Can you introduce us to BioTalent Canada and discuss the changing landscape of human resources in the life sciences?
BioTalent Canada, where I've been for 11 years, reflects the evolving needs of Canada's biotech industry. Initially, access to capital was the primary challenge, and finding qualified human resources was relatively easy. However, recent developments like the great resignation, virtual work normalization, and competition for talent from other industries and countries have changed this. Our mission is to ensure the Canadian bioeconomy is people-focused, making it a career of choice and a driver of the economy. Most Canadian biotech companies are small or medium-sized and run by scientists with little HR training. This lack of focus on human resources is a significant problem, as companies struggle to find the talent they need in a more competitive and global job market.
What are the current skill gaps in the Canadian bio-economy, and how does BioTalent Canada address them?
Our labor market research shows a dire need for both technical and essential skills in the bio-economy. Surprisingly, it's the essential skills – like communication, planning, and sales – that are more lacking. This shortage is concerning as these skills are industry-agnostic and crucial in any field. The technical skills in demand include regulatory affairs and good manufacturing practices. There's also a need for research scientists, leaders with commercialization skills, and industry-agnostic roles like HR, marketing, and finance. The challenge for biotech is to attract professionals from non-science backgrounds and train them in the necessary science skills. Previously, the industry could be picky, demanding highly specific qualifications, but now there's a pressing need for adaptable professionals with transferable skills.
How does BioTalent Canada's BioSkills Recognition Program aid newcomers in integrating into the Canadian bio-economy?
Canada's growing reliance on immigrants for skill sets requires a smooth integration process. Our BioSkills Recognition Program helps newcomers get their skills recognized by industry professionals. They enter their credentials into our portal, which matches them against national occupational standards. If their skills align, they're designated as 'BioReady,' which they can use to assure employers of their capabilities. This program addresses immigrants’ primary challenge: lack of Canadian industry experience. It's crucial for sectors like biotech, where regulatory knowledge is country-specific. This initiative also helps prevent the underutilization of immigrant talent in our bio-economy.
With the urgent need for talent in biotech, how does BioTalent Canada approach diversity and inclusion?
Despite the dire need for talent, the Canadian bio-economy has not achieved diversity.
The reliance on personal networks for hiring has perpetuated a lack of diversity in the workforce. Our research reveals a stark gender imbalance and underrepresentation of newcomers, indigenous Canadians, and those with disabilities. This is a significant loss for the biotech industry, as diverse perspectives are crucial for innovation and global market success. The challenge now is to open employment channels to these underrepresented groups, which should have been done years ago. Embracing diversity is not only the right thing to do but also a business imperative, as diverse companies perform better and are more resilient in the global marketplace.
Could you discuss the challenges of HR management in small biotech companies and the importance of HR departments?
In the biotech industry, about 80% of companies have fewer than 15 employees, and it's usually around the 35 or 40 employee mark that the need for a dedicated HR manager becomes apparent. Before reaching this size, companies manage hiring informally. However, as they grow, the absence of established HR policies and a defined culture becomes challenging. Initially, HR management is often seen as a burden rather than an opportunity. This lack of structured HR approach can lead to organizational issues, making it difficult for these growing companies to adapt and thrive in a competitive environment.
What steps need to be taken to address the current skill gaps and improve the situation in the biotech industry?
Addressing skill gaps in the biotech industry requires a multifaceted approach. Work-integrated learning, such as co-ops and internships, should become standard in STEM programs. This offers students practical experience and helps companies inculcate necessary skills at an early stage. Furthermore, diversity and inclusion are no longer optional but essential. Companies must position themselves as employers of choice for underrepresented groups to stay competitive. Additionally, the industry needs to improve its public image to attract non-science talent and emphasize the appeal of biotech as a vibrant and innovative sector. This involves not only attracting more students into STEM but also ensuring biotech companies are seen as attractive workplaces for professionals from various backgrounds, including business, journalism, and marketing.
How can BioTalent Canada assist with the integration of immigrants into the Canadian bio-economy?
Canada's reliance on immigration necessitates efficient integration of skilled immigrants into the workforce. BioTalent Canada's BioSkills Recognition Program plays a crucial role in this. It helps newcomers get their skills and credentials recognized in the Canadian biotech industry, facilitating their entry into relevant jobs. This program addresses the key challenge immigrants face: lack of Canadian industry experience. By matching immigrants' skills against national standards and verifying them, the program helps bridge the gap between their capabilities and industry requirements, making it easier for them to contribute effectively to the Canadian bio-economy.
With the urgent need for talent in biotech, how do you reconcile this with maintaining diversity?
The biotech industry has not yet achieved diversity, primarily due to traditional hiring practices which rely on personal networks. These networks often lack diversity, limiting the range of candidates. Our research shows a stark gender imbalance in the industry, and there's underrepresentation of newcomers, indigenous Canadians, and individuals with disabilities. This is a significant loss for biotech companies, as diversity drives innovation and global market success. Biotech companies must become more proactive in tapping into these underutilized labor markets to address talent shortages and enhance their competitiveness. Investors and government policies are increasingly focusing on diversity and inclusion, and companies that fail to adapt may find themselves at a disadvantage.
What are your plans for BioTalent Canada in the coming years to address these industry challenges?
BioTalent Canada is focusing on several key areas to address the challenges in the biotech industry. We've launched the I.D.E.A.L. Bioscience Employer™ Recognition Program to guide companies in becoming more diverse and inclusive. Expanding work-integrated learning programs is another priority, aiming to increase the influx of talent into STEM and biotech. Specifically, we're concentrating on biomanufacturing, anticipating a significant demand for skilled professionals in this area. We plan to train thousands in biomanufacturing through partnerships across Canada. These initiatives aim to create a supply of skilled talent to meet the growing demand in various biotech sectors, thus contributing to the industry's overall growth and innovation.
