Enhancing Infrastructure for Growth
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William Coar, PhD
Amber Randall, MSPH
Axio Research
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Enhancing Infrastructure for Growth
Amber Randall, William Coar
WUSS 2014
Abstract
Long term training and growth are
essential
Growth needs to be intentional
They are often deemphasized
Leaders should encourage and
provide opportunities
Consider motivation a component
to existing infrastructure
The Law of Intentionality: Growth
doesn’t just happen - John Maxwell
Objectives
Identify key challenges
Examine common opportunities
Establish motivation as a key
enhancement
Suggest enhancements and tools
for success
Success
Enhancements
to Infrastructure
Motivation
Opportunity
“In any given moment we have two options: to step
forward into growth or to step back into safety”
Abraham Maslow
Key Challenges
Current trends to produce more
deliverables with fewer resources
Fixed and/or limited budgets
Diverse cultures and experiences
Available training options are not always
appropriate for individual
needs/aspirations
<What’s different in Phama?>
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Conclusions
Existing 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 budget
There is no easy solution – takes focus and deliberate effort
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Opportunities
You can take somebody to the pond…
Opportunities Exist
 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]
Increase Awareness
SMART goals
 Add an opportunity as an annual goal
 Double the impact by tying strategic individual
goals to company goals
Encourage participation in learning opportunities
 Local SAS User Groups
 Webinars
 Self learning
Provide dedicated time for employee exploration
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Motivation
…but you can’t make them drink the water
Extrinsic
 Rewards or
consequences to
establish interest
 Useful in helping
individual identify
an area of interest
 Often a component
of SMART goals
Intrinsic




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]
Autonomy
 When work is done  Become skilled at
something that matters to
 How work is done
them
 With whom work is
 Focus on solutions to
done
make their assigned tasks
easier and more efficient
 Challenging, but
achievable
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Mastery
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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
Responsibilities of Supervisor
Increase Motivation
 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
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 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 Specifics
Many growth concepts may be less practical in the pharmaceutical industry.
Constraints
Potential Solutions
 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
 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
References
[1]
[2]
[3]
Contact Info
Pink, D., The Puzzle of Motivation, TED Global
2009
Pink, D., “Drive: The Surprising Truth about What
Motivates Us”
Maxwell, J., “The 15 Invaluable Laws of Growth”
Amber Randall
Manager, Statistical Programming
(amber@axioresearch.com)
Bill Coar
Dir. Central Region Operations
(billc@axioresearch.com)
The authors welcome your
contributions to the discussion.
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