Proprietary and confidential. Do not distribute. Proprietary and Confidential Enhancing Infrastructure for Growth William Coar, PhD Amber Randall, MSPH.

Proprietary and confidential. Do not distribute. Proprietary and Confidential

Enhancing Infrastructure for Growth

William Coar, PhD

Amber Randall, MSPH

Axio Research

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AbstractLong term training and growth are essential

Growth needs to be intentionalThey are often deemphasized Leaders should encourage and provide opportunities

Consider motivation a component to existing infrastructureThe Law of Intentionality: Growth

doesn’t just happen - John Maxwell

ObjectivesIdentify key challengesExamine common opportunitiesEstablish motivation as a key enhancement

Suggest enhancements and tools for success

Opportunity

Motivation

Enhancements to Infrastructure

Success

Key ChallengesCurrent trends to produce more deliverables with fewer resources

Fixed and/or limited budgetsDiverse cultures and experiencesAvailable training options are not always appropriate for individual needs/aspirations

ConclusionsExisting infrastructure for training and growth should be actively reviewed and enhanced

Concepts consistent with common leadership principles emphasizing motivation are a reasonable strategy

Leaders can assist with motivating each programmer to excel in an individual manner

Opportunities do exist for almost any budgetThere is no easy solution – takes focus and deliberate effort

<What’s different in Phama?>End

Enhancing Infrastructure for GrowthAmber Randall, William Coar WUSS 2014

“In any given moment we have two options: to step forward into growth or to step back into safety”

Abraham Maslow

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OpportunitiesYou can take somebody to the pond…

Attend conference or class once every 1-2 years

Self-learning SAS User Groups SAS Global Forum webinars SAS Support webinars Onsite group instruction Off-site programming classes Web-based programming

classes Non-programming based

learning such as [3]

Opportunities Exist Increase Awareness

SMART goals Add an opportunity as an annual goal Double the impact by tying strategic individual

goals to company goalsEncourage participation in learning opportunities Local SAS User Groups Webinars Self learning

Provide dedicated time for employee exploration

Home Main Page Next Step

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Motivation…but you can’t make them drink the water

Rewards or consequences to establish interest

Useful in helping individual identify an area of interest

Often a component of SMART goals

Extrinsic Intrinsic

Home Main Page Next Step

Autonomy

Encourage intrinsic motivation to maintain progress Individuals more likely to contribute to something that matters personally May facilitate the accomplishment of greater goals or self-enhancement Consider principles presented by Pink [1] [2]

Mastery

When work is done How work is done With whom work is

done

Become skilled at something that matters to them

Focus on solutions to make their assigned tasks easier and more efficient

Challenging, but achievable

Purpose Natural desire to

contribute to a greater cause

Why ones work matters

Why ones work is important

How ones work adds value

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Enhancements to Infrastructure

Apply leadership principles• Promote big picture rather than task• Draw on unique skills and contributions of

each employee• Help employees define a long term plan Provide repetitive assessment of

improvements through self-assessment and external feedback

• Maintains momentum• Continued access to knowledgeable and

experienced colleagues Provide time for progress

Responsibilities of Supervisor Increase Motivation

Home Main Page

Assist each programmer to identify their purpose

• Draw on inherent human desire to have a purpose or do something good

• Provide opportunities that enhance both purpose and career

Identify and recognize individual’s contributions to the group

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Industry SpecificsMany growth concepts may be less practical in the pharmaceutical industry.

Programmers in the pharmaceutical industry face specific challenges• Can’t have full autonomy. Constrained by industry requirements.• Need to work in validated environment• Often subject to strict timelines Responsibilities may often change• Especially at a CRO Employees are often forced into leadership roles without adequate

leadership training• Consequential to many employees

Constraints

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Potential Solutions

A reasonable amount of autonomy is possible

Proper time management can assist with competing timelines

Periodic review of goals is critical in an environment where responsibilities can and do change

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References and Contact Info

[1] Pink, D., The Puzzle of Motivation, TED Global 2009

[2] Pink, D., “Drive: The Surprising Truth about What Motivates Us”

[3] Maxwell, J., “The 15 Invaluable Laws of Growth”

References

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Contact Info

Amber RandallManager, Statistical Programming([email protected])

Bill CoarDir. Central Region Operations([email protected])

The authors welcome your contributions to the discussion.

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