There has been continued consolidation across all areas of the life science sector in 2007 and 2008. Alongside this, we have seen major restructure announcements that have affected companies large to small. These significant changes in the structures of many organisations have made Human Resource skills a central requirement for many companies. The ability to manage the human resources of a company in a highly effective way to ensure you are retaining your best talent in the new efficient structures is critical. Good Human Resource professionals have the vision to be able to see where a company is headed and how you need to swap out the skills that are no longer central to the company and replace them with the skills of tomorrow and the future. Their relationship with recruiters, either internal or external, will be important if they are to define the new, flexible and scalable resourcing models that will enable them to create highly skilled agile organisations. Increasingly we’ll see the use of contract resource and interim management resources being employed to augment core teams or to assist and manage controlled phases of growth or change. Human Resources will be central to this vital re-engineering and their ability to architect these changes will call on the most sophisticated of human resource skills.

These are two skill areas among many other core functions that are central to the success drivers of the sector’s companies. So despite the economic pressures being exerted upon these organisations, we remain buoyant and optimistic that those people keeping their skills at the forefront of these functions will remain in demand. It is clear to us that despite the uncertain outlook that is creeping into many areas of the market, there are still career development opportunities for those with the right skills in the right companies.

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