Proprietary and confidential. Do not distribute. Proprietary and Confidential Enhancing Infrastructure for Growth William Coar, PhD Amber Randall, MSPH Axio Research (Click on the title to enter) Click here for next slide

Proprietary and confidential. Do not distribute. 2 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 Opportunity Motivation Enhancements to Infrastructure Success 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 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 End Enhancing Infrastructure for Growth Amber 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 Click here for next slide

Proprietary and confidential. Do not distribute. Opportunities You can take somebody to the pond… 3  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 ExistIncrease 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 HomeMain PageNext Step Click here for next slide

Proprietary and confidential. Do not distribute. Motivation …but you can’t make them drink the water 4  Rewards or consequences to establish interest  Useful in helping individual identify an area of interest  Often a component of SMART goals ExtrinsicIntrinsic HomeMain PageNext 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 Click here for next slide

Proprietary and confidential. Do not distribute. Enhancements to Infrastructure 5  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 SupervisorIncrease Motivation HomeMain 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 Click here for next slide

Proprietary and confidential. Do not distribute. Industry Specifics Many growth concepts may be less practical in the pharmaceutical industry. 6  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 HomeMain Page 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 Click here for next slide

Proprietary and confidential. Do not distribute. References and Contact Info 7 [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 HomeMain Page Contact Info Amber Randall Manager, Statistical Programming Bill Coar Dir. Central Region Operations The authors welcome your contributions to the discussion. Back to ePosters