Clinical Professionals

A Message from Lord Pickles and Lord Blunkett, followed by Clinical Professionals's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Clinical Professionals is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.clinicalprofessionals.co.uk

1CLINICAL PROFESSIONALS |
BEST PRACTICE REPRESENTATIVE
CEO Yvette Cleland
Launched in 2016, CP
Life Science Academies
have now placed over 200
graduates
The Clinical Professionals Group are a specialist recruitment
agency, focusing on providing staff to the life science
sector. Having identified a lack of highly skilled recruits
as the biggest threat facing the sector they serve, they have
established CP Life Science Academies to provide science
graduates with the training they need to work in clinical drug
development. The business was established in 2006 and CEO
Yvette Cleland discusses the need to change the industry to
attract new talent.
Leading a global life science staffing business can be a daunting task. Recruitment
agencies, often maligned over the years for unsavoury practices, rarely receive the
positive accolades owed to the many firms that support job seekers and clients
across the globe, providing the talent required to deliver, in our case, lifesaving
new medicines to the market. In 2018, the UK life science industry received its
highest level of funding for eight years – interesting considering the immense
uncertainty around Brexit. Yet in the face of this challenge, investment flowed into
the UK as a global centre of excellence in biopharma and medical technology. The
golden triangle of opportunity in Cambridge, Oxford and London and the northern
powerhouses have led to the UK matching the innovation of the US’s science
clusters on the East and West Coasts.
Founded in 2006with a team of three, we are now one of Europe’s most respected
life science staffing organisations, with a team of over 85 people recruiting in
biopharma, medtech and clinical research organisations. Our head office is based in
Reading, with our European HQ in London and further offices in Munich, Belgium,
FACTS ABOUT
CLINICAL PROFESSIONALS
»CEO: Yvette Cleland
»Established in 2006
»Based in Reading, Berkshire,
»Services: Recruitment/staffing
specialising in the life sciences
»No. of employees: 85
Clinical Professionals
THE PARLIAMENTARY REVIEW
Highlighting best practice
2| CLINICAL PROFESSIONALS
Ireland and Boston, MA. Our vision
as a company is “a commitment to
improving the lives of patients by
connecting talented professionals to
the life science industry”. We believe
that the real difference between
success and failure is traced back to
the question of how well we bring
out the great energies and talents of
our invaluable teams: a single arrow
is easily broken, but not ten in a
bundle. One of the greatest assets of
a staffing firm is its data. Every time
we engage with a client or candidate,
we are the recipients of real-time
knowledge. We see market dynamics
before the market itself is aware of
subtle changes or potential challenges.
The information we gather on a daily
basis has given us and our industry
a continuing message: a lack of new
talent is crippling our sector.
A lack of new recruits
The life science industrial strategy for
the UK, delivered by Sir John Bell in
September 2017, identified our pillars
of strategy for the future. While this
was both robust and well thought
through, the greatest danger to the
UK’s fortunes on a global platform
is the lack of highly skilled labour.
While this was recognised, no credible
solution was offered. With circa 85
per cent of the core functions of
clinical trials now being outsourcedto
contract research organisations, and
consultancies and pharma no longer
offering the extensive graduate
programmes common in the ’80s
and ’90s, the impact on the industry
has now reached critical levels. The
diminishing pool of highly skilled
candidates entering the industry
in sustainable numbers has led to
inflation in salaries and unacceptable
turnover in core functions.
As a recruitment business, a lack of
talent gives us a very short shelf life as
an organisation. We made a decision
as a team to be the change that
was needed. In 2016, we launched
CP Life Science Academies as a
service to the life science industry in
the UK. Having identified a lack of
newly trained graduates entering the
industry in clinical drug development,
we designed a fully funded and
comprehensive training programme
for science graduates wishing to
embark on a career within clinical
drug development. To date, CP Life
Science Academies have funded,
trained and found industry roles for
over 200 graduates alongside our core
staffingbusiness.
Our graduates represent
the future talent of the
life science sector
One of the
greatest assets
of a staffing
firm is its data
3CLINICAL PROFESSIONALS |
BEST PRACTICE REPRESENTATIVE
The barrier to entry for many highly
motivated graduates is a lack of
experience or training. We have
removed these blockades by investing
in all of our futures. Our main
challenge in scaling this innovation
further is client companies still insisting
on two to three years’ experience
from new hires. We often question
how an industry that has outsourced
its responsibility and duty to train
our youth can still be so naïve in
itsexpectations.
The ultimate measure of a great
business is not where it stands in
moments of economic boom but
where it stands at times of challenge.
We know with Brexit that we are
entering unchartered waters. Every
profession bears the responsibility of
understanding the circumstances that
enable its existence and long-term
growth. We will not allow a disorderly
Brexit to define our future.
Planning for the future
We broke new ground when we
published the first industry “Salary
Survey”, now published annually in
hard back and distributed to 5,000
decision-makers in life science. This
intelligence provides details of skilled
candidate movements and populations
in the EU. We can plan from this data.
We realised that if we could change
how an industry procures staff, we
could change the industry; if we could
change enough of the industry and
how it engages its staff, we could
enhance the world of professional
staffing. Our graduates in the next five
years will be hiring managers; in ten
years, they will be industry decision-
makers; and in 15 years, they will be
influencing industry strategy. They
will remember how they were fully
funded and given access to their great
vocational careers, and we will be their
staffing provider of choice.
We couldn’t find the secret to success,
so as a business we decided to work
together a little smarter, be better
prepared, learn from past failures and
invest more in our own people and our
future skilled workers. We discovered
quickly that you become what you
think you are. We are innovators in
our field and serve our clients and
candidates with unique services that
protect and sustain relationships.
A business that makes nothing but
money is a poor business: we make
money, but, more importantly, we
add fundamental value to the UK life
science industry through skilled people.
We decided to
work a little
smarter, be
better
prepared,
learn from
past failures
and invest
more in our
own people
and our future
skilled workers
Our head office is based
in Reading, with our
European HQ in London
and further offices in
Germany, Belgium,
Ireland and Boston, MA

www.clinicalprofessionals.co.uk

This article was sponsored by Clinical Professionals. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster