This ebook is about the different approaches to collaboration and social media in scientific organizations.

1. THE VIRTUAL
SCIENTIFIC
WORKPLACE
How companies can take
advantage of the networks that
are redefining the industry.
Mark A. Lanfear

2. 2 | the virtual scientific workplace
Introduction
The days of the insular workplace may be globe, and as expertise becomes increasingly themselves a quantum leap forward in the
approaching their end, especially in the scarce and yet more important for reaching advancement of their projects.
science industry. As the need to address business goals, access to collaborative,
This trend is starting to shape virtual
the global marketplace has arrived, most knowledge-sharing networks becomes vital.
networks of all kinds within the science
companies have found they must free
A collaborative model in science can add industry. This whitepaper, part of Kelly
themselves from the constraints of bricks
great value and is now possible in our Service’s® series on the scientific workforce
and mortar. Additionally, this means
socially connected world. So, scientists— of 2020 and beyond, will explore how virtual
embracing the knowledge sharing that is
and the companies they work for—can networks are playing a key role in connecting
happening around the world.
now collaborate effectively and share their the science industry and allowing companies
As available economic resources continue to resources if they want to take advantage to re-imagine their workforce models.
constrict at science companies around the of this new environment, yielding for

3. 3 | the virtual scientific workplace
01. CASE STUDY: SOCIAL MEDIA FOR THE SCIENCE WORLD
A more open and less insular science community is already being discussed
in the mass media. Considering how guarded the industry has been when
it comes to research and other critical developments, this is big news.
The New York Times article, “Cracking Several networks have already received inception in early 2011, membership has that it should be easier in today’s connected
Open the Scientific Process,” (January 2012) a lot of attention for creating a model of grown to more than 1.3 million users, and world to access scientific knowledge. Last
profiled several ways in which both new collaboration which others may follow, and about one million publications have been but not least, in a real-world example of how
and more seasoned scientists are beginning many have adopted the same or similar social shared so far in a notable example of how the social networking in the sciences can prove
to embrace social media and knowledge media tools. traditional scientific journals are now being valuable even to seasoned professionals,
sharing as a way of conducting business. The bypassed as an avenue of publication. the online network Sermo.com—the largest
ResearchGate.net is one such network,
article likened the traditional process of doing online network for physicians—helped one
which has gained popularity over the past Other internet sites blazing the trail toward
work in private, then submitting it to journals doctor with a dilemma.
year for its ability to easily connect scientific a more open and virtually networked
to be reviewed by peers, and the extreme
professionals, allowing them to answer scientific world are MathOverflow.com According to a research study by Deloitte, an
limitation of the flow of information to being
questions from peers, share research papers, where mathematicians can ask and answer ER physician wanted to know how to remove
“stuck with 17th-century technology”.
and find collaborators for future projects. questions, potentially leading to the solving a serrated blade from a patient’s thumb
Open science, say some experts, can Essentially, it is a mash-up of Facebook, of complicated problems much faster and without further damaging surrounding tissue.
accomplish much more, much faster, in an Twitter, and LinkedIn for the scientific more efficiently. Sites like The Public Library Within hours the doctors’ online community
environment of friction-free collaboration over community. Researchers can share their of Science, or PLoS.org, and arXiv.org posted the answer: “Use a drinking straw split
the Internet. So what do these scientific photos and profiles, as well as their work, are open-access archives of scientific sideways to lever the blade out of the patient
virtual networks look like on the Internet? with colleagues around the globe. Since its publications, demonstrating the philosophy while protecting the adjacent tissue.”

4. 4 | the virtual scientific workplace
02. WHY MOST WORK IS ALREADY VIRTUAL
The aforementioned examples of virtual networks in the sciences
are certainly compelling reasons for science companies to at least
begin to explore more virtual ways of conducting business.
There are detractors, however, who note that Similarly, it could be argued that virtually of engaging people outside traditional According to a June 2011, study by
the science world is likely to become one of all work will at some point be, or have workplace constraints and traditional oDesk.com, an Internet start-up and early
the last industries to fully embrace the virtual many components that are, virtual—that workforce models. In fact, it is not uncommon adopter of the virtually networked workplace,
networked model. Changing the status quo is, the global economy is in many ways for many Fortune 500 companies today 54% of employers do not have a preference
of examining data, authoring papers, and now “borderless,” and that work may to draw 20% or more of their professional regarding where their workers are based.
collaborating with scientists in other countries happen anywhere regardless of brick and
workforce from a flexible talent pool—talent
to come up with solutions, is still more of a mortar location. Conversely, 71% of free agents, or
that can increasingly be found through virtual
dream than a reality, say some. This is why contracted workers, do not have a
Enter the professional flexible workforce— networks that connect companies to the right
life sciences companies must consider what is preference regarding where their employer
the large community of highly skilled “free kind of people with the right kinds of skills
happening in other verticals more generally (or the source of work) is located. By
agents” across the globe that can, and want needed for special projects.
as the world of work and the workforce in leveraging virtual networks to build a
to, work outside the boundaries of traditional
general barrels toward an entirely different This strategy is proving to save time and distributed workforce that is an integral
employment engagements and location.
model that is likely to be fully adopted by the Various reports predict that half the U.S. money. Additionally, when managed properly, part of a company’s workforce strategy, the
year 2020. As futurists might point out, who workforce, or about 70 million people, will it can elevate the quality of a company’s study showed that more than half of the
would have thought 10 years ago that most of be independent workers by 2020 and that product because of the extremely high level of responding employers were able to grow
us today would be sharing our entire personal the demand for seasoned skilled workers skills that today’s consultants and flexible staff their business in terms of revenue, size, and
lives on websites like Facebook? will grow as companies start to see the value bring to the table. scope of service.

5. 5 | the virtual scientific workplace
03. PUTTING VIRTUAL NETWORKS TO USE
Virtual networks are simply that: networks.
It’s how scientific companies use them collaborative technologies (i.e., virtual that the professionals that scientific
that will ultimately make a difference to networks) that continue to rise, according companies will be looking for ways to
the industry. And every scientific company to the 2012 independent work report tap into these networks to find their
by MBO Partners. If companies intend next point of collaboration. Companies
could potentially take advantage of
to take advantage of these networks will have to be at the table, then, to locate
these networks in dramatically different
to build their workforce models,
expert talent as the proliferation of these
ways to achieve their individual goals.
they must understand them first.
work-related social communities allows
It’s notable that the independent nature With the proliferation of collaborative cloud free agents to find the most desirable
of today’s working world is being fueled computing tools, and the types of social projects, to create teams and partnerships,
by new social communities and networks discussed above, it is inevitable and to drive professional development.

6. 6 | the virtual scientific workplace
04. TAPPING INTO THE TREND
Exploring the potential of virtual networks could save companies valuable time and
money by connecting them to the world’s best talent on a just-in-time basis
Virtual workforce networks can allow fastest way to start realizing the benefits. So, bring specialization and innovation to an
organizations to change the scale of their look for firms that can help you identify the organization. It can allow access to resources
workforce much faster and with lower fixed proprietary processes that should be kept for variable periods of time that would not
costs—something particularly important for in-house, versus processes that strategically be cost-effective on a full-time or permanent
scientific organizations that carry high risk due could be undertaken by a highly skilled, basis. And, because it aims to utilize the
externalized workforce solution. right skills at the right time, the approach
to heavy investment in untested innovations
has the potential to increase job satisfaction
and research. The challenge is to make this
And remember, there are many benefits for workers who are continually challenged
new way of working align with the individual
beyond cost reductions that an expert in their primary skill-sets, rather than being
company’s goals, as well as the drivers within
workforce in the industry can yield. diverted to other tasks.
the industry. Finding and collaborating with
partner corporations who already understand Partnering with functional workforce
how these networks operate is the single experts can increase objectivity, as well as

7. 7 | the virtual scientific workplace
conclusion
The virtual networks of today and the possible developments in the future can be
almost anything a company wants them to be. Particularly in the sciences, the most
highly skilled talent across the globe has only begun to use these networks, and so it
will be critical for scientific companies to not only understand how they work, but to be
able to tap into the rich vein of human capital these communities provide in order to
increase their organization’s capacity for innovation and their appetite for discovery.
Want more information?
This white paper is part of the Kelly Scientific Resources series The Scientific Workforce of 2020 and Beyond.
Download this and other papers in the series at kellyscientific.com today.
References:
1. Lin, Thomas. “Cracking Open the Scientific Process.” New York Times. January 16, 2012.
2. “The friend or not?: New insights about social networks in the life sciences industry.” Deloitte research publication. December, 2010.
3. oDesk Workforce Survey. Market Wire press release. Jun 28, 2011.
4. “Creating Your Flexible Workforce Strategy in the New World of Work.” MSquared Consulting report. 2011
5. “MBO Partners 2012 Independent Work Predictions.” Report. December, 2011. mbopartners.com

8. About the Author
Mark Lanfear is a global practice leader for the Life Science vertical at
Kelly Services, a leader in providing workforce solutions. Mark has overseen
teams of scientific professionals around the world for almost two decades.
He has held leadership roles in two of the top three scientific workforce solution
companies and three of the world’s top 20 Biopharmaceutical corporations.
He is a featured speaker at many of the Life Science’s industry conferences, as
well as a university instructor. In addition, he is a published author in industry periodicals.
About Kelly
Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a leader in providing workforce solutions. Kelly
offers a comprehensive array of outsourcing and consulting services as well as world-class staffing
on a temporary, temporary-to-hire, and direct-hire basis. Serving clients around the globe, Kelly
provides employment to more than 550,000 employees annually. Revenue in 2011 was $5.6 billion.
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