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For Call Center managers, it is not a pipe dream to improve employee moral while increasing productivity. It may even come easy to some to find fresh, new ways to reduce performance problems. Sound like an ad

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

vertisement for something unattainable? Perhaps try to engage, involve, and connect employees to their work by the power of ASK.

Of course Call Center managers encounter unique problems and situations each da

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

Examples of combination products may in

for which they are required and expected to resolve regardless of other demands. To find solutions, managers must analyze statistics, review current processes, and identify needs within the team. However, th

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

most important element of research sometimes lies with the Call Center’s most valuable resources – the employees. So, you ask. Not surprisingly, this approach seldom comes to mind first when managers are fac

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

d with team difficulties. However, this seemingly simple concept could lead you to answers and have many other indirect, positive ramifications.

The traditional managerial role within the Call Center may poin

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

Combination pro

to the reason behind this lack of asking employees for their feedback. Typically, it is the manager’s responsibility to answer questions. Employees ask the manager how to handle a customer, where to locate i

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

formation, and the interpretation of policy. For the manager who is used to providing the answers, asking questions of others is a seldom-used skill.

The simple task of asking questions and engaging employees

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

can make the world of difference in your work environment. Employees appreciate and become excited when presented with the opportunity to contribute in a new way. They often put their best foot forward and co

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

e up with amazing resolutions and excellent ideas. This involvement provides the opportunity for recognition and accolades and often leads to higher employee commitment when they see their suggestions carried

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

ut.

“Employees do not perform nearly as well when they are consistently denied any input in their jobs and are expected to follow unquestionably the decisions of their leaders.” Dennis Kinlaw

Kinlaw’s book,

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

Coaching for Commitment: Managerial Strategies for Obtaining Superior Performance, he discusses the four elements that support building commitment in employees: These elements include clarity about goals and v

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

Following aspects would a

alues, competence to succeed, influence over work, and appreciation for contributions. Involving employees and asking their opinions on the business can raise commitment by validating each of these areas. Let

dd to the challenges in developing combination products:

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

s explore each with more detail.

CLARITY (about goals and values)

• Communicating goals that employees are expected to meet

• Then ASK for ways to meet these new goals

• This ensures a connection to the

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

ig picture

COMPETENCE TO SUCCEED

• Train employees on their varied tasks

• Then offering specific opportunities for them to provide feedback on the training

• This encourages involvement in ongoing impro

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

ements

INFLUENCE (over their work)

• Engaging employees in regular conversation regarding their daily tasks

• Share their input with the team where it can help lead to success

• This illustrates their in

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

luence over the work environment

APPRICIATION (for their contributions)

• Inviting dialog and inquiry – if done properly - will create a safe environment for feedback

• This will also make employees feel a

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

Professional from academic institutions, pharmaceutical industries, health care indust

preciated for their contributions

The key to obtaining honest answers from employees is creating a safe environment for feedback. Make it clear that people will be heard if they are offering constructive solu

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

ions. Approach employees in an appreciative manner and thank them for their input. Their responses not only help manager stay in tune with their team’s needs and daily situations, but also can provide answers

.

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

that the manager did not even think of.

There are opportunities every day to involve employees in workplace decisions. Some issues are best concurred with collaborative efforts. Pursuing input and feedback w

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

Companies that provide selfless information through particip

ll increase commitment to the task at hand and result in more satisfied, engaged employees. When you are presented with difficulties and questions, remember you have valuable resources just waiting to be ASKED

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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When Hurricane Katrina hit the Gulf Coast of the United States on August 28th 2005, the results were devastating, heartbreaking, and far-reaching. The aftermath of this natural disaster will ultimately have an effect on every citizen of the United States. Individuals and nonprofit organizations can conduct fundraisers for hurricane relief. American citizens want to help and there are many ways. Right now money is needed so that national charitable organizations can do their jobs.

Increasingly organizations are becoming dissatisfied with their customer satisfaction surveys and turning instead to designing and implementing customer loyalty programs. They are beginning to understand that it's not just about satisfaction. In order to improve their businesses they have to improve customer loyalty. The real goal is to understand and improve the areas of the business that drive customer loyalty. In my experience there are five key steps to implementing such programs.

All leaders must eventually deal with poor performers. The author describes a method to help poor performers become good performers. It is based on developing and executing a 90-Day Improvement Plan.

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