AI and HR: an equation with many unknowns – news- Pharmaceuticals

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There will be no artificial intelligence in health without a complete review of the workforce and professions. Complex and uncertain, the quest for the rare pearl is still a gamble.

Data analyst, data scientist, data engineer, data manager… Behind these new professions lie the future lifeblood of artificial intelligence in health. Several persistent obstacles will nevertheless have to be lifted to materialize the promise. The variability of needs, the availability of competent resources and the volatility of candidates are all critical factors that slow down the structuring of the sector and hinder the smooth running of projects. The experts brought together by Pharmaceuticals and TechToMed are formal: recruiters, entrepreneurs and trainers will have to cooperate to attract, develop and retain talent… with the support of public authorities.

A minimalist offer

The “AI and Health” sector will have to quickly catch up with its lag in maturity in two key areas: skills and jobs. Symbol of this double deficiency, a dozen thematic training courses are currently offered. A minimalist offer that will have to be significantly reinforced. “A thousand employees have been trained in our companies, but six times as many will be needed within three years. This will be a sine qua non condition for supporting the sustainable transformation of our activity”, warns Thomas Borel, Director of Scientific Affairs and CSR at Leem, who is counting on his Digital Health Academy to “accelerate change and promote acculturation”. In addition to shortages and competition, manufacturers in the sector will also have to fight against the planned obsolescence of knowledge. “The dynamics of technological progress require the quasi-permanent maintenance of the required knowledge. The methods, modalities and timing of training programs will have to be rethought,” says Isabelle Hilali, founder and CEO of datacraft.

Integrate and involve

The hunt for new talent completely escapes the traditional codes of recruitment. In high demand, the profiles sought are also very elusive. “The meaning given to the job becomes a differentiating criterion for candidates who are spoiled for choice,” says Arnaud Weill, senior consultant at HTI. Whatever the size and operational strategy of companies, organizational socialization will be a determining parameter. “The reception and integration of these employees will require more extensive support to keep them over the long term,” he says. One thing is certain: the influence of the sector will require the mobilization of all the players in the value chain. “Patients and healthcare professionals will need to be more consulted and involved, and their needs better considered. The legislator and the regulator will have to facilitate the deployment of the most relevant digital solutions, and promote the massification of uses”, confirms Dr Jean-Louis Fraysse, co-founder BOTdesign and vice-president of the National Institute of e-health. . The work will be collective or it will not be.

Jonathan Icart

NB: these comments were collected during the fourth edition of Pharma HealthTech. An event co-organized by Pharmaceuticals and TechToMed on September 21.

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AI and HR: an equation with many unknowns – news- Pharmaceuticals


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