Advice You - Business

Employee surveys seem to be the rage these days. These tools can either help you improve your company or waste your time. Their success depends on how you implement them and what you do with the results.

An effective survey wil

According to USFDA, a combination product is one composed of any combination of a drug and device; biological product and device; drug and biological product

l open a window into workers’ minds, letting in refreshing ideas on how to improve problem areas in your organization. Meanwhile, a poorly constructed or implemented survey can do more harm than good by creating unrealistic expec

; or drug, device, and biological product and fixed dose combination would include two or more combinations of drug.

Examples of combination products may in

ations and highlighting management’s inability to address concerns. Here are seven survey pitfalls and how to avoid them:

1. Magic-wand syndrome. Employers believe that employee dissatisfaction or other issues will disappear onc

lude drug-coated devices, drugs packaged with delivery devices in medical kits, and drugs and devices packaged separately but intended to be used together.

workers voice their opinions. But that is not the case. Your organization must be ready to make dramatic changes or morale will plummet. By surveying workers on issues your company has no plans to resolve or making no changes, y

here is enormous increase in the number of combination products entering the market in the recent years. Combination products have proven advantages but fixe

u will only decrease morale. The best way to avoid the magic-wand syndrome is to understand that giving employees the opportunity to vent won’t make the problem disappear; management must be ready to take action.

2. Passive work

d dose combinations are still in the process of convincing regulatory authority on their advantages over the single ingredient formulations.

Combination pro

rs. The staff believes management is responsible for fixing organizational problems and is waiting for it to fail. Building successful companies requires the efforts of all employees. Your staff must be willing to work with mana

ucts have become life saving products for the pharmaceutical companies who doesn’t have many innovative molecules in their product pipeline and have been inc

ement to improve the company, and organizations should continually solicit input from workers and involve them in resolving problems.

3. Mixed signals regarding confidentiality. To increase participation, employers promise to ke

easingly used in the product life cycle management. Even the companies having product patents are trying to extend their product life cycle through the combi

p results confidential. But then they require workers to include their contact information to qualify for incentives for completing surveys. Doing so compromises the survey’s integrity and gives the wrong message to your work for

nation products and maximize the revenues. But the companies involved in this practice are overlooking that they are burdening the patients both economically

e. Instead, consider providing a benefit (such as some time off) if a high enough percentage of employees participate.

4. Faulty surveys. Employers ask the wrong questions or offer inadequate response choices, yielding little in

and physically. They need to rightly judge the benefits of the combination products and they have to even look at the risks involved when combining the produ

ormation. Suppose you asked workers, “How satisfied are you with your job” and the majority responded, “Dissatisfied.” Unless you also learn why they’re unhappy, you won’t know how or where you should make improvements. Focus on

ts. Some of the combination products were well accepted by physicians while others suffered. Companies involved in development of combination products are fi

our objectives for the survey and construct questions to provide you with the details you need to address your survey goals.

5. Unrealistic expectations. Raising issues that you are unprepared to address is a recipe for disaster

ding difficulty in defining their combination products and facing various challenges from selecting a combination to marketing it.

Following aspects would a

For instance, if you survey workers on compensation, but have no plans to change it, you’ll only frustrate your employees. Workers also think that because of the survey, management will solve every issue right away. Help your s

dd to the challenges in developing combination products:

Which markets to tap where the combination products can do fairly well?
Which combination prod

aff better understand the survey process by involving them in the survey design and creating a timeline for acting on the results. Be honest with your staff. Let them know that you’ll immediately handle some matters, but others

cts are meaningful and rational?
Which therapeutic categories to select?
Which Combinations can address unmet needs of the patients?
Do combin

ill take more time and you may not be able to resolve some.

6. A one-track mind. Companies ask too many questions about one topic, causing employees to assume that this particular area is more important than others. For example,

tions increase the patient compliance?
What would be the developing cost?
How to tackle the risks encountered during combination product developmen

if the majority of questions are about the company’s pay structure and employee benefits, your staff may mistakenly believe that the organization will be making significant changes in the total compensation program. Address topi

t?

As combination products don't fit into the traditional categories of drugs, medical devices, or biological products, the USFDA is in the process of devel

s equally unless you are looking to focus on one particular part of your business.

7. Failure to benchmark. Businesses ignore the bigger picture. If you benchmarked your results against similar companies’ you might find, for exa

ping new procedures for reviewing their safety, efficacy and quality.

Professional from academic institutions, pharmaceutical industries, health care indust

ple, that a low score on satisfaction with employee management may be the norm or workers often rate pay as “needs significant improvement.” Comparing information to previous surveys you conducted or against other businesses’ res

y and representatives from various regulatory agencies are working out to design the regulatory requirements for manufacture and sale of combination products

lts will provide a broader look at problem areas.

Companies who choose to do employee surveys should do them annually. This will enable you to track your progress. Using a third-party to conduct your survey will provide you wi

.

As there is an increasing trend of the combination products companies manufacturing such products should be able to tackle the problems involved in the de

h unfiltered information. Regardless of how often you survey your work force, evaluate your process. Ensure it drives business results, generates information you can use to improve your company and gives employees feedback about

elopment. They need to be wiser in analyzing the market trends and the regulatory requirements.

Companies that provide selfless information through particip

upcoming changes or ways they can improve the organization. After all, your workers need to know that management is listening when they speak and that change is possible.

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tion in industry events and feedback to regulatory authorities would be able to face the challenges and will be successful in developing combination products

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