How HR Can Drive Success in Biotech: 5 Takeaways from LEAP HR: Emerging Biopharma

Over two days, LEAP HR: Emerging Biopharma brought together more than 100 HR practitioners to explore the future of talent management strategies in the life sciences field. Topics included company culture, employee burnout, HR innovation, and change management, all of which underscored the critical role HR plays in building resilient, high-performing teams that drive organizational success.

In a field that pushes the boundaries of innovation, why shouldn’t HR be just as innovative in how it engages and supports its teams? Here are five key takeaways to help life sciences companies navigate the year ahead as their employees take on some of the world’s most pressing problems.

1. Hybrid work needs a reality check.

A 2024 analysis from McKinsey & Company found that the majority of employees still value hybrid work significantly, and businesses across industries see up to a 5% increase in productivity when they’re able to execute “well-organized hybrid” work environments. 

For biotech companies, this flexibility is a competitive advantage in attracting and retaining top talent, particularly against industry giants with more rigid workplace policies.

Of course, hybrid work in biotech presents unique challenges. 

Research and development (R&D) professionals often need to be on-site due to specialized tools and lab environments, while teams in general administrative functions like finance, sales, and operations can more easily transition to remote or hybrid models. This disparity can create tensions within organizations.

Jennifer Patterson, VP and head of human resources at Longboard Pharmaceuticals emphasized gathering employee input at every stage — before, during, and after implementing changes to workplace policies. Regular engagement surveys and pulse checks can ensure your organization stays aligned with evolving employee expectations, reducing friction and optimizing retention. 

2. Empowering first-time managers is the key to success.

In biotech, rapid growth often leads to first-time managers stepping into leadership roles as teams expand quickly. This shift presents the challenge of supporting those new to management.

As companies grow, so must the infrastructure, meaning HR must equip first-time managers with the tools and training they deserve. The relationship between HR and managers is crucial — 91% of high-performing HR teams are meeting most or all their managers’ needs, according to Lattice’s 2025 State of People Strategy Report​.

To support these managers, HR teams can focus on providing role clarity, offering ongoing training (taking advantage of industry grants to do so), and equipping them with the right tools for regular 360-degree feedback.

3. Retention requires a strong investment in engagement. 

Talent retention is a priority in the life sciences sector, where the talent pool is both small and highly competitive. Employees are often drawn to the field because they want to contribute to solving complex problems with real-world implications. They’re motivated by the opportunity to be part of something bigger than themselves, tackling challenges that can change lives. However, keeping employees engaged and satisfied once they join requires a strong organizational culture.

Building a culture of collaboration, belonging, and alignment with company goals is crucial for retention. According to Lattice’s 2025 State of People Strategy Report​, cultures that emphasize these factors significantly increase employee satisfaction and reduce turnover. Furthermore, employees are more likely to go above and beyond when they understand how their role impacts the company’s mission.

To start building this culture, HR leaders should encourage cross-functional collaboration, foster a sense of belonging through open communication, and align employees’ roles with the company’s strategic goals to help them see how their contributions drive success.

4. HR has to embrace AI more confidently.

As AI continues to transform industries, HR teams must embrace these technologies to maintain a competitive edge. Panelists at the event stressed the importance of defining clear ownership of AI initiatives — ideally HR-led, in collaboration with IT and legal teams — to ensure ethical use and seamless integration.

The key message? Don’t hesitate to adopt AI, reluctance only gives competitors the chance to leap ahead.

The sheer scope of AI’s potential can be overwhelming, but starting small is key. Kosta Klietsas, head of people at Dyno Therapeutics, shared how his team leveraged generative AI to compensate for a lack of dedicated L&D resources They used AI to develop a training program on employee feedback. By providing clear input on the audience, purpose, and goals, they were able to create a comprehensive and thoughtful training program, inclusive of a facilitation guide and case studies, in a fraction of the time.

5. What you measure is what matters.

Even in data-driven life sciences organizations, HR teams are trying to navigate the abundance of available people data. For many, using data is still manual and time-consuming. One speaker shared her frustration with exporting engagement survey data, spending hours sorting and cross-referencing to identify correlations between high performers, employee satisfaction, and manager satisfaction.

The first step in managing data effectively is to be clear on what you’re measuring. "What you measure is what matters," said Kerry Robert, head of people at Entrada Therapeutics. Once you’ve identified the right metrics, ensure you have the tools and technology to easily uncover correlations that can drive meaningful changes in your programs and strategy. 

Be sure to share the data with employees, explaining the "why" behind any upcoming changes and committing to follow-up on progress. This transparency is particularly important for analytical, data-driven employees in biotech.

The Future of Life Sciences Depends on People Strategies 

The industry is up against a lot, and HR is trapped in the middle: Employees and managers need transparency, support, and enablement, while business leaders are demanding adaptability and performance.

With the right tools and strategies in place, HR practitioners can help everyone achieve their ambitious goals. Read more about how Lattice helped Forge Biologics navigate life sciences’ unique challenges and set their organizations up for long-term success.