New Case Study Unveils Successful Approach to Enhancing Clinical Research Processes
Maidenhead, 27 February 2019 — New steps to achieving clinical research workforce excellence have been achieved this year as IAOCR and Syneos Health round off their fifth year of partnership. The partnership has released a case study outlining how they are achieving streamlined efficiencies which are improving the clinical research process.
With a focus on getting innovative healthcare options to patients quicker, Syneos Health and IAOCR have inputted solutions that are achieving tangible results for both Syneos Health and their customers. For the organizations these approaches and the outputs demonstrate new industry standards that the clinical research should embrace to better the industry as a whole.
“The clinical research industry should constantly be assessing and reviewing itself to make improvements that will benefit the drug to market process and that is what we have done with Syneos Health,” said Jacqueline Johnson North, CEO, IAOCR. “Syneos Health’s ambition to raise industry standards and IAOCR’s commitment to competence in the clinical research industry aligns closely to allow us to create a meaningful partnership that is enhancing the industry and ultimately the drug development process.”
The pioneering work conducted with Syneos Health IAOCR over the last five years, has focused on embedding workforce quality assurance processes into the core business, enabling Syneos Health to deliver benefits for its customers and staff alike. Implementing Workforce Quality Accreditation, as well as specific programs for introductory level clinical research associates, clinical data associates, clinical monitoring associates as well as training initiatives.
“IAOCR’s approach has revolutionized the way in which the clinical research industry develops and assesses staff,” explains Tammi Masters, Associate Director, Training, Syneos Health. “They led an industry-wide initiative to develop competencies and pioneer best practices. Before this, there were no globally accepted competency standards. Now we know if our staff are fit-for-purpose and if they have competency gaps that need to be filled.”