What is the correct metaphor for today’s biopharma job market? A roller-coaster? A crater? A dark cloud? A correction?
One minute, we see significant layoffs, both in big pharma and small; in the next, we see optimism and growth in specialized roles that support innovation and commercialization. One minute, we think we can only find a job through a recruiter; in the next, we see technology and tools like LinkedIn focusing on hiring and a novel database, MedicineToMarket, that hosts a jobs board curated by biotech executives, covering 700+ US companies to make an inefficient, frustrating search process fast, credible, and efficient.
It’s hard to know which descriptor is the most accurate — maybe it’s a bit of each.
Regardless of how and when things shake out, here at The NemetzGroup, we continue to focus on strengthening our already strong offerings in new product planning, medical affairs, and commercialization and launch planning. This means I have had the pleasure of speaking to talented people who are “between things” and trying to determine their next move.
I would like to share a few thoughts. Not as an expert recruiter, but as an executive who is eagerly seeking people who want to be “all in” on what we do for clients.
To structure my musings, I’ll focus on:
- Networking and informational conversations
- Positioning yourself for what we do here (wherever “here” is)
- Reference checks (aka, “Joy Snacks”)
Networking and Informational Conversations
Yes, but… I am swamped and don’t have as much time as I would like to spend with you.
The yes part: Reach out or have your connection make an introduction so that I know you are important to someone I already know. I get it that you want to learn, understand what is out there, and get some guidance or insight into the opportunities I might have in either of my companies or that I may know about across my network.
There are many people in my peer group (senior, wise, executive types) who prioritize helping those coming behind us, either because we want to pay forward what others did for us or because we want to provide more support than we received. Either experience means we care and want to help.
The I am swamped part: While I wish I could meet in person, if you want to meet soon, it’s likely going to be via Zoom.
Having said that, if we schedule a Zoom time, I promise to be present and engaged, and I will try to frame my insights in a way that is most relevant to your situation. Although I can’t speak for others, I do think this is the way most busy executives approach these important conversations.
A couple of other tidbits on networking and informational conversations:
- It is fine to be persistent. I may have hoped I could pop something on my calendar right away, but other competing priorities appeared that prevent me from committing. Keep trying.
- Do some homework. Know a bit about me and my companies before we connect. That is not an ego thing; it ensures we spend the time we have on you, not me.
- Uncertainty is okay. It’s fine not to know what you want to do or how to discover your passion. Presented with questions or dilemmas, people like me may be able to connect the dots and translate those into opportunity.
- Be specific. If you do know what you want to do, see if you can frame it concretely. That guides me in considering how I can help. (If you already know, say so.)
- Keep in touch. Send me a note afterward to let me know if our conversation was helpful, and eventually, where you land. You don’t want to be someone who only reaches out when you need something.
Positioning Yourself for What We Do Here (wherever “here” is)
If you are talking to me because you want me to imagine you in our organization, or I have reached out to you about defining a mutually beneficial role, be clear and direct regarding how you might contribute to what we do here. You could say things like:
“Based on what I know about your company, it seems you are looking for people who can demonstrate the following…”
“Although I have never done consulting, I have facilitated multiple cross-functional teams trying to make an impact and have been effective in the following…”
“As I look at your team and what your company communicates externally, it seems you might benefit from someone who…”
I am not a very structured interviewer. However (humble brag coming), I have a unique ability to sense who people are and what motivates them.
So I want to know what you think you do incredibly well — and I am totally okay with your sharing whatever you don’t (or simply hate doing). I would rather hear it now than figure it out later or find out from my sources. In most companies, there is enough variety of work styles, types, and approaches that we can likely find a match for the person who has the right personality and wants to help us do our thing.
I will probably ask you to talk to several people on my team. Don’t take that personally. We are a small group; ensuring you know who we are and how we do what we do is essential. Also, I over-index on consensus, so getting lots of input helps me decide. (BTW, I didn’t use to say “over-index,” but sometimes it just fits.)
Reference Checks (aka, “Joy Snacks”)
Let me set the stage…
Getting people to respond promptly to email is like driving to the Cape on a summer Friday afternoon: It doesn’t happen quickly. Then, when one does get a response, pinning down a time to connect can take days.
There is one notable exception to this scenario: When a senior executive (in this case, me) reaches out to a candidate’s references on the way to finalizing a job offer. When I tell you the “email to response” speed in these cases is unimaginably fast, please believe me. It’s typically within two to three hours, with a commitment to schedule a call within a day or two. In my most recent examples (six executives for two candidates), the people involved were all senior executives with Cs and VPs in their titles.
Rapid response time under these circumstances is so consistent — and frankly, so remarkable — that I consider it the first “joy snack” worth mentioning.
The second and even more joyful snack are the conversations we invariably have about the candidates involved. And while I am not naïve enough to think the references provided represent a balanced list — of course, I expect to hear good things — the additional joy shows up as I hear things about a candidate like:
- Absolutely reliable
- Works incredibly hard
- An eager learner
- Collaborated well
- Was willing to ask for help
- Applied learnings from one situation to the next
- Knows what they don’t know
The list goes on, and I begin to imagine that person succeeding in our organization.
When I then ask questions about areas of development or concerns the person may have had about the candidate, I am, above all, hoping for honesty. At that point, my goal is to help the person be successful in my company. Knowing where they struggled previously is a help.
Networks Shape Careers
All in all, I was surprised by the joyful feeling of focusing on the amazing talent in our industry and these candidates in particular. I so much appreciate the connections others have had that could benefit my company, our clients, and my team members. People matter, and building relationships is critical.
One final important note for the candidate: the informal network is always part of the mix. I will likely check with others I know for their thoughts about the company you just came from or their work with you directly. Everyone has a story, so if yours should be shared, it’s better to do it directly so you can position it.
To those of you still on the hunt for your next role, know that we are rooting for you and will help however we can. We hope you will also use this time to take care of yourself and continue to learn. That matters too.