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What We Heard at W3+ Fair Jena: Hiring in Optics and Photonics, Up-Close

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What We Heard at W3+ Fair Jena: Hiring in Optics and Photonics, Up-Close

Back from W3+ in Jena, and one moment captured the city for us. 

We were chatting with a commercial director when he stopped mid-sentence and pointed across the hall. A few booths away stood the person who had reviewed his PhD more than 20 years ago. 

It was a small moment, but it summed up the two days for us. More than 250 exhibitors and visitors from over 20 countries came to the Sparkassen-Arena on 23–24 September 2026. Yet what stood out most was how closely connected the people of Jena’s optics and photonics community are, that closeness shapes how companies grow here, and how they hire. 

Here is what we saw and heard, and why it matters for anyone building a team in optics, photonics or metrology. 

Jena up-close

In Jena, optics and metrology aren’t just industries. They are part of the city’s identity. The story runs from Carl Zeiss, Ernst Abbe and Otto Schott to today’s ZEISS, SCHOTT and Jenoptik, and to a large community of SMEs, start-ups and research institutes. Many people here have known each other for decades, some for generations. 

That network of trust is one of the region’s biggest strengths. It also means that reputation and relationships matter a great deal. If you want to grow and hire in Jena, you need to understand how the community is connected. 

We stayed near Spittelplatz and walked everywhere. Jena is compact, easy to get around and full of character. For candidates thinking about a move, that is more of a selling point than people might expect. 

Panoramic view of Jena, Germany, surrounded by wooded hills and autumn foliage. The cityscape features residential and commercial buildings, with the distinctive JenTower rising prominently in the centre beneath an overcast sky.
Abstract close-up of illuminated fibre optic strands against a dark background, with glowing points of green, purple, pink and white light. The image represents photonics, optical technology, high-speed data transmission and advanced communications.

Jena in a few facts

  • Over 175 years of optics. Carl Zeiss opened his workshop in Jena in 1846. Together with Ernst Abbe and Otto Schott, whose glassworks followed in 1884, he laid the foundations of modern optics. 
  • A university since 1558. Friedrich Schiller University is one of Germany’s oldest, and today it works closely with Fraunhofer IOF, Leibniz IPHT and the Ernst Abbe University of Applied Sciences. 
  • 19,600 people work in photonics in Thuringia, most of them in and around Jena. The sector generated €4 billion in revenue in 2024 (OptoNet Photonics Report 2025). 
  • 72% of that revenue is exported, and companies reinvest around 15% of sales in research and development. 
  • Still growing. Jenoptik is expanding its optics production in Jena, with around 50 new jobs for technicians and engineers. 

Trends shaping the region

The programme at W3+ went well beyond classic optics. Five trends came through clearly, both on the stands and in our conversations. 

Photonics is moving into new markets. The fair was built around medtech, aerospace and space, defence and dual-use, quantum and deep tech. Each new market needs people who can explain the technology to a new type of customer. That drives demand for Application Engineers and technically strong sales people. 

The customer base is international. With most revenue coming from exports, companies need commercial and service staff who can support customers abroad. Think travel-ready Field Service Engineers, multilingual Technical Sales and Application Engineers used to international projects. 

Service is a growth lever. As the installed base of complex optical, imaging and metrology systems grows, installation, maintenance and support become strategic. Demand for FSEs and service leaders stays high. 

Disciplines are converging. Products increasingly combine optics, electronics, software and precision mechanics. Companies want engineers who are comfortable across several disciplines, not only in one. 

A strong academic pipeline. Friedrich Schiller University, Ernst Abbe University of Applied Sciences and institutes such as Fraunhofer IOF and Leibniz IPHT supply excellent graduates and researchers. The next step is building the experienced, customer-facing layer on top of that foundation. 

Close-up of a precision optics laboratory featuring lenses, mirrors and optical components mounted on an experimental table. Beams of light pass through the equipment, representing photonics research, optical engineering, laser technology and advanced scientific innovation.
Elevated view of a modern trade show and exhibition hall with multiple company booths, displays and attendees networking throughout the venue. The bright, contemporary space highlights industry events as a place for businesses, specialists and professionals to connect, share ideas and build relationships.

What companies told us

We went to Jena to listen, not to pitch. We asked about growth plans, market trends and what gets in the way. The same themes came up again and again. 

  1. SMEs are on a growth path. Many have concrete plans to scale in the near future. The universities give them a strong base of talent, and the next step is adding experienced engineers to lead that growth. 
  2. Smaller companies have their own strengths. Next to the region’s well-known names, SMEs can offer more ownership, shorter decision paths and a real impact on the product. That is a story worth telling candidates, clearly and confidently. 
  3. Companies are looking beyond the usual circles. More and more of them welcome talent from neighbouring high-tech fields, such as semiconductors, electronics or precision engineering, and value the fresh perspective it brings. 
  4. Hybrid profiles make the difference. People who combine technical depth, industry experience and customer skills are rare and highly valued. This applies especially to Field Service Engineers, Application Engineers and Technical Sales. Generic job ads rarely reach them. 
  5. A close-knit market calls for discretion. When everyone knows everyone, candidates and employers alike appreciate a confidential, well-judged approach. 
  6. HR teams are stretched across many roles. In lean SMEs, generalist HR teams often handle everything at once. A specialist partner can take the most niche searches off their plate. 
  7. Relocation is about people, not boxes. The move itself is logistics. Helping someone and their family feel at home in Jena is what makes them stay. 
  8. The best candidates are open to the right conversation. Most experienced specialists are employed and not actively looking. A personal approach and an honest, credible story about the role and the company can spark their interest. 

How Delve Search can help

This is the work we do every day. We find hard-to-reach specialists in Germany and Switzerland, tell your story credibly to people who are not actively looking, and support relocation so new hires settle in well. Our focus is on the roles that are hardest to fill: Field Service Engineers, Application Engineers, Technical Sales and technical leadership. 

We work on a no win, no fee basis, so there is no risk in starting a conversation. 

A big thank you to everyone who took the time to talk with us in Jena. If you are building a team in optics, photonics or metrology, we would be glad to continue the conversation and hear your story. Get in touch with us here. 

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Sources

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Why Advanced Manufacturing in the US Is Facing a Workforce Bottleneck

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Why Advanced Manufacturing in the US is Facing a Workforce Bottleneck

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Investment in advanced manufacturing is rising

Investment in advanced manufacturing across the United States continues to grow. Semiconductors, aerospace, defence, energy and advanced materials are all expanding domestic production. Companies are also trying to make key supply chains more secure.

Money, facilities and equipment are vital. But growth now depends on another factor: having enough skilled people.

Different industries are competing for the same people

The talent problem is no longer limited to one market. Several industries now need the same skills at the same time.

Process engineers, manufacturing specialists, automation experts, quality leaders and reliability professionals are in demand across many sectors.

That changes who companies compete with when they hire. A semiconductor business may not only lose talent to another chip company. It may also compete with aerospace, energy or advanced materials employers for people with similar skills.

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Traditional hiring can miss much of the market

Many firms still rely on job adverts and active applicants. That can work for some roles, but it is less effective when the talent pool is small.

A narrow search area can make the problem worse. The right person may live in another state or may not be looking for a new role at all.

Direct search and market mapping can give employers a wider view. They can help find experienced people, show where key skills sit and start conversations before a vacancy becomes urgent.

As talent becomes harder to find, the way a company hires can affect how fast it grows.

Workforce skills take time to build

A new plant can be funded and planned in months. Experienced engineers and leaders take years to develop.

Companies therefore need to plan hiring earlier. That means looking at future skills needs, mapping likely talent pools and building links with people before roles are live.

Businesses that do this early may be better placed to grow while demand for specialist skills remains high.

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Different Industries, Same Problem: The Global Talent Constraint

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Different Industries, Same Problem: The Global Talent Constraint

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Different markets are increasingly facing similar challenges

Semiconductors, aerospace, advanced materials, and manufacturing sectors often appear to face distinct operational challenges.

However, beneath differences in technology, production methods, and strategic priorities, many industries are encountering remarkably similar structural constraints. Increasingly, growth is becoming dependent upon access to highly specialised expertise.

Semiconductor expansion highlighted the challenge early

Recent semiconductor investment cycles have demonstrated how workforce limitations can influence broader industrial strategy. Significant investment into manufacturing capability created demand for specialist engineering expertise that proved increasingly difficult to secure. As manufacturing growth accelerated, workforce constraints became increasingly visible, however, semiconductors are not unique.

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Aerospace and advanced manufacturing are experiencing similar pressures

Aerospace organisations expanding advanced materials capability are encountering comparable challenges. Manufacturers investing in composites, carbon fibre production, and advanced engineering capability are increasingly competing for scarce specialist expertise.

The challenge extends beyond individual industries, it increasingly exists across the entire advanced manufacturing ecosystem.

Workforce strategy is becoming strategic infrastructure

Historically, hiring has often been viewed as an operational support function but that perspective is changing. Access to expertise now directly influences execution capability, programme delivery, and long-term competitiveness.

Organisations that treat workforce planning as strategic infrastructure rather than administrative process may ultimately place themselves in a stronger position to scale.

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Carbon Fibre in Aerospace: Scaling Innovation vs Scaling Talent

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Carbon Fibre in Aerospace: Scaling Innovation vs Scaling Talent

Carbon Fibre Is Becoming Increasingly Critical to Aerospace Performance

Carbon fibre has become one of the aerospace industry’s most strategically important materials. Across commercial aviation, defence programmes, and emerging space technologies, manufacturers are continuing to prioritise lighter, stronger, and more efficient structures that improve both operational performance and long-term sustainability objectives.

As aircraft design evolves and pressure increases to improve fuel efficiency while maintaining structural integrity, carbon fibre is no longer viewed as a specialist material reserved for niche applications. It is increasingly becoming central to how modern aerospace systems are designed, developed, and manufactured.

However, while investment into advanced materials capability continues to accelerate across the United States, scaling production introduces challenges that extend beyond technology or manufacturing infrastructure alone.

Increasingly, organisations are encountering workforce limitations that threaten to slow progress.

Scaling Carbon Fibre Manufacturing Requires Specialist Expertise

Unlike conventional manufacturing methods, carbon fibre production introduces layers of technical complexity that require highly specialised expertise throughout the manufacturing lifecycle.

Composite layup techniques, curing processes, quality assurance protocols, environmental controls, and certification requirements all demand a level of technical capability that is difficult to build rapidly.

Expanding manufacturing capacity is therefore not simply a matter of increasing investment or adding additional production lines. The capability required to scale advanced materials manufacturing develops over years of experience and knowledge accumulation.

As demand continues to grow, that capability is becoming increasingly difficult to secure.

Close-up image of layered carbon fibre composite material showing its distinctive woven pattern. Multiple sheets of carbon fibre fabric overlap and curl at the edges, highlighting the lightweight, high-strength material widely used in aerospace manufacturing for structural components, fuel efficiency, and performance enhancement.
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Aerospace Companies Are Competing for an Increasingly Limited Talent Pool

The challenge extends beyond aerospace alone.

Engineers with experience in advanced composites, materials science, process engineering, and precision manufacturing are now being sought across multiple high-growth industries simultaneously.

Defence organisations, semiconductor manufacturers, advanced materials businesses, and aerospace companies are increasingly competing for overlapping specialist expertise.

As competition intensifies, organisations relying on traditional hiring approaches may find themselves operating at a disadvantage.

Investment Alone Does Not Solve Capability Constraints

Significant capital investment is being directed towards strengthening US manufacturing capability and expanding domestic industrial capacity. However, investment does not automatically create expertise. Whislt facilities can be expanded relatively quickly, specialist capability development takes considerably longer.

The organisations that successfully scale advanced materials capability over the coming years are unlikely to be defined solely by capital deployment or technology investment. Increasingly, competitive advantage will depend upon securing and retaining the expertise required to execute long-term growth strategies.

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Final Thought

Carbon fibre innovation will continue to reshape aerospace manufacturing over the coming decade. However, as demand accelerates, organisations may discover that material access is only part of the equation.

The more significant challenge increasingly lies in securing the expertise required to support innovation at scale because capability growth does not occur automatically, it has to be built deliberately.

Speak with a semiconductor search specialist

We support US semiconductor companies with retained search for engineers, technical leaders and niche expertise.

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The Composites Boom in US Aerospace — And the Talent Challenge Behind It

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The Composites Boom in US Aerospace and the Talent Challenge Behind It

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A Sector Scaling at Speed

The US aerospace industry is entering a new phase of expansion.

Rising defence budgets, increased commercial aircraft demand, and continued investment in space programmes are driving growth across the sector.

At the centre of this momentum is a shift in materials.

Composites are no longer a specialist capability.
They are becoming fundamental to how modern aircraft are designed and built.

Why Composites Are Now Critical

Advanced composite materials offer clear advantages over traditional metals.

They reduce weight, improve fuel efficiency, and enable more complex aerodynamic designs.

For manufacturers such as Boeing and Lockheed Martin, their adoption is not just about performance.

It is about maintaining competitiveness in an increasingly demanding market.

As a result, composites are now embedded across major programmes, from commercial aircraft structures to next-generation defence platforms.

Close-up texture of high-performance black carbon fiber fabric roll for automotive and aerospace engineering.
Detailed black and white close-up of a modern aircraft jet engine intake and turbine blades.

A Different Kind of Manufacturing Challenge

However, the shift to composites introduces a level of complexity that is often underestimated.

Unlike traditional metal fabrication, composite manufacturing requires:

  • highly controlled production environments
  • specialised materials handling
  • precise curing and layering processes
  • deep understanding of material behaviour

This is not a simple transition. It is a fundamental change in how aerospace manufacturing operates.

The Talent Constraint Behind the Growth

As demand for composites accelerates, a familiar issue is emerging.

The availability of experienced talent is not keeping pace with industry needs.

Engineers and technicians with expertise in composite materials, process engineering, and advanced manufacturing are in short supply across the US.

This is not a short-term gap. It is a structural constraint.

Industrial worker welding metal frame with bright sparks and protective red safety gloves in a workshop.
Male industrial engineer in blue coveralls and hard hat using a digital tablet for plant inspections.

Competing for the Same Skillsets

The challenge is further intensified by competition across adjacent industries.

Many of the same skillsets required in aerospace are also in demand in:

Companies are no longer just competing within aerospace, they are competing across the entire advanced manufacturing landscape.

Investment Alone Is Not Enough

Significant capital is being deployed to expand US manufacturing capacity.

  • Facilities are being built.
  • Programmes are being scaled.
  • Supply chains are being reshaped.

Investment alone does not solve the problem, without the right people to design, implement, and operate these systems, growth will remain constrained.

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Where Traditional Hiring Falls Short

Many organisations are still relying on conventional recruitment approaches.

In a market where talent is both scarce and highly specialised, this creates friction.

  • Roles remain open for extended periods.
  • Projects are delayed.
  • Opportunities are missed.

What worked five years ago is no longer effective in today’s market.

A Structural Shift in How Talent Is Secured

The companies that are successfully scaling are taking a different approach.

They are:

  • looking beyond traditional talent pools
  • engaging with passive and international candidates
  • aligning hiring strategy with long-term programme goals

This is no longer just recruitment. It is a strategic capability.

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The Real Bottleneck

The growth of composites in US aerospace is not in question.

  • The demand is there.
  • The investment is there.
  • The technology is advancing.

However, the limiting factor is increasingly clear. It is not what can be built, it is who is available to build it.

Final Thought

As the aerospace sector continues to evolve, the organisations that succeed will not simply be those with the strongest programmes or the largest budgets.

They will be the ones that recognise talent as a core constraint and act accordingly, because in advanced industries, capability does not scale automatically, it has to be built.

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Speak with a semiconductor search specialist

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The Iran Conflict and Its Impact on the Semiconductor Market

The Iran Conflict and Its Impact on the Semiconductor Market

The conflict involving Iran is first and foremost a humanitarian and geopolitical situation. At the same time, it is beginning to affect global supply chains, including the semiconductor industry, which sits at the centre of modern technology.

A Global Industry by Nature

The semiconductor industry has always been global. Design may take place in the United States or Europe, fabrication in Asia, and materials sourced from multiple regions. Every part of the process depends on stable trade, energy supply and logistics.

That interconnectedness is also a vulnerability. When instability appears in a region as strategically important as the Middle East, the impact rarely remains local.

Energy Still Matters

One of the most immediate effects of the Iran conflict is through energy markets. Semiconductor manufacturing is highly energy intensive. Advanced fabrication facilities require large amounts of electricity, along with reliable access to industrial gases and chemicals.

The Strait of Hormuz remains one of the most important energy routes in the world. Any disruption affects oil and gas flows globally. This matters because many semiconductor producing regions rely on imported energy, higher energy costs feed directly into production costs, and volatility makes long term planning more difficult.

Materials Risk: The Helium Factor

Beyond energy, the situation highlights less visible dependencies within semiconductor manufacturing. Helium is a good example.

It plays a key role in cooling and maintaining the ultra clean environments required in chip production. A significant portion of global supply comes from the Middle East. If supply tightens, the impact can be felt quickly, particularly given how dependent production is on a steady flow of specialist gases.

Supply Chains Under Pressure

Shipping and logistics are another area to watch. The Gulf region is a critical route for both energy and wider trade. Disruption in this region can lead to delays, increased transport costs and less predictable delivery timelines.

For an industry that relies on precision and timing, even relatively small disruptions can have wider consequences.

Cost Pressure and Uncertainty

When energy, materials and logistics are considered together, the result is rising costs and greater uncertainty. Manufacturers are facing higher input costs, increased market volatility and more cautious decision making around expansion.

At the same time, the broader economic backdrop is becoming less predictable, adding further complexity to demand forecasting.

Demand Remains Strong

It is not all negative. Demand for semiconductors remains strong, particularly in areas such as artificial intelligence, cloud computing and advanced systems.

This creates an unusual situation. There are clear supply side challenges, but underlying demand has not weakened. For many companies, the issue is not demand itself, but the ability to meet it reliably.

What This Means in Practice

Situations like this tend to accelerate trends that were already underway. Supply chains are likely to continue diversifying, reducing reliance on any single region. Energy security is becoming a more prominent strategic consideration. Risk management is becoming more proactive, with greater focus on planning for disruption and securing critical materials.

There is also increasing emphasis on regional ecosystems. Building semiconductor capability across multiple regions, including Europe, is becoming more important.

The Talent Dimension

Geopolitical instability also influences where companies choose to invest and hire. Stable and established ecosystems become more attractive in uncertain conditions.

Europe already has strong pools of semiconductor talent across a range of specialised areas. In the current environment, that becomes even more relevant.

Looking Ahead

It is still early, and the situation continues to evolve. The long term impact will depend on how the conflict develops, how energy markets respond and how effectively supply chains adapt.

What is clear is that semiconductors do not operate in isolation. They sit within a wider system that includes energy, materials, logistics and geopolitics.

Final Thought

The Iran conflict is a reminder of how interconnected everything has become. Behind every chip is a complex network that depends on stability across multiple regions.

For businesses in the semiconductor space, understanding that broader picture is becoming an essential part of staying competitive.

Speak with a semiconductor search specialist

We support US semiconductor companies with retained search for engineers, technical leaders and niche expertise.

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The Global Semiconductor Talent Map: Why Europe Matters More Than Ever

The Global Semiconductor Talent Map: Why Europe Matters More Than Ever

The semiconductor talent shortage has become one of the defining challenges facing the global chip industry.

Over the past few years we have seen significant investment in semiconductor manufacturing, design and research and development. In the United States in particular, government initiatives and private funding are accelerating the construction of new fabs, design centres and technology hubs.

Much of the conversation around hiring challenges has focused on the US market. However, semiconductor talent has always been global.

For companies trying to solve their hiring challenges, Europe is becoming an increasingly important part of the picture.

Europe’s Established Semiconductor Ecosystem

Europe has long been home to some of the world’s most advanced semiconductor companies, research institutes and engineering communities.

While the region may not always attract the same attention as Silicon Valley or major Asian manufacturing hubs, it has quietly developed several highly specialised semiconductor clusters.

Some of the most notable include:

  • Eindhoven, Netherlands – A globally recognised hub for semiconductor equipment and advanced chip technologies
  • Dresden, Germany – Often referred to as Silicon Saxony and one of Europe’s largest semiconductor clusters
  • Grenoble, France – A centre for microelectronics research and semiconductor innovation
  • Leuven, Belgium – Known for its globally influential semiconductor research ecosystem
  • Cambridge, UK – A long standing hub for semiconductor design and deep tech companies

These ecosystems have developed over decades, supported by strong universities, research institutions and established semiconductor companies.

As a result, Europe has built deep pools of experienced semiconductor engineers across a wide range of specialisms. This includes expertise in device physics, process engineering, chip design, advanced packaging and semiconductor equipment development.

For companies involved in semiconductor recruitment, these clusters represent some of the most important talent pools in the industry.

network of people showing talent mapping

Why US Companies Are Looking to Europe

As semiconductor investment in the US continues to grow, competition for experienced engineers is intensifying.

New fabs, expanding design teams and increased research activity are all driving demand for talent faster than the domestic pipeline can realistically supply.

For many organisations this has created a need to look beyond traditional hiring markets.

Europe is increasingly attractive for several reasons.

Firstly, the region offers highly experienced engineers with deep semiconductor knowledge, often built through decades of industry work.

Secondly, many European engineers have experience working within global semiconductor organisations. This means they are already used to collaborating across international teams and complex supply chains.

Finally, the maturity of Europe’s semiconductor ecosystem means there is strong expertise in specialised areas that can be difficult to source elsewhere.

For companies involved in semiconductor hiring, understanding where these talent pools exist can make a significant difference.

Why Talent Mapping Is Becoming Essential

One of the biggest challenges in semiconductor recruitment is visibility.

Unlike larger industries where talent is widely distributed, semiconductor expertise tends to be concentrated within specific regions, companies and research institutes.

This is where semiconductor talent mapping plays an important role.

Talent mapping allows companies to identify where specialised engineers are located geographically, organisationally and within particular technology areas. This creates a much more strategic approach to hiring.

Instead of relying purely on inbound applications or reactive recruitment, organisations can proactively identify and engage the talent they need.

Effective semiconductor talent mapping can help businesses understand:

  • Where the deepest semiconductor talent pools exist
  • Which organisations are producing the strongest engineers
  • How talent moves between companies and regions
  • Where emerging semiconductor clusters are developing

In an industry where many roles require very specific experience, this level of market insight can significantly improve hiring outcomes.

Recruitment in a Global Semiconductor Industry

The semiconductor industry has always operated on a global scale. Engineers frequently move between countries and organisations during their careers, building experience across different technologies and markets.

As a result, semiconductor recruitment strategies are becoming increasingly international.

Companies that limit their hiring to local markets often find themselves competing for the same small group of candidates. Organisations that take a broader global approach are often able to access a much wider semiconductor talent pool.

However, international hiring does bring challenges.

Relocation considerations, visa requirements, cultural factors and compensation expectations all influence whether global hires are successful.

This is where specialist semiconductor recruiters can provide real value. Combining industry knowledge, geographic insight and talent mapping expertise allows companies to navigate the complexities of global hiring more effectively.

Looking Ahead

As semiconductor investment continues to grow across the US, Europe and Asia, competition for experienced talent is unlikely to ease any time soon.

What is changing is how companies approach the challenge.

Many organisations are starting to recognise that solving the semiconductor talent shortage requires a broader view of the global talent landscape.

With its established semiconductor clusters and highly specialised engineering communities, Europe will continue to play an important role in the global semiconductor talent map.

For companies willing to look beyond traditional hiring markets, the opportunity is significant.

Speak with a semiconductor search specialist

We support US semiconductor companies with retained search for engineers, technical leaders and niche expertise.

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Using behavioral assessments to match candidates with job success

Using behavioural assessments to match candidates with job success

By Dave Wood

As part of our commitment to going “Beyond the Paper” when representing candidates to our client base, we often use behavioural assessments to ensure we’re matching people with an environment in which they’re likely to be successful.

At the beginning of the process, the hiring manager(s) complete a survey to assess the behavioural patterns and cultures required for this person to be successful. Candidates then complete a counterpart survey, which shows how their behavioural tendencies match with the requirements.

The system we use is McQuaig, developed by Jack H. McQuaig who pioneered what he called the “Three Levels of Assessment” that underpins the McQuaig Psychometric System. McQuaig believed that companies hire based on what people “appear to do” and “can do” but that it is much more difficult to judge what someone “will do”. The three levels of assessment are designed to do that.

By asking our clients to complete the McQuaig Job Survey at the beginning of the process, we can then compare and contrast the results of the candidates’ McQuaig Word Surveys”, which provides an assessment of behaviour and temperament. Using the two in combination should allow our clients to make an accurate assessment of what somebody “will do” when appointed to a position, as opposed to what they appear to or are able to do.

This, when combined with a thorough assessment of skillset and aptitude, ensures that our clients are able to hire the right individuals for their teams, as opposed to the right CVs.

Get in touch with Dave to find out more about how he can support you in finding the right candidate for your business. 

Call: +44 1606 212020

Email: dave.wood@delverec.com

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Attracting Top Talent in Life Sciences

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Attracting top talent in Life Sciences: 6 ways to stand out in a competitive market

By Gareth Foden

Competition for skilled people across Life Sciences is intense. Biotechnology, pharmaceuticals and medical devices all need people with specialist technical, commercial and leadership experience.

That creates a simple challenge for employers. The strongest candidates often have options, and many are not actively looking for a new role.

So how do you make your business worth considering? These six areas can help you attract and engage stronger Life Sciences talent.

1. Understand the talent market

Start by understanding the people you need and the market you are hiring from.

Life Sciences covers many specialisms, from molecular biology and bioinformatics to clinical research and regulatory affairs. Each area has its own talent pools, salary expectations and hiring pressures.

Keep close to the market. Speak with candidates, follow industry developments, attend relevant events and use professional networks to understand where skills sit.

This also helps you test whether a brief is realistic. If a role combines several rare skills, is tied to one location and offers little flexibility, the available talent pool may be much smaller than expected.

2. Give people a clear reason to join you

For me, this is one of the most important parts of hiring.

Salary matters, but it is rarely the whole story. Life Sciences professionals may also care about the purpose of the work, the quality of the science, career development and the people they will work with.

Explain what the company is trying to achieve. Show candidates what they could work on, how the role can develop and why the opportunity is different from staying where they are.

Compensation still needs to be competitive. Review salary, benefits, flexibility and development support against the market before you start hiring.

Then ask a harder question: why would someone who is happy in their current company leave it for you?

If the answer is unclear internally, it will probably be unclear to candidates too.

3. Make your company visible to the right people

Smaller and mid-sized businesses can have excellent opportunities but limited visibility.

That becomes a problem when the people you want to hire do not know the company, its work or why they should consider joining.

Use LinkedIn and relevant industry channels to share useful content, company developments and vacancies. Give potential candidates a sense of the science, people and culture behind the brand.

Job adverts alone will not always reach specialist Life Sciences talent. Many strong candidates are already employed and are not regularly checking vacancies.

This is where a search partner can add value. Delve works directly with relevant talent markets, approaching people who may never respond to an advert.

4. Build academic and industry relationships

Academic and industry partnerships can strengthen your longer-term talent pipeline.

Build links with universities through internships, research projects, careers activity and graduate engagement. Professional organisations and industry events can also help you meet experienced people and raise your profile.

If people already know your company and understand its work, future recruitment conversations can start from a stronger position.

5. Focus on what the role really needs

It is easy to build a job description around the perfect candidate. The problem is that the perfect candidate may not exist.

Separate the skills that are essential from those that can be learned.

A motivated person with the right core experience, mindset and ability to develop may bring more value than someone who matches every line of the specification but is a poor fit for the team.

Think about your strongest employees. Their value probably comes from more than technical experience alone.

Be clear about the non-negotiables, but avoid shrinking the talent pool with requirements that are simply nice to have.

6. Keep the interview process moving

Strong candidates are often involved in more than one hiring process.

Long gaps between interviews, slow feedback and unclear next steps can lose people who were genuinely interested in the role.

Set the process before you start hiring. Decide who needs to interview, how many stages are necessary and how quickly decisions can be made.

Then communicate clearly throughout.

A thorough process is important, but thorough does not have to mean slow. Another company may reach a decision first.

Give Life Sciences talent a reason to choose you

Attracting strong Life Sciences talent takes more than advertising a vacancy.

You need to understand the market, present a credible reason to join, reach people who are not actively applying and run a process that keeps good candidates engaged.

Delve supports Life Sciences businesses with search and headhunting for technical, commercial and senior talent. Our approach goes beyond the CV to understand the person, the role and the company behind the hire.

If you would like help with a difficult search or advice on the current talent market, speak with Gareth.

Call: +44 (0)1606 212020

Email: gareth.foden@delverec.com

LinkedIn: Gareth Foden

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How do search firms find and engage the right people

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How search firms find and engage the right people

By Rob Bemment

In the competitive field of advanced materials, attracting top-tier leadership talent demands best practices that align with global standards. This blog highlights proven strategies from leading search firms to help you secure the best executive talent.

Global insights and local expertise – Top search firms blend global insights with local expertise. They understand the international landscape of the advanced materials industry while tailoring their approach to regional nuances.

Comprehensive market mapping – Leading firms invest in comprehensive market mapping to identify potential candidates. This involves researching competitors, understanding industry trends, and pinpointing key players. Market mapping ensures a broad view of available talent and helps identify candidates who may not be actively seeking new opportunities.

Emphasising cultural fit – Cultural fit is critical for long-term success. Top firms prioritise understanding both the client’s corporate culture and the candidate’s values and working style. This alignment is essential for ensuring that new leaders integrate seamlessly and drive organisational success.

Utilising advanced technology – Leveraging advanced technology tools, such as AI and data analytics, enhances the recruitment process. These tools can streamline candidate identification, improve assessment accuracy, and provide deeper insights into candidate potential.

Adopting best practices from top global search firms can significantly enhance your executive recruiting efforts. By focusing on comprehensive market mapping, emphasising cultural fit, and utilising advanced technology, you can attract and secure the best leadership talent in the advanced materials industry.

Get in touch with Rob to see how he can support you in your search for top talent:

Call: +44 1606 212020

Email: rob.bemment@delverec.com

LinkedIn: Rob Bemment


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