The Trump administration’s recent decision to cap the National Institutes of Health (NIH) indirect cost reimbursements at 15% has sent ripples throughout the biomedical and life sciences communities. While advocates argue that this change redirects more money toward direct research, many biomedical professionals – from university deans to laboratory scientists – have warned that the broader effects may be far more damaging than anticipated. As the U.S. seeks to maintain its global leadership in biomedical innovation, these funding changes raise tricky questions about sustainability, competitiveness, and career direction within the field.
Nuts and Bolts: What Does a 15% Overhead Cap Mean for Biomedical Research?
At the heart of this controversy lies a misunderstanding of what “indirect costs” really are. These are not superfluous or wasteful expenditures – they are the administrative, infrastructural, and regulatory frameworks that enable direct research to function. This includes expenses like lab maintenance, building utilities, equipment, IT infrastructure, and regulatory compliance. According to BBC, institutions typically recoup around 30% of grant value in indirect costs – sometimes more. With this figure slashed in half, universities and research hospitals are forced to absorb significant expenses.
Dr. David Skorton, CEO of the Association of American Medical Colleges, put it plainly: “These are real costs. They are reimbursement for audited, real costs.” He warned that the most dire downstream effect would be a slowdown or halt in the pace of scientific discovery, depriving Americans of new treatments and diagnostics.
In practice, institutions will likely have to shut down some labs, reduce support staff, and scale back on infrastructure. Scientists at elite research institutions like Stanford and Johns Hopkins are already seeing signs of this. Dr. Theodore Iwashyna of Johns Hopkins warns that even computational tools – vital for data-driven medical modeling – are at risk. “If we can’t keep the computers running, we can’t do the science,” he said.
Private philanthropic foundations, often pointed to by conservative groups like the Heritage Foundation as alternatives to government funding, typically operate on different terms. While private foundations may cap indirect costs at 10%, they also often allow direct charges for certain expenses the government excludes. Furthermore, their funds are limited, and they rarely support the full ecosystem of biomedical infrastructure the NIH sustains.
While the Trump administration has framed the cuts as an efficiency measure – and Musk’s Department of Government Efficiency (DOGE) has supported the idea, claiming that some universities use up to 60% of grant money for overhead – the reality is more nuanced. STAT News has noted that institutions with large endowments do not necessarily use them to offset research costs, as these funds are often restricted.
If the U.S. is to remain competitive in global biomedicine, preserving the integrity of the research environment – which includes both people and infrastructure – is essential.
The Outlook for Candidates
Early-career researchers and postdoctoral fellows are likely to feel the sting of these cuts first. With indirect cost funding slashed, institutions may reduce the number of new hires or even begin laying off support staff. This creates a more competitive and uncertain academic job market.
But there may be a silver lining: as academic institutions tighten their belts, candidates may find themselves increasingly drawn toward private-sector roles. Biotech firms, pharmaceutical companies, and startups, particularly those with robust funding from venture capital, may offer not only more stability but also better compensation packages and clearer growth paths.
Indeed, some scientists are already exploring options abroad or with private firms. A recruiter’s market is emerging for candidates with translational or interdisciplinary experience, especially those who can bridge the lab bench and the business office.
To stay competitive and adaptable, candidates should consider broadening their skill sets. At present, skills sets like bioinformatics, regulatory affairs, product development, and clinical trial management are all in-demand. On the employer side, institutions can support current and potential hires by offering professional development in non-academic skills and forging new industry partnerships.
The Outlook for Employers
For private-sector employers, the indirect cost cap presents both a challenge and an opportunity. In the short term, if academic research institutions begin to weaken, partnerships forged with them may be disrupted. Academic-industry collaborations often serve as pipelines for innovation, and a contraction in university-based research could put a damper on early-stage discovery.
On the other hand, private companies may benefit from an increased talent pool and more hiring dynamics that skew in their favor. Scientists disillusioned with academic prospects may be more willing to consider industry roles that they previously touted as a backup plan. By the same token, employers may find highly skilled candidates with prestigious research backgrounds newly open to corporate R&D or hybrid roles.
This shift away from university-powered research could also stimulate growth in contract research organizations (CROs) and private research labs, which may be seen as more financially agile and less dependent on government structures. Employers should prepare by investing in onboarding and mentorship programs tailored to former academics, ensuring that cultural transitions are smooth and productive.
Finally, companies positioned to offer some of the “indirect” infrastructure – cloud-based lab management, regulatory consulting, or scientific instrumentation – may see a surge in demand from downsized university labs looking for scalable, cost-efficient alternatives.
The Long-Term Outlook – and Navigating the New Normal
While the near-term outlook remains challenging across the board, there are reasons to remain cautiously hopeful. Lawsuits to challenge the funding cap are already in the works, according to BBC reporting, and court rulings could delay or soften the impact. Additionally, future administrations or congressional appropriations could reverse or adjust these policies.
In the meantime, both candidates and employers can take steps to maintain U.S. leadership in biomedical research. Institutions might shift toward more public-private partnerships; companies can support former academics with opportunities for continued professional development. Recruiters and HR professionals can proactively guide displaced researchers toward roles that align with their values and scientific passions.
Most importantly, the biomedical field must reinforce its value not just to the government, but to the public. Framing research as a driver of national security, economic competitiveness, and quality of life may help rally bipartisan support in future election cycles.
Ultimately, while the 15% cap poses serious concerns for the traditional structure of biomedical research, it could also catalyze a rebalancing of how – and where – scientific innovation happens. The private sector has an opportunity not only to absorb talent, but to help redefine the research landscape with an especial focus on resilient, agile, and forward-thinking.
In this “new normal,” strategic adaptability will be key. For now, the best course for both individuals and organizations is to remain informed, stay flexible, and work collaboratively across sectors to keep the lifeblood of biomedical innovation flowing strong.
Here at Sci.bio, we work with a variety of candidates from new graduates to experienced executives and have myriad open roles. We pride ourselves on connecting our highly discerning clients with candidates who fit their specific needs. Check out our job search page to see current openings and follow us on LinkedIn for more information.
Hiring the right candidates is far from a straightforward process. You’re not just filling a vacancy; you’re making a decision that could shape the future of your organization. While it might seem simple to choose the most qualified applicant, finding someone whose skills and aspirations align with both your short-term needs and your long-term vision is a delicate process.
Aligning Goals and Vision
It’s not necessarily about finding someone who will stay with you for twenty years, though that might be a bonus, but about identifying a candidate whose personal and professional aspirations complement your company’s objectives.
For instance, consider a candidate eager to develop skills in data analytics. If your company is leveraging big data to drive decisions, this individual’s goals align perfectly with your strategic direction. Their desire to grow in this area means they’re likely to be motivated, engaged, and invested in their role – and as long as they stay with you, they’ll be eager to develop these mutually beneficial skills.
Seeking Growth-Oriented Talent
Long-term alignment involves finding candidates who will help your company grow rather than stagnate. This means selecting individuals who understand the necessity of continuous improvement and see the value of improving what may already function “well enough”.
In the rapidly evolving world of life science and biotech, staying ahead of the curve is crucial. Fresh talent can bring new perspectives, and even spot inefficiencies or opportunities for innovation that existing employees might overlook. A candidate who is curious, adaptable, and proactive can be a catalyst for changes you’ve been seeking.
Tailoring Your Selection to Your Company’s Future
When selecting candidates, consider where your company is today and where it will be in the future. For example, if your company is experiencing rapid growth, you’ll need employees who are adaptable and willing to learn new skills. These individuals thrive in dynamic environments, handle multiple responsibilities, and are comfortable with change.
If your company plans to adopt a new strategy or pivot to a different business model, it’s crucial to find candidates who can adapt to different approaches. You need someone skilled in your current processes but open to implementing new strategies. This flexibility can be a significant asset as your company navigates tough transitions.
Aligning Skills with Present and Future Needs
A candidate’s skills must meet your company’s current needs while also aligning with your long-term goals. It’s a balancing act: you want someone who can contribute immediately while also being a good fit for the future.
Let’s say your company is expanding its digital marketing efforts. A candidate with a strong background in traditional marketing might bring valuable insights, but if they lack experience in digital channels, they might struggle to contribute to their fullest potential right away. However, if this candidate is enthusiastic about learning digital marketing and has demonstrated adaptability, they could still be a great long-term fit.
Practical Steps to Ensure Alignment
To identify candidates whose goals align with your long-term vision, consider these steps:
Clearly Define Your Vision: Before you begin hiring, take inventory of your company’s long-term objectives. This helps identify the traits and skills most important in a candidate.
Assess Alignment During Interviews: Ask candidates about their long-term goals and how they see themselves fitting into your company’s future. Look for signs that their aspirations complement your company goals.
Prioritize Growth Potential: Don’t just look for candidates who meet your current needs; consider their potential to grow with your company. Are they adaptable? Do they have a track record of learning new skills? These qualities are crucial for long-term success.
Consider Cultural Fit: Alignment isn’t just about skills and goals; it’s also about how well a candidate fits with your company culture. A good cultural fit enhances collaboration, productivity, and job satisfaction.
A Team to Stand the Test of Time
By focusing on alignment, you can build a team that not only meets today’s challenges but also drives forward your company’s long-term goals.
If you’re looking to fill a role with a highly qualified candidate, Sci.bio’s recruitment services can help. We know that no two clients are the same, so we provide customized recruiting support that adapts to a given client’s structure and needs and have placed successful candidates with a variety of companies. Please contact us to connect with a recruiter and discuss your needs and follow us on LinkedIn to stay up to date.
As we approach the summer of 2024, the biotech job market continues to evolve at lightning speed. To attract top talent in an ever-changing hiring landscape, you need to stay ahead of the curve and understand exactly what the candidates of today are looking for. So, how have candidate’s needs and wants changed since 2023?
The Biotech Skills Gap
For several years now, there has been a growing gap in biotech skills – or in other words, a shortage of candidates who are trained to fill the roles many companies are scrambling to fill in 2024. One way to tackle this gap: teaming up with educational institutions training the employee soon to enter the workforce. By working together to develop educational materials and curricula, you can ensure that students are getting the skills they need to succeed in the real world.
Another effective way to bridge the biotech skills gap is by implementing in-house training programs. By investing in the professional development of your existing workforce, you can upskill employees and prepare them for the evolving demands of the biotech industry. In-house training programs can be tailored to the specific needs of your company, ensuring that employees are equipped with the particular skills required to excel in their roles.
What Attracts the Best Employees in 2024?
It’s 2024, and flexibility is key: candidates want the freedom to set their own schedules. Now, that doesn’t mean letting them work whenever they want, but being open to flexible working hours is a huge perk. After all, in a world where employees are often spread across various time zones, a rigid schedule just doesn’t cut it anymore.
At least some leeway around remote work is almost a must for the modern-day workplace. That said, it’s important to keep things personal. Embrace the digital age by conducting Zoom interviews, using online questionnaires, and giving virtual workplace tours. These digital tools not only make the hiring process more efficient, but also help candidates get a feel for your company culture – even if they’re miles away.
Lastly, don’t forget about branding! Working with a recruiter to develop a strong company message can make you more appealing to top candidates. Your employer brand extends beyond just your company website and social media presence, but to every touchpoint candidates have with your organization, from the recruitment process to onboarding and beyond. A strong employer brand can help you attract passive candidates who may not be actively looking for a new job but are drawn to your company’s reputation as an employer of choice.
Workplace Culture
In 2024, a positive workplace culture is not just a nice-to-have; it’s a must-have. Candidates are actively seeking out environments that prioritize collaboration, support, and camaraderie. They want to work in a place where they feel valued and appreciated, where they can contribute to a shared vision and be part of a team that feels like family.
But what exactly does a positive workplace culture look like in 2024? For starters, it means valuing teamwork above all else. Candidates want to work in an environment where everyone is encouraged to share ideas, collaborate on projects, and support one another. Whether it’s brainstorming sessions, cross-functional team projects, or company-wide initiatives, candidates want to feel like they are part of something bigger than themselves.
Additionally, candidates are drawn to companies that know how to have fun. In 2024, employees want to work for a company that knows how to strike the right balance between work and play. Whether it’s hosting team-building activities, organizing company-wide events, or simply celebrating milestones together, candidates want to work for a company that doesn’t shy away from a little fun. After all, a happy team is a productive team!
Making Your Offer Competitive
With so many companies competing for the best employees, it can be tough to stand out. But don’t worry – we’ve got your back! If you’re looking to fill a role with a highly qualified candidate, Sci.bio’s recruitment services can help. We know that no two clients are the same, so we provide customized recruiting support that adapts to a given client’s structure and needs and have placed successful candidates with a variety of companies. Please contact us to connect with a recruiter and discuss your needs, and follow us on LinkedIn to stay up to date.
Despite the increasingly remote nature of work in our post-pandemic world, location remains one of the most important factors for candidates, and a crucial component in choosing a recruiting agency to assist with a search – especially within the realm of life sciences recruiting. Whether home to distinguished research universities, biotech companies, or cutting-edge startups, every biotech hub boasts its own unique ecosystem and research goals, and direct experience within that specific environment can be instrumental in recruiting and hiring the right candidate for a role.
Sci.bio Recruiting was founded after decades of experience in the Boston-Cambridge life sciences world. While Sci.bio is still headquartered in the Boston area, we’ve also grown nationally: we now have employees all over the country, and serve clients nationwide.
From Biotech Beach in California to Genetown in Boston, our recruiters live and work where you live and work. Read on for a selection of our recruiting partners and leaders in locations across the U.S.
Brian Riehle – Managing Partner in California
Brian Riehle lives in San Diego, California, a part of the Biotech Beach area.
He joined Sci.bio in 2023 to build out the company’s presence in the California biotech space. Having worked in recruiting for 15 years, much of that time in California, he possesses a unique understanding of the specific research environment in Biotech Beach, and heads Sci.bio’s business development on the West Coast.
Brian has found it fulfilling to work within the burgeoning biotech space in San Diego: “Empowering the future of biotech and pharmaceutical companies in San Diego, as a staffing professional, is like weaving the threads of innovation. Bridging the realms of academia and industry, we are the linchpins, connecting brilliant minds with visionary companies, fostering growth, and shaping tomorrow’s breakthroughs.”
He’s confident that San Diego will continue to be host to groundbreaking biotech research: “San Diego is a major hub for biotech and will continue to attract talent and innovative companies to the area.”
Martha Navarro – Senior Recruiting Associate in South Carolina
Martha Navarro lives in South Carolina and works as a Senior Recruiting Associate at Sci.bio.
Though she grew up in California and only recently relocated to South Carolina, she appreciates the growing research presence in the area: “I’m a Scientific Recruiter living in the Florence area of South Carolina. Even though I’m relatively new here, I’ve discovered there’s more to the state than just its Southern charm! Cities like Charleston, Greenville, Columbia, and Clemson are developing a research presence. As a recruiter, it’s exciting to see this growth and it inspires me to continue forming connections. I hope that with the years to come, South Carolina will be known not only for their southern hospitality but as an emerging research hub where both locals and non-locals can experience the warm welcome I’ve received.”
Martha also speaks Spanish, which has enhanced her ability to communicate with candidates from various backgrounds and in myriad locations: “My ability to speak both English and Spanish has also helped me engage with a diverse range of candidates and opened the door to new opportunities.”
Laura Helmick – Managing Partner in North Carolina
Laura Helmick, one of Sci.bio Recruiting’s Managing Partners, grew up and continues to live in the Raleigh-Durham-Chapel Hill Area, colloquially known as Research Triangle Park.
Having spent much of her life in this area, she’s uniquely able to recognize the way the opportunities in the area have expanded throughout the years: “I grew up in Chapel Hill when there was only 1 high school. 30+ years later, it’s hard to truly digest how much the RTP area has changed. Regardless of the tremendous growth, I still see that southern charm and small town feel but (thankfully) a lot more diversity and opportunities, professionally and personally. The early research and discovery out of Duke, NC State and UNC really seemed to feed the growth in this area for businesses like CROs, CDMOs, and Biotechs; it just keeps expanding! The ‘Triangle’ area has so much to offer. I can’t imagine living anywhere else and I’m excited to see what the future holds for this area.”
Stacy Saltzer – Senior Recruiting Partner in Ohio
Stacy Saltzer lives in Akron, Ohio and works as a Senior Recruiting Partner and Director of Sourcing at Sci.bio.
With over 25 years of experience in RPO and executive search, she now brings her expertise to the BioMidwest area: “Living and working in Akron, Ohio has been an enriching experience for me, both professionally and personally. From a biotech recruiting standpoint, I’ve had the opportunity to engage with a diverse talent pool and contribute to the growth of the industry while working remotely. Additionally, being able to converse with our clients in French has been advantageous, allowing me to foster stronger relationships and better serve our global clientele. On a personal level, Akron offers a welcoming community, vibrant culture, and convenient access to nature, making it a great place to call home.”
Beyond the major biotech hubs of Boston/Cambridge, San Diego, and RTP, we also have employees in over 20 states, including Colorado, Maryland, New Jersey, New York, Oregon, Texas, and Vermont, to name a few. Our recruiters are deeply ingrained within the same communities in which you live and work, and uniquely poised to help you find and hire successful candidates wherever you are.
If you’re looking to fill a role with a highly qualified candidate, Sci.bio’s recruitment services can help. We know that no two clients are the same, so we provide customized recruiting support that adapts to a given client’s structure and needs, and have placed successful candidates with a variety of companies. Please contact us to connect with a recruiter and discuss your needs, and follow us on LinkedIn to stay up to date.
Are you working hard at a job search but making very little headway? Do you feel as though you’re stuck in one place, struggling to advance your career further? Although it’s not easy to admit, it’s possible that your progress towards these goals is being hindered by the very people you call your friends.
While we like to consider our friends advocates and allies in everything we do, it’s important to consider whether those you choose to surround yourself with truly have your best interests at heart. Whether because of jealousy, insecurity, or because they are simply not a true friend, there are some for whom your successes might be unpleasant, who may relish in your failure as it comforts them about their own shortcomings.
This concept is often called ‘Schadenfreude’, a German term combining the words “harm” and “joy”, and refers to the delight one might feel in another’s misfortune. The phenomenon is a natural human instinct, and even the most well-meaning of us experience it, sometimes in response to the news of the failure of a friend. This is often subconscious, a feeling that arises involuntarily, especially when one is feeling insecure or struggling through a difficult patch, when it can be comforting to feel as if someone else is struggling as well. The important distinction, however, is whether one feeds this kind of thought, or strives to root for a friends’ successes with what they can control.
Even generally benevolent friends, though, can occasionally drag you down through no conscious effort of their own. Humans are inherently social creatures, and are acutely aware of hierarchy and social status, which influences our perspective and our decisions even when we are not aware of it. Though many of us like to think we do not make snap judgments about people until we get to know them, people tend to judge, at least initially, by what we can easily perceive: for example, by one’s social clique. You should of course, surround yourself and associate with those you enjoy being with, who enrich your life beyond your work, but it’s important to balance personal and professional benefits carefully if you are trying to advance in your career.
Most of us have had the unfortunate experience of discovering someone is not who we had initially thought them to be. When choosing the people with which you spend your time, don’t leave anything to chance. By taking the time to properly assess friends and colleagues, you can strive to minimize any detrimental impact.
Identifying those who might not truly enrich your life, who might not have your best interest at heart, is not easy. Here are some signs to look out for:
They make promises but don’t come through. There is a reason it is so often said that “actions speak louder than words”.
Chronic complainers or naysayers. Those who often like to complain but without an attempt at a solution. At the very least, their negative thought patterns could drag you down with them.
They lack empathy. Simply put, if they don’t have the ability, or choose not, to show empathy in important situations, this is a signal to distance yourself.
Exaggerators, fibbers, or outright liars. Those who make a habit of stretching, or avoiding, the truth, are prominent in toxic work environments.
Self Aggrandizers. People who have the habit of inflating themselves may have the tendency to minimize others, you included.
Gossipers. If they’re constantly talking badly about other people to you, think about what they might be saying behind your back.
They always take, but never offer anything in return. A person who more often than not takes from you without giving is not a true friend, but someone who may simply be using you.
Chronically angry people. People prone to perpetual anger are dangerous, and have the potential to similarly affect your outlook on life over time.
They don’t take ownership or never seem to be at fault. If one is unable or unwilling to take responsibility for their actions, it’s impossible to talk through difficult moments with them. This tendency will eventually backfire on you.
The jealous. With a fake smile, relishing the opportunity to take you down, these can be the most damaging of the bunch.
Time to move on.
Do you recognize any of these traits in those you surround yourself with? In that case, perhaps not all of your friends truly have your best interest in mind, and it may be time to make some changes.
Of course, it can be extremely hard to let go of familiar faces, and those you’ve known for a long time. However, if your friends are holding you back, or bringing you down, in these ways, they aren’t true friends, they are eventual liabilities. Cut ties with those who don’t have your back.
At the very least, while you are at critical career junctures, you’ll want to limit your exposure to anyone who doesn’t have your best interest in mind. Surrounding yourself with positive people, especially those from which you can learn, is key – not only in successful career advancement, but in your overall happiness.
Here at Sci.bio, we work with a variety of candidates from new graduates to experienced executives, and have myriad open roles. We pride ourselves on connecting our highly discerning clients with candidates who fit their specific needs. Check out our job search page to see current openings and follow us on LinkedIn for more information.
Brian Riehle lives in San Diego, California, a part of the Biotech Beach area.
Martha Navarro lives in South Carolina and works as a Senior Recruiting Associate at Sci.bio.
Laura Helmick – Managing Partner in North Carolina
Stacy Saltzer – Senior Recruiting Partner in Ohio
