The clinical research industry is facing a significant and pressing issue: the Great Resignation is exacerbating workforce challenges. The turnover rates among key roles, such as clinical research coordinators (CRCs), have escalated dramatically, impacting not only the sites themselves but also sponsors, contract research organizations (CROs), and ultimately the success of clinical trials. These challenges are forcing the industry to rethink strategies for retention, recruitment, and continuity in clinical research operations.
The Impact of the Great Resignation on Research Sites
In recent years, particularly following the COVID-19 pandemic, workforce turnover has skyrocketed. Clinical research sites, especially those reliant on patient-facing positions like CRCs, are experiencing turnover rates two to three times higher than pre-pandemic levels. Much of this is driven by employees seeking better work-life balance, the lure of remote work opportunities, or simply moving to higher-paying jobs within CROs, sponsors, or even different healthcare sectors.
The problem is compounded by aggressive recruitment tactics, where research professionals are offered substantial sign-on bonuses and other incentives to leave their current roles. The rapid departure of key staff, often without the customary two weeks’ notice, leaves research sites scrambling to fill roles, sometimes resulting in halted trials or dropped subjects.
Short-term Solutions for Maintaining Continuity
With the high turnover, clinical research sites have had to adopt several short-term strategies to maintain trial continuity and ensure participant safety. These include open communication with sponsors and CROs to mitigate the impact of losing staff. For instance, when a CRC departs, sites must rapidly assess which trials can continue and which must be paused or closed altogether due to lack of staffing. Prioritizing essential visits, such as safety checks, becomes crucial. In some cases, sites may have to drop participants from studies if they cannot provide adequate staffing.
To combat the immediate strain, the Society for Clinical Research Sites (SCRS) issued an open letter to sponsors and CROs. This letter highlighted the cascading effects of CRC turnover and called for collaboration to address the issue, focusing on realistic solutions rather than implementing restrictive practices such as non-compete agreements. The aim was to foster understanding of the impact of workforce shortages on study continuity and quality. SCRS also urged industry partners to share responsibility for resolving these challenges.
Portfolio Management and the Future Pipeline
Beyond the immediate concerns of ongoing trials, there’s also the issue of future research pipeline disruptions. The lack of CRCs doesn’t just affect current trials—it also delays study activations. Sites are increasingly hesitant to take on new studies, fearing they won’t have the capacity to manage them properly. This reluctance can lead to a bottleneck in the pipeline, which poses a significant risk to medical innovation.
One solution gaining traction is for sites to engage in more transparent conversations with sponsors and CROs about their staffing challenges. While some sites fear disclosing these problems might lead to the cancellation of future trials, SCRS has encouraged open dialogue to find collaborative solutions. Sponsors and CROs have just as much at stake in ensuring trials continue smoothly, and in many cases, they are willing to offer support, whether through additional funding or by helping streamline processes.
Long-term Workforce Solutions: Training and Mentorship Programs
Long-term solutions must go beyond immediate fixes, focusing instead on building a sustainable workforce pipeline. Sites are beginning to adopt creative approaches to hiring and training. Some have started looking beyond traditional qualifications for CRC roles, recruiting individuals from nonclinical backgrounds who possess strong people skills but lack clinical trial experience. These candidates can be trained on the job, offering a fresh and diverse perspective to the industry.
Additionally, more universities are developing degree and certificate programs in clinical research, offering structured training for individuals looking to enter the field. Programs combining academic learning with hands-on internship experiences are helping fill the gap and shorten the training time for new hires.
The industry is also experimenting with mentorship programs, pairing experienced CRCs with new recruits to accelerate their learning curve and reduce the typical six to 12 month ramp-up time. These initiatives aim to provide more structured and supportive career paths within clinical research, which in turn may help retain staff.
Embracing the Next Generation of Clinical Researchers
One of the most promising developments for the future of the clinical research workforce is the potential to attract the next generation. Younger workers, especially millennials and Gen Z, are often driven by a desire to contribute to meaningful work. Clinical research, with its mission to improve health outcomes and save lives, offers a compelling career path for individuals motivated by purpose.
To capitalize on this, the industry must start outreach efforts early, even at the high school level, to highlight the various career opportunities within clinical research. As more students and young professionals become aware of the diverse roles available – from regulatory and ethics work to hands-on trial management – the industry can cultivate a steady pipeline of passionate, mission-driven workers.
Collaboration is Key
Addressing the workforce challenges in clinical research requires both immediate and long-term solutions. While short-term strategies focus on keeping current trials running, long-term solutions involve building a more sustainable and diverse workforce through innovative hiring practices, mentorship, and training programs.
The clinical research industry, as a whole, must embrace a collaborative approach to solving these issues. Open communication between sites, sponsors, and CROs is crucial to ensuring trials continue to advance, even in the face of workforce shortages. By working together, the industry can not only overcome the challenges of the Great Resignation but also emerge stronger and more resilient in the years ahead.
