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This article will discuss the challenges faced by organizations around earning, developing, and retaining employee trust. Specifically, special emphasis on how and why companies must develop trust within their workforce. Next, I will discuss the imp

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

lication that can and will be faced by organizations if they do not develop trust within their workforce. Additionally, I will offer suggestions for how to build trust in organizations.

Since managers are initiators of trust, the target audience of

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

Examples of combination products may in

this paper will be management at all levels of a company. It is essential that management understand the value of trust and how to promote trust in their organizations. Competence, integrity and employee rapport are a few factors that determine org

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

nizational trust. However, the elusive nature of trust makes it one of the most difficult characteristics to maintain. Management needs employees to feel that they are valued, trusted, and have them believe that the company is acting with integrity

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

in their best welfare. In a recent survey, conducted by Watson Wyatt, they surveyed 13,000 people in varied job levels and industries. The study revealed that fewer that two out of five employees today have trust or confidence in their senior lea

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

Combination pro

ers (Caudreon). These results show that there is room for improvement, in the development of trust within organizations.

Recent events in the business world have made it more difficult for companies to maintain trust. The Author Anderson accountin

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

g scandals, Tyco, World Com., and Enron are just a few of the recent scandals. Also the intractable conflict in the Middle East, September 11, and the abuse of children by Catholic priests have also contributed to the lack of peoples trust (Chen 1).

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

This leaves a workforce with a very cynical view of management based on their observations that management has often laid ethics aside in order to benefit the bottom line. Even in companies that have a clean record, it is the small things that are c

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

hipping away at the trust, such as management saying one thing and doing another, forgetting promises, and generating confusion (Caudreon 2)

Economic factors, resulting in layoffs have caused loss of trust in many individuals. This in turn has bee

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

the cause of poor morale and reduced company loyalty. Downsizing has the same effect on employees especially if it is not handled properly or mis-communicated. The remaining employees are stuck wondering, “Am I next?” This has an even more devasta

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

ting effect on the younger and newer employees who recently watched top-level management get terminated or laid off after they have been loyal and served the corporation for many years. This sends the message that loyalty does not exist in companies

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

Following aspects would a

any more, and when the economy improves, these employees will likely seek employment where they feel more secure.

Other unseen costs of mistrust in the workplace include: no company loyalty, decreased commitment, and higher employee turnover. Dist

dd to the challenges in developing combination products:

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

ustful employees are not as productive. Likewise, mistrusting management wastes time checking up on employees. Therefore, it is imperative companies work to build trust in their organizations.

How do you build trust? Trust is earned when everyone’

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

s interests are considered and respected. Communication is the key to do this. Following is a list of suggestions for building and maintaining trust.

Building Trust: • Ensure open communication.
• Tell the truth.
• Share good and bad in

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

ormation between all levels of the organization.
• Encourage creativity.
• Foster talent.
• Allow disagreement without negative repercussions.
• Maintain integrity.
• Make decisions that are fair and consistent.

Mainta

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

ining trust:
• Reward value added activity.
• Managers should say what they will do, and do what they say they will do, in a nice manner, and be consistent.
• Reward pro trust behaviors.
• Punish breaches of trust.

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

Professional from academic institutions, pharmaceutical industries, health care indust

Earning trust
• Be honest.
• Management embracing change.
• Lead by example.
• Management visible to all levels of the company.
• Improve training.
• Communication in as far advance as possible.
• Try Workforce Re

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

duction alternatives; such as,
o voluntary severance,
o and early retirement.

In the end, organizations cannot earn, develop or retain employee trust; only people can. Trust is an interpersonal experience, while organizatio

.

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

s can define polices and practices that promote trust; it is the behaviors of individuals, especially leaders that determines the level of trust in an organization. Being honest is the easiest way to prevent loss of trust. If you don’t know the ans

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

Companies that provide selfless information through particip

wer, say so. If you have a tough question, ask it. If you say you're going to do something, do it, or provide an update as to why the schedule has changed. It is the little things, which add up, that help earn and maintain trust within organizations

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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There are people making incredible livings through the Internet. Yet, the majority of people never will. There are some very simple reasons for this. The misconceptions could be costing you a fortune.

Human Resource (HR) management is the process of managing people and includes hiring, developing, assigning, motivating, and retaining employees to achieve organizational objectives. The contributions of HR management will vary depending upon the organization's size, objectives, functions, construction pattern, complexity, nature of production, and employers. In large organizations, the human resource management also acts as a strategic business partner to meet challenging business needs.

The advisor is productive in a variety of ways. In this example the role of the consultant resembles a lot like that of a

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