experience when hiring CRAs, preferring experts who can seamlessly step into the position. But companies should also open their recruitment outreach to emerging and diverse personnel who have the right educational background, core competencies, and certifications but may not have on-the-job experience. Not only will they bring in more candidates, but they’ll also realize cost savings from salary reductions.
• Emphasize the Value of the Project: Another opportunity to attract candidates is to tout the actual project. Too often, employers focus discussions with potential employees on the basics – roles, responsibilities, project length, salary, and the qualifications of the candidate. This is a missed opportunity to promote the importance of the study, its implications in the real world, and the benefits for the individual’s career path. While the definition of innovation in research is constantly changing, most projects have selling points that can be presented to candidates.
• Consider Employees’ Mental Well-being: Prior to the pandemic, it was not unusual for CRAs to be overworked, sometimes logging 60- or even 80-hour weeks, with a lot of time spent on the road. Because overtime pay is often not enough to compensate for burnout, companies are increasingly putting initiatives in place that increase flexibility and support and decrease hours and stress. These should be used as selling points during the interview and hiring phase. Offering remote opportunities or shift flexibility can showcase that the company values balance for workers. Another enticement is providing travel schedules in advance so employees can better plan their personal lives.

Combat Talent Turnover

A recent poll of CROs by BDO found that the biggest challenge is managing escalating turnover levels, particularly for CRAs. Again, compensation was cited as a leading factor, and organizations should examine their salary ranges and bonus schedules against other national and local organizations. This is especially important for contractors who may not have the opportunity to advocate for raises. Other programs that can help retain or re-engage employees include:

• Put in the Work Up Front: Onboarding is a critical but often overlooked initiative. According to Gallup analytics, one in five employees either report that their onboarding was poor or that they received no onboarding at all. While it’s not realistic for organizations to give the same level of onboarding to a contractor as they do a permanent employee, an abbreviated version that covers processes and procedures unique to the company can help them hit the ground running.
• Prioritize Feedback and Communication: Performance reviews are another important retention tool, providing an opportunity to engage with employees to discuss items such as salary, career goals, and upskilling. Depending on the level of experience and length of engagement, a good cadence might be at the one-month, three-month, and six-month time periods. Some employers conduct quarterly reviews, especially if the contractor is working on a pivotal study that may last years. Because contractors move between employers where processes may be handled differently, a two-way feedback loop can help all parties make the necessary adjustments for a productive working relationship.
• Encourage Professional Development: Providing growth opportunities and professional development for interested employees can help decrease turnover. Aside from moving up the ladder into a senior CRA position, there might be opportunities to gain experience in different therapeutic areas. For contractors, this may entice them to re-engage for a future study. One way to help ease the transition to a new role is to be sure all contractors have the right tools and training to do their job, especially when it comes to using specific technologies.

Clinical research has many strong selling points, including plenty of job opportunities, especially in the U.S., where 32% of the world’s registered studies are taking place according to ClinicalTrials.gov. But it also comes with some challenges. Organizations need to minimize the demands through training, work-life balance, and ongoing support and maximize the perks, including competitive salaries, career growth, and job satisfaction. By doing so, they’ll find themselves in a better position to not only attract candidates but keep them engaged for years to come. 

About The Author:

Craig Heywood is brand vice president at Real Staffing, a provider of expert recruitment solutions in the biotech, pharmaceutical, and medical device sectors in the U.S. Heywood and his team provide value to clients by recruiting hard-to-find specialist roles in areas that include regulatory, clinical, biometrics, and engineering. Heywood began his staffing career in 2011, progressed into a management position, and was instrumental in building Real Staffing’s presence on the East coast. Heywood was named to Staffing Industry Analysts’ (SIA) 40 Under 40 list in 2021.