The document discusses the skills needed to succeed in a career in clinical research. It outlines that while scientific skills are important, careers in clinical research also require strong soft skills like communication, management, and conflict resolution. It examines the specific skills needed for roles like regulatory affairs professionals, clinical data managers, and clinical research associates. The document emphasizes the importance of networking, both online and in-person, to help gain experience and opportunities in clinical research. It stresses defining career goals and gaining a variety of experience through job choices to effectively manage your career trajectory in the field.

1. IS CLINICAL RESEARCH
RIGHT FOR YOU?
FIND OUT WHAT IT TAKES TO SUCCEED
BEFORE YOU MAKE THE LEAP
JAMIE STACEY

2. /02
INTRODUCTION
According to the U.S. Bureau of Labor Statistics, professions in
the field of clinical research are predicted to grow faster than
the national average in the upcoming years. In fact, projected
increases range from 13 to 23 percent, depending on the
specific occupation.
When you’re looking to pursue a career in clinical research, it’s essential to
understand that, while rewarding, it isn’t a career for everyone because it
requires a unique skill set that may not come naturally to many scientists.
It’s a definite team sport that requires a combination of job specific abilities and soft skills
on any given day. So while your scientific mind is definitely an important instrument that
can help advance medicine, you’ll need to bring more abilities to the table to meet all of
the requirements of today’s pressure-filled, team-oriented, clinical research projects
Moreover, even if you have all of the required skills, you also need to use every resource
at your disposal to gain the right kind of experience and keep landing jobs that match
your career trajectory.
KEY HIGHLIGHTS
In this ebook,
you’ll learn about:
• The qualities needed
to succeed in
clinical research
• How to use your network
to help you land a job
• The experience you
need to move toward
your career goal
• How recruiters can
help you meet your
professional goals

3. /03
PART I –
DO YOU HAVE WHAT
IT TAKES TO WORK IN
CLINICAL RESEARCH?

4. /04
PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH?
Today’s clinical talent needs to possess a combination
of personality traits, job specific abilities, and soft skills
that make them well-rounded in a manner that reaches
beyond science proficiencies alone.
Some of these qualities are inherent to the field of science, such as attention
to detail, critical thinking, and deductive reasoning.
However, many of these attributes—such as IT know-how, communication skills,
management and strategy abilities, knowledge of government procedures, and
conflict resolution skills—are just as important, yet not always intrinsic strengths
of a science professional.
INNATE
SCIENTIST
SKILL SETS
ADDITIONAL
SKILL SETS
REQUIRED
FOR CLINICAL
RESEARCH
IT know-how
Attention
to detail
Critical
thinking
Deductive
reasoning
Communication
skills
Management
and strategy
abilities
Knowledge of
government
procedures
Conflict
resolution

5. /05
PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH?
Let’s take a closer look at the skills and personality traits required for the roles of
regulatory affairs professionals, clinical data managers, and clinical research associates.
Regulatory affairs professionals
In addition to having a good understanding of science, regulatory affairs professionals
should possess the ability to think critically, as well as have a pronounced love of detail
so they can manage even the tiniest nuances of detail in multi-gigabyte documents.
It’s crucial that they’re strategic thinkers who understand regulatory implications at every
stage of the product lifecycle.
They need to be well versed in government language and procedures, and they should
know how to apply their expertise to specific situations as they occur. Since these
professionals are required to integrate regulatory knowledge into business strategies and
decision making processes, they need a solid understanding of finance, marketing, and
policy—frequently even on a multinational scale.
They should be skilled at focusing on multiple areas at the same time, as well as utilizing
analytical thinking to handle the gray areas often encountered in regulations. They
need to be able to negotiate between parties when conflicts of interest arise. Finally,
they need to be effective communicators who can assist colleagues from other areas in
understanding regulatory implications.

6. /06
PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH?
Clinical data managers
Clinical data managers need to be proficient in a wide variety of software programs
such as analytical and classification software, database user interfaces, and presentation
software. They should possess a good understanding of business and management
principles, as well as the ability to think analytically and critically in order to effectively
solve complex problems.
These professionals are required to monitor themselves and others for improvement;
actively listen to gain insights into others’ contributions; and exercise good judgment
when evaluating potential courses of action. They must have the ability to order
information effectively and employ deductive reasoning to find the best answers
or solutions.
They should be sensitive to potential problems and able to act appropriately to avert
them. Moreover, they need to be adaptable in terms of handling change and variety in
the workplace.

7. PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH? /07
Clinical research associates
Clinical research associates have highly diverse, visible positions. They need to be
friendly, professional, punctual, knowledgeable, and accessible in order to work well
with the staff at the various sites they visit.
They should possess outstanding conflict resolution skills, as well as the ability to
anticipate challenges and appropriate solutions. Since they monitor the progress of
clinical trials, they must be supportive of the on-site staff and capable of providing
positive reinforcement for any accomplishments.
Moreover, they need good interpersonal skills so they can foster relationships with key
stakeholders in order to position their projects or studies for success.

8. PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH? /08
What to do if you’re lean on skills
If, after reading this, you realize you might not have what it takes, take time out to really
evaluate if you think you can acquire the necessary skills, or if it’s beyond the scope of
your own personal traits and desires. Be honest with yourself before pursuing a field that
might not be for you.
If you do want to pursue a career in clinical research but are lean on certain skills,
then it’s advisable to work towards developing the abilities and proficiencies you
need. Fortunately, many skills are transferable, meaning you don’t necessarily have
to acquire them in a clinical setting. You can look for courses at local or online
educational institutions to enhance your knowledge of subjects such as management,
communications, and IT. But you can also gain experience by taking temporary positions
or performing volunteer work.
For example, if you’re looking to work in regulatory affairs and need to develop your
writing skills, you could take a temp position that involves producing reports in order
to hone your writing abilities. If you want to become a clinical data manager but your
software skills aren’t well developed, look for a volunteer position that allows you to
manage a variety of databases. Or if you’re applying for clinical research positions but
your interpersonal skills could be better, try getting a temporary job that involves a lot of
outward facing communications to clients and partners.

9. PART I – DO YOU HAVE WHAT IT TAKES TO WORK IN CLINICAL RESEARCH? /09
DETERMINE WHICH
SKILLS YOU NEED
IN YOUR CLINICAL
RESEARCH PROFESSION,
AND ASSESS IF
YOU’RE QUALIFIED.
IF YOU’RE LEAN ON ANY
SKILLS, DEVELOP THEM
FURTHER BY PURSUING
EDUCATION OR
ACQUIRING EXPERIENCE
THROUGH TEMPORARY
OR VOLUNTEER WORK.
At the same time, if the skills you need are job specific, look for courses or seminars
that will allow you to enhance your knowledge. Professional organizations offer courses,
seminars, and certifications geared to the field of clinical research. The advantage of
investing in industry-specific education is that you’ll learn the most current skills and earn
certifications from recognized organizations—something that potential employers like to
see on your résumé.
The bottom line is that if you’re looking to break into the field of clinical research
and have no prior experience, it’s not easy to bring all of the required abilities
to the table.
So take some time to evaluate which skills you need to develop further and find the most
appropriate way to do so. Because when you can present an employer with a résumé
that shows you’ve got what it takes, your chances of being hired greatly increase.

10. /10
PART II –
WORK THE NETWORK:
PROFESSIONAL
RELATIONSHIPS
AND ASSOCIATIONS

11. PART II – WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS /11
Landing your first job in clinical research is challenging. Due to
the high stakes nature of the industry, it’s understandable that
employers looking to start projects want to work with talent they
know can deliver—and they can only really be certain if you have
a proven track record.
This means that when you’re entering the clinical research field, you can find yourself
in the frustrating cycle of not gaining experience because you’re not being considered
for projects.
But here’s a key piece of information that can help move your career forward:
an important reason for not being considered for projects is because none of the main
decision makers in charge of studies or clinical trials, know you yet.
The answer? Give the decision makers the opportunity to get to know you. And the way
to do this is by networking.
AN IMPORTANT REASON
FOR NOT BEING
CONSIDERED FOR
PROJECTS IS BECAUSE
NONE OF THE PRINCIPAL
INVESTIGATORS KNOW
YOU. BY NETWORKING
IN PERSON AND ONLINE,
YOU CAN GIVE THEM
THE OPPORTUNITY TO
GET TO MAKE YOUR
ACQUAINTANCE AND
LEARN WHAT YOU HAVE
TO OFFER.

12. PART II – WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS /12
Professional organizations are
excellent places to network.
Below are some key national and
global organizations for clinical
research professionals:
• Regulatory Affairs Professional
Society (RAPS)
www.raps.org
• Develop Innovate Advance (DIA)
www.diahome.org
• Society of Clinical Research
Associates (SOCRA)
www.socra.org
• Association of Clinical Research
Professionals (ACRP)
www.acrpnet.org
• Society for Clinical Data
Management (SCDM)
www.scdm.org
There are two methods of networking:
the traditional, face-to-face way and online or virtual networking.
Traditional networking
Even in a connected world, face-to-face meetings with professionals in your field
can give you an edge over the competition. The reason is that in-person meetings often
allow others to form a more comprehensive picture of you. While your résumé lists your
education, skills, and experience, it doesn’t provide proof of your interpersonal skills,
communications skills, or ability to speak in an informed manner on a topic related to
your specialty.
Whenever you have an opportunity for an in-person meeting, make the most of it.
Research the people you’ll be meeting and find a common interest that can serve as
an initial conversation starter. Present yourself professionally, carry business cards, and
always be courteous. Don’t take up too much of somebody’s time, but try to secure an
invitation to follow up on your conversation at a later date.

13. PART II – WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS /13
Visit key organizations’ websites, subscribe to their newsletters, or follow their social
media pages to find out about events that are of interest to you. By selecting those
events that line up with your interests, you stand a better chance of connecting with
professionals in your area. Moreover, DIA, SOCRA, ACRP, and SCDM are regularly
looking to fill volunteer positions, and by volunteering for a professional organization,
you stand a better chance of getting noticed by decision makers in your field.
In addition, alumni events and volunteer work (especially in hospitals) both offer
excellent networking opportunities. Though the route might be more indirect than
through industry events, it can help grow your network, which in turn could lead you to
somebody who can open a door for you.

14. PART II – WORK THE NETWORK: PROFESSIONAL RELATIONSHIPS AND ASSOCIATIONS /14
Online networking
Roughly 70 percent of talent in the life sciences professions use social media as their
preferred method of networking. And it’s easy to understand why: online networking
offers the benefit of allowing you to connect with professionals in your area, no matter
where they are in the world. Bear in mind that just like in-person networking, you need
to find common ground, present yourself professionally, and find a reason to continue
the conversation beyond the initial introduction.
The trade publication Science Careers not only offers a variety of information related
to clinical research careers, it also has a forum where you can interact with other
professionals. Moreover, many clinical research professional organizations offer online
communities ranging from social media sites and dedicated communities to eForums
and LinkedIn groups.
Networking might take time, but it’s worth it to make the connections you need in your
field. Because the more principal investigators you know, the better your chances of
being considered for a project that’s a good match for your skills, thereby establishing a
solid foundation for the rest of your career.

15. /15
KEY LINKEDIN GROUPS,
BY PROFESSION:
REGULATORY AFFAIRS:
Regulatory Affairs Professionals Society (RAPS)
Regulatory Affairs Jobs & Quality Assurance Jobs
Drug Regulatory Affairs
Regulatory Affairs Professionals
CLINICAL DATA MANAGERS:
Certified Clinical Data Manager (CCDM)
Electronic Data Capture – Clinical Trials
Association for Clinical Data Management
CLINICAL RESEARCH ASSOCIATES:
Clinical Research Professionals
Independent Clinical Research Associate
Clinical Research Associates
CRA/Clinical Research Associate Network
REGULATORY
AFFAIRS
CLINICAL
DATA
MANAGERS
CLINICAL
RESEARCH
ASSOCIATES
LinkedIn
groups

16. /16
PART III –
MANAGING
YOUR CLINICAL
EXPERIENCE
TRAJECTORY

17. /17
PART III – MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY
If you’re successful at networking and are selected for a position,
it’s time to start planning for the future. Landing the job isn’t the
stopping point; in fact, it’s crucial that you put the hours in to
manage your career.
The reason for this is two-fold.
First: there’s no guarantee that the trial you’re currently working on will continue through
all three phases.
Second: without careful career planning, you could wind up accepting projects that don’t
broaden your experience or follow a logical course toward your career goal.
And neither of these scenarios strengthens your qualifications in an employer’s eyes.
The truth is that as an entry-level professional in clinical research, you have a limited
amount of time to show how you can add value to projects. That means that from the
moment you enter the field, you not only have to start defining your area of expertise, you
also have to consistently perform well. In short, you have to start managing your clinical
experience trajectory. And the way to do this is by first defining your career objective and
subsequently projecting your professional brand.
AS AN ENTRY-LEVEL
PROFESSIONAL,
YOU HAVE TO START
MANAGING YOUR
CLINICAL EXPERIENCE
TRAJECTORY FROM THE
MOMENT YOU ENTER
THE FIELD.

18. /18
PART III – MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY
Defining your career objective
The secret to managing your clinical experience trajectory is to know your
career objective.
By knowing your end goal, you’ll be in a stronger position to make choices that
purposefully propel you toward your goal—regardless of where you are in your career.
Admittedly, your first position might not be your dream job, but if it’s enabled you to
enter the field, make the most of it. Now you’re in, it’s time to analyze what steps you
must take to get to your career end goal.
For example, let’s say your objective is to become a clinical data manager for large
Phase III trials. If you’re currently an analyst on small trials, you should look for
positions that begin to broaden your experience. Gain exposure by working on larger
studies. Alternatively, if you continue working on smaller studies, accept positions with
more responsibility.
No matter which route you take, the positions you accept should allow you to gain the
experience you need to move toward your career goal.
THE POSITIONS YOU
ACCEPT SHOULD
ALLOW YOU TO GAIN
THE EXPERIENCE YOU
NEED TO MOVE TOWARD
YOUR CAREER GOAL.

19. /19
PART III – MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY
Projecting your personal brand
A key element of gaining the right kind of experience is projecting your
personal brand. Your personal brand is your unique combination of skills, knowledge,
and experience that enables you to add value to trials and studies.
To define your personal brand, you need to combine your career objective with your
unique qualities. To do so, ask yourself the following questions:
• What professional accomplishments am I proud of?
• What do I excel at?
• How would my colleagues describe me?
Using the example above, let’s say you’re a clinical data analyst aspiring to become
a clinical data manager. One of your most important accomplishments was to design
a custom data tracking system for a Phase II clinical trial that’s now been approved
to enter Phase III. You excel at analyzing the data that results from trials, and your
colleagues describe you as a natural leader. Putting it all together, you’d describe your
personal brand as follows:
Skilled clinical data analyst with leadership qualities and proven
expertise in designing and customizing data tracking systems.
YOUR PERSONAL
BRAND IS YOUR
UNIQUE COMBINATION
OF SKILLS, KNOWLEDGE,
AND EXPERIENCE THAT
ENABLES YOU TO ADD
VALUE TO TRIALS
AND STUDIES.

20. /20
PART III – MANAGING YOUR CLINICAL EXPERIENCE TRAJECTORY
Once you know your brand, it’s key to reinforce it.
By projecting your brand in everything you do professionally, from the organizations you
join to the types of trials you work on, you distinguish yourself in the eyes of your peers and
employers. They will associate you with the types of trials you’ve worked on—and be more
likely to consider you for projects that fit your clinical experience trajectory.
Finally, remember this: if you deviate from your trajectory, make sure there’s a very
good reason for it. Career moves that don’t line up with the rest of your choices can raise
questions, so if you take a different direction, be prepared to explain your reasons with
prospective employers.
BY PROJECTING
YOUR BRAND IN
EVERYTHING YOU DO,
YOU DISTINGUISH
YOURSELF IN THE EYES
OF YOUR PEERS AND
EMPLOYERS, WHO
WILL CONSEQUENTLY
BE MORE LIKELY
TO CONSIDER YOU
FOR PROJECTS
THAT FIT YOUR
CLINICAL EXPERIENCE
TRAJECTORY.

21. /21
PART IV –
WORKING WITH
RECRUITERS TO MEET
PROFESSIONAL GOALS

22. PART IV: WORKING WITH RECRUITERS TO MEET PROFESSIONAL GOALS /22
In Part III, we discussed why it’s important to manage your
clinical experience trajectory. But even if you know what type
of project you want to do next, the fact is that when you’re
working full time on a trial, you might not have enough time to
stay abreast of developments in the job market. Yet you can’t
always be certain that the trial you’re currently working on will
move on to the next phase.
In short, no matter how good your performance in your current position and how
aware you are of your desired career moves, you could find yourself suddenly back
on the job market.
And there’s no guarantee that your next job will be an ideal step on the path toward
your ultimate career goal.
Fortunately, by partnering with a recruiter who specializes in placing clinical talent, you
can remain active on the job market even while you’re working full days plus overtime.
A professional recruiter can be your eyes and ears on the job market so that when it’s
time look for another position, the groundwork is already laid.
BY PARTNERING WITH
A RECRUITER WHO
SPECIALIZES IN PLACING
CLINICAL TALENT, YOU
CAN REMAIN ACTIVE
ON THE JOB MARKET
EVEN WHILE YOU’RE
WORKING FULL TIME.

23. PART IV: WORKING WITH RECRUITERS TO MEET PROFESSIONAL GOALS /23
What a professional recruiter can do
Once you’ve clearly communicated your career objective and personal brand to your
recruiter, he or she will evaluate your candidacy and look for positions that could be
a match. Your recruiter can assist you in locating opportunities that fit into your overall
career plan, as well as help you market your personal brand to principal investigators and
other decision makers. And because a recruiter has an extensive network of professional
contacts, he or she often hears about new positions before they’re listed anywhere. If a
job’s a match, your recruiter can help you circumnavigate the pile of applicants and get
your résumé on the desk of the principal investigator charged with selecting the best
team for the project.
You and your recruiter: a partnership
Your partnership with your recruiter should be built on mutual respect, trust, and
performance. Just like it’s your recruiter’s job to find positions that match your career
trajectory, it’s your responsibility to always conduct yourself in a professional manner and
perform your duties well. Remember to check in regularly—even when you’re working—
and keep your recruiter abreast of any new developments that affect you professionally,
such as promotions, trials being extended, or life changes that have an impact on your
work preferences.
BY VIEWING YOUR
RECRUITER AS A
PROFESSIONAL
PARTNER, YOU CAN
ESTABLISH A LONG
TERM RELATIONSHIP
YOU CAN CALL UPON
WHENEVER YOU NEED
OR WANT TO MAKE
A CAREER MOVE.

24. SOURCES:
http://money.cnn.com/pf/best-jobs/2013/snapshots/9.html
http://myfootpath.com/careers/health-care-careers/clinical-trials-and-research-careers/
http://www.bls.gov/ooh/management/medical-and-health-services-managers.htm
http://www.bls.gov/ooh/life-physical-and-social-science/medical-scientists.htm
http://www.acrpnet.org/MainMenuCategory/Education/How-Do-I-Get-Started-in-Clinical-Research.aspx
http://www.biospace.com/askHR.aspx?ContentEntityID=987
http://www.diahome.org/en-US.aspx
http://www.raps.org
http://sciencecareers.sciencemag.org
http://www.socra.org
http://www.acrpnet.org
http://www.scdm.org
/24

25. /25
Kelly puts a new employee to work every 33 seconds, and every four
minutes one gets hired full-time by a Kelly customer.
Search for jobs on our Kelly Career Network®, join our
Talent Network, or visit www.kellyservices.com to get started today.

26. EXIT
ABOUT THE AUTHOR
JAMIE STACEY is vice president and Americas Science Product Leader for Kelly Services, Inc.
In this role, Jamie is responsible for strategic planning including gathering and prioritizing
product and customer requirements for the scientific workforce solutions market. Jamie’s
expertise includes global system implementations, vendor management, global recruiting,
employment marketing strategies, contingent labor programs, talent sourcing, and diversity
& inclusion. She has a Bachelor of Science in chemistry from the University of Illinois at
Urbana-Champaign, and a Master of Science in organic chemistry from the University of
Wisconsin-Madison.
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