The reason your application pile keeps thinning while the talent you actually want stays exactly where they are.

Your last CRA job post pulled in 87 applicants. You called three…but you hired none.

The talent shortage is the easy explanation. But it is also the wrong one.

I have been saying this since 2017, and the noise around CRA hiring has only gotten louder. There isn’t a shortage of high-quality, experienced CRAs. But there is a structural reason the best ones aren’t sitting in your application pile. And once you see it, your whole hiring strategy has to shift if you want to attract those high-quality CRAs.

There Is a Name for What Your Best Candidates Are Doing

It is called job hugging, and it refers to the experienced professional who has outgrown the role they are in but stays anyway because leaving feels riskier than staying. In clinical research, that risk calculation is sharper than in most industries, and the result is that good people sit still for years.

The dynamic plays out differently depending on whether you are hiring a perm CRA or a contract CRA, but it produces the same problem for you.

For your perm roles, the high-quality, experienced CRAs you want are currently employed somewhere else, and they are job-hugging. They have privately outgrown their role and are quietly thinking about their next move, but they don’t apply to your post out of fear. Word travels in our small industry, and the cost of being caught looking, and therefore putting their current position at risk, outweighs the appeal of a new and exciting position.

So they stay where they are, and your post never reaches them.

For your contract roles, the picture is different, but the gap is the same. The best contract CRAs aren’t applying to your post for an entirely different reason. They don’t have to. Their reputations precede them, and they move from one project to the next on the strength of referrals, networks, and relationships built over a career. They are hired before they are searched for, often before the previous engagement has even closed out.

Either way, the people you actually want are not in your application pool. The perm CRAs are quietly staying put. The contract CRAs are already engaged elsewhere. And the math doesn’t change just because you posted the role again.

Why the Application Pool Looks the Way It Does

The pile your post does generate is even harder to navigate than it looks.

In our CRA intake screening, we are seeing roughly 60% of applicants who have falsified all or part of their credentials, and another 20% who appear to be AI-generated ghost candidates. That leaves about 20% who are genuinely real with real qualifications… but may not be qualified for your position.

The published research confirms the direction. Checkr’s 2025 survey of 3,000 hiring managers found that 31% have personally interviewed a candidate using a fake identity. Greenhouse’s 2025 report found 65% have caught applicants using AI deceptively. Deepfake interview fraud jumped 1,300% from 2023 to 2024, and Gartner projects that by 2028, one in four candidate profiles globally will be fake.

What we are seeing in CRA recruiting is consistent with the broader pattern. In a small, specialized industry like ours, it is arguably ahead of it.

Now, layer the job-hugging insight on top. Most of the best people in that genuine 20% aren’t in the pool at all. They are still employed, sitting in roles they have outgrown, waiting for a different kind of conversation.

So when you measure your hiring health by application volume, you are measuring the wrong thing. You are looking at an application pile that, by design, probably doesn’t contain the candidates you actually want to hire.

What That Means for Your Hiring Strategy

Here are three shifts to consider.

First, change what you measure.

Application volume is a vanity metric. The number that actually matters is how many qualified passive candidates have been engaged. One conversation with a real, employed, experienced CRA who is considering a move is worth more than fifty applications from the pile.

Second, build a sourcing model that reaches people who are job hugging.

That means referrals from your existing team, LinkedIn outreach with substance behind it, and partnerships with firms whose job is to maintain relationships with high-quality talent across the industry.

Third, make it safe for a job hugger to talk to you.

This is the one thing most hiring managers get wrong. A job hugger and an active applicant aren’t the same person, and they therefore won’t respond to the same approach. When you treat a confidentially referred passive candidate the way you would treat a job post applicant, you will lose them.

What does “safe” look like in practice? The conversation is exploratory, not transactional. You don’t ask them to apply to a specific req in the first meeting, you don’t request references that could touch their current employer (at least not until a written offer is extended), and you don’t ask them to interview during business hours from their office.

How do you tell someone who is job-hugging from a typical applicant? The signals are clear once you know what to look for. They came to you through a referral or a trusted partner, not the apply button. These candidates will also tell you up front that their search is confidential. Their timeline is slower than urgency-driven, often shaped around vesting, bonuses, or study completion. And their language is exploratory (“what would have to be true for me to consider…”) rather than urgent (“I really need this role”).

The practical answer for most hiring teams: work with a partner who already has these relationships. Reaching passive candidates and building trust with employed professionals is a full-time discipline. It is also the reason firms like ours exist.

What’s Next

If your application pile keeps producing the same disappointing result, the pile isn’t the problem. The strategy that relies on the pile is.

I challenge you to evaluate two things. What are you doing to engage the CRAs who aren’t applying because they don’t have to? And what are you doing to make a confidential conversation with a job hugger feel safer than staying where they are?

As always, let us know how we can help. But I will leave you with one last thought: If you keep recruiting the same way, you will keep getting the same application pile. What do you have to lose by trying a different approach?

To Your Success,
Angela Roberts, Managing Partner of craresources

The post The Best CRAs Aren’t Applying to Your Job Posts. Here Is Why. appeared first on craresources.

In our recruiting practice, we sit on the receiving end of the post-interview debrief. After the panel meets and the hiring manager calls us back, we hear what was actually said in the room. And in our experience, there are four primary reasons why qualified candidates are consistently getting interviews but no offers.

I will start by stating that hiring managers rarely tell a candidate why they didn’t extend the offer. Unfortunately, the candidate is left guessing as to why…so when a strong clinical research professional racks up four, five, six interviews without an offer, they reach for the worst explanation available: it must be me.

Most of the time, it isn’t.

It is usually one of four patterns we see over and over again across our pharmaceutical, biotech, medical device, and CRO clients.

Pattern One: Storytelling

The most common debrief comment we hear is some version of, “He seemed qualified, but I never got a clear example of him actually doing the work.” Behavioral interviews are won and lost on specific stories. When a candidate answers a “tell me about a time” question with a hypothetical (“I would handle it this way…”), or with generalities, the interviewer can’t picture the candidate doing the job.

The net? They can’t defend a hire decision when they can’t picture the candidate performing in the role.

The fix? Craft and practice elevator pitches. We show you how in these posts and real podcast examples.

Pattern Two: Enthusiasm for the Specific Role

This one sounds like, “She was good, but I don’t think she really wants this job.” The candidate may have wanted the job badly. But if every answer could have been delivered to any sponsor or CRO in the industry, the hiring manager hears interest in a job, not interest in this one.

And this is especially important in a final interview (or even an advanced round interview). The manager is choosing the person who already feels like part of the team. Generic enthusiasm reads as risk….and this is why ‘anything with a paycheck‘ backfires for candidates.

Every hiring manager wants to believe that you have hand-selected their particular position. If you can’t show your passion for this particular role, your candidacy won’t be taken as seriously.

Pattern Three: Alignment to the Employer’s Actual Problem

“The skills are there, but I’m not sure he has solved our version of this problem.” Clinical research experience doesn’t translate itself. A CRA moving in-house, a functional expert pivoting into CRO leadership, a Site Manager moving into a sponsor role…the experience is real, but the candidate hasn’t done the work of connecting it to the role in front of them.

The interviewer is left to do that work, and most won’t. The biggest mistake most mid-career job seekers make is to sell their history instead of their skills. You have to get detailed, get specific, and become personal.

Pattern Four: Perceived Risk

This is the quietest reason and the most common in advanced rounds. The candidate is competent, but not the easiest hire to defend internally. Hiring teams don’t only choose the most qualified person on paper. They choose the person who feels lowest-risk: easiest to manage, easiest to onboard, least likely to create friction.

A technically excellent candidate who shows any tension around feedback, coachability, or fit will lose to a slightly less polished candidate who feels safer.

Some Final Thoughts

If you are a clinical research professional reading this and feeling the sting of recognition…that is useful information. Each pattern has a repair, and the repair starts with naming which pattern is yours. We offer support for that!

And if you are a hiring team frustrated by the search for a high-quality clinical research candidate, we see the trends and continually update our recruitment process to adapt and refine. That is most of the value of working with a niche firm: we sit in both rooms, hear both sides, and translate. Reach out to find out how we can work together.

The post Why You Are Getting Interviews But No Offers appeared first on craresources.

I saw a post the other day where a job seeker was upset because an interviewer asked why she had been out of work for so long. Guys, every interviewer is going to ask about an employment gap. The real question is how you prepare to answer it with confidence and professionalism. So let’s tackle the real question: What is the right way to address a long gap between jobs? How much should you say or not say when asked about it? And how do you maintain your confidence when long-term unemployment begins to feel personal?

In this week’s roundtable, our team leads an honest and practical conversation about how to handle long-term unemployment on your resume and in your interviews. We also discuss the mindset that could cause you to come across as defensive. The discussion explores how to reshape your story so potential employers view your experience as a strength rather than a setback.

Should you explain your gap in your cover letter or include a short note on your resume? Can volunteer work, certifications, or courses help you tell a stronger story? What about when the reason for your gap is deeply personal, such as caregiving or burnout? The team shares smart strategies, thoughtful wording, and insights on when to give context without oversharing.

This conversation goes beyond formatting advice. It examines how mindset impacts results during a job search. We remind listeners that long-term unemployment is not a reflection of worth. Instead, clarity, honesty, and confidence are what truly stand out to hiring managers.

If you have been facing long-term unemployment, you will not want to miss this episode. It may just help you turn your employment gap into one of the most powerful parts of your professional story.

Listen to Secrets of a CRA Recruiter on Your Favorite Channel! 

The post Roundtable: Reframing Long Term Unemployment appeared first on craresources.

Building the right partnership is never accidental, regardless of whether you are building relationships in your personal life or your career. In this episode, our team explores the parallels between choosing a talent match (aka a recruitment agency) and choosing the right partner. Just like dating, selecting a recruiter calls for discernment, honesty, and a clear understanding of what you want. Too often, job seekers and hiring managers settle for convenience or overlook red flags, only to discover later that the relationship lacks trust and shared goals.

When we talk about a “talent match,” we mean more than just placing a candidate or landing a job. True alignment stems from shared values, ethical practices, transparent communication, and mutual investment. The quick, easy path may look appealing, but meaningful professional partnerships, like healthy personal ones, take effort and integrity.

This conversation challenges both companies and candidates to view recruiting through a more intentional lens. Would you go on a blind date without checking who you are meeting? The same principle applies here: research, vetting, and thoughtful interaction matter. The best partnerships form when both sides take time to assess fit, define priorities, and build credibility.

The takeaway? Do not just settle for convenience. Choose a recruiter like you would a partner; one who listens, invests, and brings out your best for the long term. Tune in to learn how finding your ideal talent match can transform your career relationships.

Listen to Secrets of a CRA Recruiter on Your Favorite Channel! 

The post Roundtable: The Talent Match-Choosing the Right Recruiter appeared first on craresources.

Great Recruiters Are Nothing Like Used Car Salesmen

There is a persistent misconception in the public imagination: when some people hear the phrase “recruiters,” they immediately picture a pushy used car salesman. Flashy, slick, and only interested in making a quick deal.

No offense to those in car sales.

Here is the truth: great recruiters could not be further from those stereotypes. If you are a candidate seeking your next opportunity or a client hoping to add top talent to your team, knowing what sets great recruiters apart is essential. Here is how you can identify truly great recruiters and recruitment agencies.

Great recruiters are true industry experts

They do not just skim the surface. Instead, they immerse themselves in your sector, mastering its language and cultural nuances. This is much like learning a foreign language. You do not become fluent just by reading a phrasebook, but by living the experience. The best recruitment agencies specialize in your niche. This ensures their recruiters can quickly recognize exceptional candidates and understand the unique needs of hiring companies.

Great recruiters offer consultative guidance

Rather than acting as transactional matchmakers, great recruiters provide valuable hiring consultation, such as training on effective interview techniques for both candidates and hiring teams. You should look for agencies that help with resumes, craft tailored job descriptions, and offer thorough compensation insights. These are signs of a recruitment firm that prioritizes your long-term success.

Great recruiters build genuine relationships

Top recruiters understand that recruitment is about partnership, not one-off arrangements. You deserve a dedicated, experienced Account Manager who stays the course and earns your trust over time. If your recruiter is not honest, transparent, and truly invested in your best interests, you have not yet found a great recruiter.

Great recruiters stand by their placements

The confidence of great recruiters is shown through placement guarantees. With a robust screening process and a strong belief in their ability to deliver exceptional talent, they are willing to offer money-back guarantees on placements to clients. This demonstrates a true commitment to quality.

Great recruiters go beyond job boards

Instead of relying only on postings and waiting for applicants, great recruiters proactively source talent. They target, engage, and attract top performers. Even those who are not actively seeking new roles. This means your new hire will be someone genuinely motivated to join your organization, not just someone in need of a job.

Great recruiters are true partners

The best agencies behave as though they are on retainer, fully invested in your search, but they only get paid when they make a successful placement. As a candidate, you should never be asked to pay a fee. Agencies operating on this basis are rare, but they are the ones who demonstrate true partnership and the “and then some” factor.

Ultimately

Great recruiters act as trusted guides and advocates, not as fast-talking salespeople. They bring expertise, integrity, and a commitment to building long-term relationships that benefit both candidates and clients.

Looking for a great recruiting agency? You have found it! Give us a call. 

The post Great Recruiters Are Not Used Car Salesmen appeared first on craresources.

Our digital world makes it easier to find relevant jobs. Our social media platforms, communication forums, and professional networking communities facilitate easy email correspondence with potential employers throughout the job application process. But because email correspondence is so easy, professionals should be aware of the unspoken ‘rules’ concerning business email etiquette. This article will provide several email etiquette examples to help job seekers leave a good impression. 

Keep in mind that email etiquette is more than just monitoring what you type within the email. 

Use a Professional Email Account

Using an unprofessional or inappropriate email address can raise doubts about your suitability for the company or role. As a job seeker, you should consider your email address as part of your personal brand. 

Enhancv just published an article stating that 76% of job applicants are ignored if the applicant’s email address is deemed unprofessional. 

So what is considered unprofessional? 

Don’t use a shared email account.

Don’t share your job search or professional networking email account with a roommate, sibling, partner, or spouse. Recruiters and hiring managers want to dialogue directly with you. Not only will they be unimpressed when they receive an email from jimmyanddiane@dontdothis.com, but they will also be concerned with sharing private information about your candidacy. 

Never conduct a job search using your current work email address.

This seems like a ‘no-brainer’ but we often see folks use their current work email address when contacting us for open positions. And we aren’t alone. According to Enhancv, 13% of those polled admitted to using their company email to conduct a job search in 2024. 

Why would you do that? 

Aren’t you (as the candidate) concerned that your current employer will frown upon that behavior? On the receiving side, I certainly frown on it. It raises serious concerns about your ethics and professionalism. 

Informal email addresses will reduce your credibility.

You also want to refrain from using email addresses that are too personal or extremely informal. For example, a candidate using divaprincess@domain.com reached out to me once. 

Maybe she thought she was being funny or quirky, but I found it quite negative. Perhaps my previous experience working with divas, mean girls, and princesses caused me to be immediately turned off by her outreach. Maybe she was an excellent candidate. But I never found out because I didn’t review her credentials. Ultimately, I couldn’t shake the concern I had about her judgment in using such an unprofessional email while attempting to network or job search. 

How to select a professional email address.

For those of you who have changed your name (married, divorced, etc), ensure the email address you use for the job search matches the name you go by.  

This includes the use of nicknames. Your resume, cover letter, social media profiles, and email address will better represent your professional brand if you are consistent in the name used across all platforms. 

You may want to consider setting up an email account just for job searching and professional networking. This will ensure your job search and networking emails don’t get mixed up with your personal messages.

Ideally, your job search or professional networking email address will be firstnamelastname@gmail.com. And yes, the use of gmail.com is on purpose. Unless you have a branded domain, we recommend using Gmail for better deliverability (and receivability).  

Include a Signature

All of your important contact information should be included in an email signature. At a minimum, include your full name, email address, and phone number. If possible, include a link to your LinkedIn profile and if you have created a branded style for your resume and cover letter, consider using the same style (fonts, colors, and graphics) in your signature. 

As a side note, steer clear of adding quotes to your signature as it may be seen as unprofessional. Worst case, it may distract or offend a potential hiring manager. Best case, it will likely detract from the point of the email. 

Format it Like a Business Letter

Emails should not be one long paragraph of words. Research shows that including a moderate amount of whitespace in emails improves readability and visual appeal. Therefore, the formatting should mirror that of a typical business letter. Use clearly defined paragraphs with spaces between. The entire message should be left-justified and either single-spaced or spaced at 1.15. 

And for goodness sake, proofread for errors. While the percentages of rejections vary across surveys, hiring managers consistently reject candidates due to misspellings, typos, and grammatical errors. 

Be Brief and Concise

Research from Litmus shows that people spend about 9-12 seconds reading an email. And a Boomerang study states that for an email to be effective, it should be between 50-125 words.  

The reality is that hiring managers will not read a long email from a job candidate. Most hiring managers use email services such as Outlook, which show an email preview that is usually the first 4-5 sentences of the email before it is opened. Therefore, focus on including all relevant and important information at the front of your email.

You want to hook your reader quickly, so they stay engaged throughout the entire message.

Salutations Can Be Tricky

If you know the person you are writing to, address your email directly to that person. But be formal. 

For example, you would send an email to me with the salutation “Dear Ms. Roberts” instead of “Good morning, Angela”. You should only use the hiring manager’s first name under the following circumstances: 

• I introduce myself as Angela on a call or interview. Therefore, you can call me Angela moving forward. 
• You call me Ms. Roberts and I give you permission to use my first name. 
• We build a relationship (which is the goal). 

Side note – never (never) revert to using a nickname without gaining permission from the other party. Angela is Angela (not Angie). Susan is Susan (not Sue). Robert is Robert (not Bobby). 

But what if you don’t know the receiver’s name?

I delete a couple of emails a week that are addressed to ‘Dear Sirs’. Why…why…why would anyone send me an email using such an egregiously incorrect salutation? 

The point of your email is to get personal. And when you trip over the opening salutation by being thoughtless and transactional, you show me that you aren’t a critical thinker. Even worse, by sending me an email titled ‘Dear Sirs’, you are showing me that even when you should be on your best behavior you revert to pattern and habit. 

Think. 

As a side note, some experts will tell you to address the email to ‘Dear Hiring Manager’. I don’t completely disagree with that advice, but I feel it is more efficient to just move into the first paragraph of your message if you don’t know the receiver’s name.  

And speaking of the first paragraph… 

Don’t Waste Email Real Estate With Meaningless Opening Phrases.

A list of email etiquette examples wouldn’t be complete without telling you to get right to the point of the message. While you want to be polite, don’t waste important space with phrases like “I hope you are doing well and staying safe”. 

You don’t care if I am doing well and staying safe. But you do care about the job I am offering. Be clear about the reason you are writing. In fact, I recommend you start the first paragraph with a sentence like “I am writing to you today to express my interest in…”.

Simple and direct. 

How do You Send Your Email?

Before you hit that send button, test it. Send the email to yourself and two to three colleagues so it can be thoroughly checked before you send it to the recruiter or hiring manager. 

Do not mass email your resume and cover letter to several employers at the same time. Do not use the Bcc option either. Your resume and cover letter should be tailored for each position to increase your chances of being selected for an interview.

I do, however, recommend you openly copy yourself when you send the email. File it, being sure to keep track of all applications, follow-ups, and responses.  

Other Common Failures

Here are some additional areas to consider:  

• Always include a clear subject line in your email. I recommend listing the position as well as your name so the receiver can either route the email to the right person or easily find it later. 
• Do not use your email’s “stationary” feature. Emails with background images or color make it hard to read. And unless you are applying for a graphic design position, colorful stationary emails will detract from your brand as a serious professional. 
• Avoid ornate or difficult-to-read fonts. Instead, use an easy-to-read font such as Arial. Also, make sure the font size is between 10 to 12 point and all words are in black or standard color. 
• Unless a word is grammatically correct in all capitals (IBM, as an example), refrain from writing words in all caps. Not only will spell check not identify misspellings when words are in all capitals, but it is unnecessary. 
• While you want to express enthusiasm in the tone of your email’s message, do not use bold or colorful font to indicate excitement or importance. 
• Never use slang, acronyms, or emoticons. You must represent yourself as a professional in every interaction.

In Conclusion

You have worked hard to build your resume and cover letter. You have also put a lot of effort into finding the right job for you. Don’t let these email etiquette examples negate your efforts.

Have questions? Contact us and we will help where we can.

The post Email Etiquette Examples for Job Seekers appeared first on craresources.

Today’s roundtable is about how to work with a recruiter. And while we speak about working with a recruiter to obtain a new position, we also discuss how to continue working with your recruiter to transition into your role (if a perm position) or as you work out your assignment (if contract).  

A primary focus of this roundtable is how to work with a recruiter transparently. And more importantly, we discuss how important it is to select a recruiter who will be transparent with you.

Why do we think this topic is important? 

Because when you are transparent with your recruiter (and your recruiter is transparent with you), the chances of you finding a position with a transparent company are much higher. I have seen multiple studies that present how workplace transparency is the number one factor in employee happiness. Statistics show that companies that practice workplace transparency have teams that are more likely to meet their goals because transparency fosters collaboration.  

And from my 30+ years as a supervisor, I can testify that managers who are transparent with their team members are proven to have a more engaged, innovative, and creative team. So let’s dig into today’s discussion on how to work with a recruiter clearly and transparently…and how it will help you find the perfect fit with a wonderfully transparent company.

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Several years ago Lou Adler wrote an article that described what recruiters and talent leaders felt were challenges to hiring the right person. He boiled their feedback into two primary categories: Teams aren’t seeing enough quality candidates, and Hiring managers are the problem, not the solution. 

Hiring the right person can certainly be a challenge. And yes, we see many Sponsors and CROs speak to a shortage of qualified CRAs as the reason to settle. But I don’t feel there is a shortage of high-quality CRAs. I do, however, feel the real ‘shortage’ companies are challenged with is their inability to attract great talent.  

But this is a discussion for another day. 

Today, I want to ask if you agree with Lou’s assessment. Do you feel hiring managers are the problem when it comes to a company’s ability to hire great talent? We teamed up with one of our industry leaders, Brian Dempster, to shed some light on the topic. We address the idea that hiring the right person starts with using the right interviewer. 

And no, not all clinical operations managers make good interviewers. But is the hiring process complete without clinical operations being involved? Likewise, I have met many recruiters who are terrible interviewers – especially when it comes to sussing the technical details. In a nutshell, my opinion is that the largest barrier most companies have to hiring the right person is their recruitment strategy…or lack thereof. 

We hope you enjoy the discussion!

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Been stung by Sneaky Fees?

I hear it all the time: Recruiters are too expensive.  Are they? Or is it that due to myths caused by sneaky fees and unethical billing practices many recruiting agencies get a bad reputation. We have found that many competing recruitment companies are not clear on what types of Agency Fees and/or Charges are standard.

Therefore, unfortunately the practice of Sneaky Fees and Surprise Billing is real.

Let’s talk a little about what you should expect as both a Job Seeker and Hiring Manager. We also discuss the pitfalls and sneaky billing practices we have seen recruitment firms practice that can put your company (and your budget) in jeopardy.

As a side note, we recently published an article on this topic in the hopes of protecting you. Hope you enjoy!

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The topic of hidden agency fees is a hot one for both job seekers and companies alike. When I first entered the job market, I was afraid of approaching a recruitment company because I was worried I would have to pay a fee as a job seeker. What I didn’t understand is that job seekers should never have to pay a fee! 

On the flip side, while companies do expect to pay recruitment fees, many companies are not clear on what types of charges are standard. Let’s talk a little about what you should expect as well as the pitfalls and sneaky billing practices that can put your company (and your budget) in jeopardy.   

Sneaky Billing

Imagine receiving a credit card bill that only listed a total amount due. Would you pay the bill without asking for transaction details?

Call me old fashioned, but I wouldn’t. And I wouldn’t expect my clients to either.

Several years ago, the Accounts Payable representative of one of our Sponsors sent an email to me asking about the Project Management fees on the last three invoices received. The email startled me because we don’t provide project managers to this Sponsor – only CRAs.

When I opened the invoices in question, I sighed a little bit of relief when I realized they were actually from another recruitment agency. It was interesting though, because as I viewed these invoices, what I found to be most interesting was that this “other” agency doesn’t provide PMs to this Sponsor either. 

They also don’t provide operational oversight to the CRAs, so in my mind, I just couldn’t understand what the ‘Project Management Fee’ was for.  I was curious about these fees so called my client to discuss. She told me this was the cost of the agency’s Account Manager to handle escalations when the CRA wasn’t meeting expectations! 

Wow! She then told me that these surprise and hidden recruitment fees were the reason why they were in the process of ditching that agency.

What Should Account Management Cost?

There should be no costs associated with an agency handling escalations. Here is why: When one of my clients calls me to complain about a CRA, I do four things:

1. Apologize profusely that there is an issue, while ensuring I gain full understanding as to the details of that issue from the client’s perspective. 
2. Immediately contact the CRA to discuss the root cause of what is going on.
3. Work with the CRA and Client to put an action plan in place to resolve.
4. Track that action plan to closure, ensuring every item is resolved to the Client’s satisfaction.

I never charge for my time when it comes to handling escalations. If a CRA that we have vetted and placed isn’t meeting expectations, it therefore becomes my responsibility to resolve the issue. 

An Acceptable Invoice

There was an additional (and significant) issue with these invoices outside of the surprise recruitment fees: there was no documentation to support any of the charges. 

We live in an industry that has to be audit-ready at any given time. Along those lines, I feel that invoices for time and expenses should be just as audit-ready as the data gathered from clinical trials. With that being said, invoices that simply provide the total costs shouldn’t be accepted.

• For hours, there should always be a client approved timesheet included in the invoice. How else will the Client be able to confirm the hours are accurate?
• Additionally, from a competency standpoint, all time should be broken down into meaningful categories. For example, clients may want their spend tracked to different project codes or different charge categories such as site management, training, monitoring, report writing and travel time.
• And for Pass-through expenses, there should always be an itemized listing of what the expenses are for, and receipts should always be included. Providing this detail not only ensures there are no mistakes, but also enables the client to confirm the charges adhere to their travel guidelines.

Shame on any agency that a) isn’t transparent in their billing, fully disclosing the associated timesheets and expenses or b) charges recruitment fees for handling complaints and escalations.

Avoid Surprises by Automating Time and Expense Tracking

There are a lot of benefits to having an automated time and expense tracking system in place. If your company doesn’t already have one (and there isn’t the budget to establish one), consider leveraging a recruitment agency that uses an automated system.  

Why? 

Improves Accuracy and Efficiency

Several years ago Ungerboeck produced the results from a controlled study where 215 students were given 30 data sheets that contained six types of data to process. The studies made an average of 10.23 errors when manually analyzing the data sheets. However, when using an automated system, the error average dropped to 0.38 mistakes.  

Why does this matter? A recent survey from the Workforce Institute shows that 49% of US based workers will leave a company after two paycheck errors. And what a silly reason for attrition! 

Additionally, when the administration team doesn’t have to spend time manually calculating timesheets, they will be able to spend more time on higher priority tasks. Better accuracy and increased productivity? Seems like a win/win. 

Provides the Ability to Analyze Spend

A robust time and expense tracking system will provide the ability to monitor and control costs associated with every project. Additionally, outside of tracking the time and expenses per project, you can also break down the labor into specific charge categories which will enable your leadership to quickly identify billing outliers. 

For example, perhaps 9 out of 10 CRAs only bill between 3-5 hours to write a report while 1 charges 10 hours. As an operations manager, wouldn’t you want to be able to see this type of outlier so you can dig into the root cause? This type of data will certainly enable a proactive management approach for your projects. 

Tracks Tangible Data for Future Project Estimates

And for those of you with future projects in queue, knowing the actual spend of previous similar projects will give you the data needed to more accurately estimate these upcoming project budgets. 

Not Sure What Normal Is? 

Call us for a safe discussion. We are happy to answer your questions without strings (and no stalking afterwards). We look forward to hearing from you! 

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