IS CLINICAL RESEARCH RIGHT FOR YOU?

JAMIE STACEY

FIND OUT WHAT IT TAKES TO SUCCEED BEFORE YOU MAKE THE LEAP

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According to the U.S. Bureau of Labor Statistics, professions in the field of clinical research are predicted to grow faster than the national average in the upcoming years. In fact, projected increases range from 13 to 23 percent, depending on the specific occupation.

When you’re looking to pursue a career in clinical research, it’s essential to

understand that, while rewarding, it isn’t a career for everyone because it

requires a unique skill set that may not come naturally to many scientists.

It’s a definite team sport that requires a combination of job specific abilities and soft skills

on any given day. So while your scientific mind is definitely an important instrument that

can help advance medicine, you’ll need to bring more abilities to the table to meet all of

the requirements of today’s pressure-filled, team-oriented, clinical research projects

Moreover, even if you have all of the required skills, you also need to use every resource

at your disposal to gain the right kind of experience and keep landing jobs that match

your career trajectory.

INTRODUCTION

KEY HIGHLIGHTS

In this ebook,

you’ll learn about:

• The qualities needed

to succeed in

clinical research

• How to use your network

to help you land a job

• The experience you

need to move toward

your career goal

• How recruiters can

help you meet your

professional goals

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PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH?

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Today’s clinical talent needs to possess a combination of personality traits, job specific abilities, and soft skills that make them well-rounded in a manner that reaches beyond science proficiencies alone.

Some of these qualities are inherent to the field of science, such as attention

to detail, critical thinking, and deductive reasoning.

However, many of these attributes—such as IT know-how, communication skills,

management and strategy abilities, knowledge of government procedures, and

conflict resolution skills—are just as important, yet not always intrinsic strengths

of a science professional.

PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH?

INNATE SCIENTIST SKILL SETS

ADDITIONAL SKILL SETS REQUIRED

FOR CLINICAL RESEARCH

IT know-how

Critical thinking

Deductive reasoning

Attention to detail

Communication skills

Knowledge of government procedures

Management and strategy

abilities

Conflict resolution

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Let’s take a closer look at the skills and personality traits required for the roles of

regulatory affairs professionals, clinical data managers, and clinical research associates.

Regulatory affairs professionals

In addition to having a good understanding of science, regulatory affairs professionals

should possess the ability to think critically, as well as have a pronounced love of detail

so they can manage even the tiniest nuances of detail in multi-gigabyte documents.

It’s crucial that they’re strategic thinkers who understand regulatory implications at every

stage of the product lifecycle.

They need to be well versed in government language and procedures, and they should

know how to apply their expertise to specific situations as they occur. Since these

professionals are required to integrate regulatory knowledge into business strategies and

decision making processes, they need a solid understanding of finance, marketing, and

policy—frequently even on a multinational scale.

They should be skilled at focusing on multiple areas at the same time, as well as utilizing

analytical thinking to handle the gray areas often encountered in regulations. They

need to be able to negotiate between parties when conflicts of interest arise. Finally,

they need to be effective communicators who can assist colleagues from other areas in

understanding regulatory implications.

PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH?

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Clinical data managers

Clinical data managers need to be proficient in a wide variety of software programs

such as analytical and classification software, database user interfaces, and presentation

software. They should possess a good understanding of business and management

principles, as well as the ability to think analytically and critically in order to effectively

solve complex problems.

These professionals are required to monitor themselves and others for improvement;

actively listen to gain insights into others’ contributions; and exercise good judgment

when evaluating potential courses of action. They must have the ability to order

information effectively and employ deductive reasoning to find the best answers

or solutions.

They should be sensitive to potential problems and able to act appropriately to avert

them. Moreover, they need to be adaptable in terms of handling change and variety in

the workplace.

PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH?

/07PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH?

Clinical research associates

Clinical research associates have highly diverse, visible positions. They need to be

friendly, professional, punctual, knowledgeable, and accessible in order to work well

with the staff at the various sites they visit.

They should possess outstanding conflict resolution skills, as well as the ability to

anticipate challenges and appropriate solutions. Since they monitor the progress of

clinical trials, they must be supportive of the on-site staff and capable of providing

positive reinforcement for any accomplishments.

Moreover, they need good interpersonal skills so they can foster relationships with key

stakeholders in order to position their projects or studies for success.

/08PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH?

What to do if you’re lean on skills

If, after reading this, you realize you might not have what it takes, take time out to really

evaluate if you think you can acquire the necessary skills, or if it’s beyond the scope of

your own personal traits and desires. Be honest with yourself before pursuing a field that

might not be for you.

If you do want to pursue a career in clinical research but are lean on certain skills,

then it’s advisable to work towards developing the abilities and proficiencies you

need. Fortunately, many skills are transferable, meaning you don’t necessarily have

to acquire them in a clinical setting. You can look for courses at local or online

educational institutions to enhance your knowledge of subjects such as management,

communications, and IT. But you can also gain experience by taking temporary positions

or performing volunteer work.

For example, if you’re looking to work in regulatory affairs and need to develop your

writing skills, you could take a temp position that involves producing reports in order

to hone your writing abilities. If you want to become a clinical data manager but your

software skills aren’t well developed, look for a volunteer position that allows you to

manage a variety of databases. Or if you’re applying for clinical research positions but

your interpersonal skills could be better, try getting a temporary job that involves a lot of

outward facing communications to clients and partners.

DETERMINE WHICH

SKILLS YOU NEED

IN YOUR CLINICAL

RESEARCH PROFESSION,

AND ASSESS IF

YOU’RE QUALIFIED.

IF YOU’RE LEAN ON ANY

SKILLS, DEVELOP THEM

FURTHER BY PURSUING

EDUCATION OR

ACQUIRING EXPERIENCE

THROUGH TEMPORARY

OR VOLUNTEER WORK.

/09PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH?

At the same time, if the skills you need are job specific, look for courses or seminars

that will allow you to enhance your knowledge. Professional organizations offer courses,

seminars, and certifications geared to the field of clinical research. The advantage of

investing in industry-specific education is that you’ll learn the most current skills and earn

certifications from recognized organizations—something that potential employers like to

see on your résumé.

The bottom line is that if you’re looking to break into the field of clinical research

and have no prior experience, it’s not easy to bring all of the required abilities

to the table.

So take some time to evaluate which skills you need to develop further and find the most

appropriate way to do so. Because when you can present an employer with a résumé

that shows you’ve got what it takes, your chances of being hired greatly increase.

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PART II – WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS

Landing your first job in clinical research is challenging. Due to the high stakes nature of the industry, it’s understandable that employers looking to start projects want to work with talent they know can deliver—and they can only really be certain if you have a proven track record.

This means that when you’re entering the clinical research field, you can find yourself

in the frustrating cycle of not gaining experience because you’re not being considered

for projects.

But here’s a key piece of information that can help move your career forward:

an important reason for not being considered for projects is because none of the main

decision makers in charge of studies or clinical trials, know you yet.

The answer? Give the decision makers the opportunity to get to know you. And the way

to do this is by networking.

/11PART II – WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS

AN IMPORTANT REASON

FOR NOT BEING

CONSIDERED FOR

PROJECTS IS BECAUSE

NONE OF THE PRINCIPAL

INVESTIGATORS KNOW

YOU. BY NETWORKING

IN PERSON AND ONLINE,

YOU CAN GIVE THEM

THE OPPORTUNITY TO

GET TO MAKE YOUR

ACQUAINTANCE AND

LEARN WHAT YOU HAVE

TO OFFER.

Professional organizations are excellent places to network.

Below are some key national and global organizations for clinical research professionals:

• Regulatory Affairs Professional Society (RAPS)

www.raps.org

• Develop Innovate Advance (DIA) www.diahome.org

• Society of Clinical Research Associates (SOCRA) www.socra.org

• Association of Clinical Research Professionals (ACRP) www.acrpnet.org

• Society for Clinical Data Management (SCDM) www.scdm.org

There are two methods of networking:

the traditional, face-to-face way and online or virtual networking.

Traditional networking

Even in a connected world, face-to-face meetings with professionals in your field

can give you an edge over the competition. The reason is that in-person meetings often

allow others to form a more comprehensive picture of you. While your résumé lists your

education, skills, and experience, it doesn’t provide proof of your interpersonal skills,

communications skills, or ability to speak in an informed manner on a topic related to

your specialty.

Whenever you have an opportunity for an in-person meeting, make the most of it.

Research the people you’ll be meeting and find a common interest that can serve as

an initial conversation starter. Present yourself professionally, carry business cards, and

always be courteous. Don’t take up too much of somebody’s time, but try to secure an

invitation to follow up on your conversation at a later date.

/12PART II – WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS

Visit key organizations’ websites, subscribe to their newsletters, or follow their social

media pages to find out about events that are of interest to you. By selecting those

events that line up with your interests, you stand a better chance of connecting with

professionals in your area. Moreover, DIA, SOCRA, ACRP, and SCDM are regularly

looking to fill volunteer positions, and by volunteering for a professional organization,

you stand a better chance of getting noticed by decision makers in your field.

In addition, alumni events and volunteer work (especially in hospitals) both offer

excellent networking opportunities. Though the route might be more indirect than

through industry events, it can help grow your network, which in turn could lead you to

somebody who can open a door for you.

/13PART II – WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS

Online networking

Roughly 70 percent of talent in the life sciences professions use social media as their

preferred method of networking. And it’s easy to understand why: online networking

offers the benefit of allowing you to connect with professionals in your area, no matter

where they are in the world. Bear in mind that just like in-person networking, you need

to find common ground, present yourself professionally, and find a reason to continue

the conversation beyond the initial introduction.

The trade publication Science Careers not only offers a variety of information related

to clinical research careers, it also has a forum where you can interact with other

professionals. Moreover, many clinical research professional organizations offer online

communities ranging from social media sites and dedicated communities to eForums

and LinkedIn groups.

Networking might take time, but it’s worth it to make the connections you need in your

field. Because the more principal investigators you know, the better your chances of

being considered for a project that’s a good match for your skills, thereby establishing a

solid foundation for the rest of your career.

/14PART II – WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS

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KEY LINKEDIN GROUPS, BY PROFESSION:

REGULATORY AFFAIRS:

Regulatory Affairs Professionals Society (RAPS)

Regulatory Affairs Jobs & Quality Assurance Jobs

Drug Regulatory Affairs

Regulatory Affairs Professionals

CLINICAL DATA MANAGERS:

Certified Clinical Data Manager (CCDM)

Electronic Data Capture – Clinical Trials

Association for Clinical Data Management

CLINICAL RESEARCH ASSOCIATES:

Clinical Research Professionals

Independent Clinical Research Associate

Clinical Research Associates

CRA/Clinical Research Associate Network

REGULATORY AFFAIRS

CLINICAL DATA

MANAGERS

CLINICAL RESEARCH

ASSOCIATES

LinkedIn groups

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PART III – MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY

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If you’re successful at networking and are selected for a position, it’s time to start planning for the future. Landing the job isn’t the stopping point; in fact, it’s crucial that you put the hours in to manage your career.

The reason for this is two-fold.

First: there’s no guarantee that the trial you’re currently working on will continue through

all three phases.

Second: without careful career planning, you could wind up accepting projects that don’t

broaden your experience or follow a logical course toward your career goal.

And neither of these scenarios strengthens your qualifications in an employer’s eyes.

The truth is that as an entry-level professional in clinical research, you have a limited

amount of time to show how you can add value to projects. That means that from the

moment you enter the field, you not only have to start defining your area of expertise, you

also have to consistently perform well. In short, you have to start managing your clinical

experience trajectory. And the way to do this is by first defining your career objective and

subsequently projecting your professional brand.

PART III – MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY

AS AN ENTRY-LEVEL

PROFESSIONAL,

YOU HAVE TO START

MANAGING YOUR

CLINICAL EXPERIENCE

TRAJECTORY FROM THE

MOMENT YOU ENTER

THE FIELD.

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Defining your career objective

The secret to managing your clinical experience trajectory is to know your

career objective.

By knowing your end goal, you’ll be in a stronger position to make choices that

purposefully propel you toward your goal—regardless of where you are in your career.

Admittedly, your first position might not be your dream job, but if it’s enabled you to

enter the field, make the most of it. Now you’re in, it’s time to analyze what steps you

must take to get to your career end goal.

For example, let’s say your objective is to become a clinical data manager for large

Phase III trials. If you’re currently an analyst on small trials, you should look for

positions that begin to broaden your experience. Gain exposure by working on larger

studies. Alternatively, if you continue working on smaller studies, accept positions with

more responsibility.

No matter which route you take, the positions you accept should allow you to gain the

experience you need to move toward your career goal.

PART III – MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY

THE POSITIONS YOU

ACCEPT SHOULD

ALLOW YOU TO GAIN

THE EXPERIENCE YOU

NEED TO MOVE TOWARD

YOUR CAREER GOAL.

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Projecting your personal brand

A key element of gaining the right kind of experience is projecting your

personal brand. Your personal brand is your unique combination of skills, knowledge,

and experience that enables you to add value to trials and studies.

To define your personal brand, you need to combine your career objective with your

unique qualities. To do so, ask yourself the following questions:

• What professional accomplishments am I proud of?

• What do I excel at?

• How would my colleagues describe me?

Using the example above, let’s say you’re a clinical data analyst aspiring to become

a clinical data manager. One of your most important accomplishments was to design

a custom data tracking system for a Phase II clinical trial that’s now been approved

to enter Phase III. You excel at analyzing the data that results from trials, and your

colleagues describe you as a natural leader. Putting it all together, you’d describe your

personal brand as follows:

Skilled clinical data analyst with leadership qualities and proven

expertise in designing and customizing data tracking systems.

PART III – MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY

YOUR PERSONAL

BRAND IS YOUR

UNIQUE COMBINATION

OF SKILLS, KNOWLEDGE,

AND EXPERIENCE THAT

ENABLES YOU TO ADD

VALUE TO TRIALS

AND STUDIES.

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Once you know your brand, it’s key to reinforce it.

By projecting your brand in everything you do professionally, from the organizations you

join to the types of trials you work on, you distinguish yourself in the eyes of your peers and

employers. They will associate you with the types of trials you’ve worked on—and be more

likely to consider you for projects that fit your clinical experience trajectory.

Finally, remember this: if you deviate from your trajectory, make sure there’s a very

good reason for it. Career moves that don’t line up with the rest of your choices can raise

questions, so if you take a different direction, be prepared to explain your reasons with

prospective employers.

PART III – MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY

BY PROJECTING

YOUR BRAND IN

EVERYTHING YOU DO,

YOU DISTINGUISH

YOURSELF IN THE EYES

OF YOUR PEERS AND

EMPLOYERS, WHO

WILL CONSEQUENTLY

BE MORE LIKELY

TO CONSIDER YOU

FOR PROJECTS

THAT FIT YOUR

CLINICAL EXPERIENCE

TRAJECTORY.

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PART IV – WORKING WITH RECRUITERS TO MEET PROFESSIONAL GOALS

In Part III, we discussed why it’s important to manage your clinical experience trajectory. But even if you know what type of project you want to do next, the fact is that when you’re working full time on a trial, you might not have enough time to stay abreast of developments in the job market. Yet you can’t always be certain that the trial you’re currently working on will move on to the next phase.

In short, no matter how good your performance in your current position and how

aware you are of your desired career moves, you could find yourself suddenly back

on the job market.

And there’s no guarantee that your next job will be an ideal step on the path toward

your ultimate career goal.

Fortunately, by partnering with a recruiter who specializes in placing clinical talent, you

can remain active on the job market even while you’re working full days plus overtime.

A professional recruiter can be your eyes and ears on the job market so that when it’s

time look for another position, the groundwork is already laid.

PART IV: WORKING WITH RECRUITERS TO MEET PROFESSIONAL GOALS /22

BY PARTNERING WITH

A RECRUITER WHO

SPECIALIZES IN PLACING

CLINICAL TALENT, YOU

CAN REMAIN ACTIVE

ON THE JOB MARKET

EVEN WHILE YOU’RE

WORKING FULL TIME.

What a professional recruiter can do

Once you’ve clearly communicated your career objective and personal brand to your

recruiter, he or she will evaluate your candidacy and look for positions that could be

a match. Your recruiter can assist you in locating opportunities that fit into your overall

career plan, as well as help you market your personal brand to principal investigators and

other decision makers. And because a recruiter has an extensive network of professional

contacts, he or she often hears about new positions before they’re listed anywhere. If a

job’s a match, your recruiter can help you circumnavigate the pile of applicants and get

your résumé on the desk of the principal investigator charged with selecting the best

team for the project.

You and your recruiter: a partnership

Your partnership with your recruiter should be built on mutual respect, trust, and

performance. Just like it’s your recruiter’s job to find positions that match your career

trajectory, it’s your responsibility to always conduct yourself in a professional manner and

perform your duties well. Remember to check in regularly—even when you’re working—

and keep your recruiter abreast of any new developments that affect you professionally,

such as promotions, trials being extended, or life changes that have an impact on your

work preferences.

/23PART IV: WORKING WITH RECRUITERS TO MEET PROFESSIONAL GOALS

BY VIEWING YOUR

RECRUITER AS A

PROFESSIONAL

PARTNER, YOU CAN

ESTABLISH A LONG

TERM RELATIONSHIP

YOU CAN CALL UPON

WHENEVER YOU NEED

OR WANT TO MAKE

A CAREER MOVE.

SOURCES:

http://money.cnn.com/pf/best-jobs/2013/snapshots/9.html

http://myfootpath.com/careers/health-care-careers/clinical-trials-and-research-careers/

http://www.bls.gov/ooh/management/medical-and-health-services-managers.htm

http://www.bls.gov/ooh/life-physical-and-social-science/medical-scientists.htm

http://www.acrpnet.org/MainMenuCategory/Education/How-Do-I-Get-Started-in-Clinical-Research.aspx

http://www.biospace.com/askHR.aspx?ContentEntityID=987

http://www.diahome.org/en-US.aspx

http://www.raps.org

http://sciencecareers.sciencemag.org

http://www.socra.org

http://www.acrpnet.org

http://www.scdm.org

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ABOUT KELLY SERVICES®

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ABOUT THE AUTHOR

JAMIE STACEY is vice president and Americas Science Product Leader for Kelly Services, Inc. 

In this role, Jamie is responsible for strategic planning including gathering and prioritizing

product and customer requirements for the scientific workforce solutions market. Jamie’s

expertise includes global system implementations, vendor management, global recruiting,

employment marketing strategies, contingent labor programs, talent sourcing, and diversity

& inclusion. She has a Bachelor of Science in chemistry from the University of Illinois at

Urbana-Champaign, and a Master of Science in organic chemistry from the University of

Wisconsin-Madison.