academic careers workshop
DESCRIPTION
Career Pathways within AcademiaTRANSCRIPT
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Academic Careers1
Academic Careers
Clark Bonilla, DirectorAlumni and Career Services
School of Public Policy
1st Annual Public Policy Career Week
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Learning Objectives
Define an “Academic Career.”
Differentiate between “Academic” and “Research” Careers.
Identify Alternative Career Pathways within Academia.
Recognize Steps in Career Management.
Improve Self-Assessment for Career Decisions.
Understand Academic Labor Market.
Understand Impact of Organizational Culture on Careers.
Understand Benefits of GRA, Grants and Fellowships for Career
Advancement.
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Introduction
Campus
Career Services
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Goal
Learn the steps and resources for career
management to improve career opportunities,
advancement and satisfaction within a
realistic assessment of your place in the
academic labor market.
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Intended Audience
BS Students and Alumni
MS Students and Alumni
PhD Students and Alumni
Postdoctoral Scholars
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PP Career Services
Public Policy’s Career ServicesPublic Policy’s Career Services addresses
occupational markets, requirements,
professional development, and professional
identity for effective career management
(environmental exploration).(environmental exploration).
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Job Market
PersonalPreferences
Education
Optimal CareerOptions
PP Career Advisement:Market-Based Model
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Georgia Tech Career Services
Georgia Tech’s Career ServicesGeorgia Tech’s Career Services focuses on
self-assessment leading to clarified life
values and preferences in career decision
making (self-explorationself-exploration)
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GT Career Advisement:Sequential Model
2. Choose a Degree Program
3. Choose a Career
4. FindA Job
1. Self-Exploration
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1. An Academic Career
What is an Academic
Career?
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Career as Occupational Pathway
Barley (1989): “a structural
property of an occupation
or an organization.”
(Greenhaus & Callanan, 1994, p. 4),
i.e., a sequence of positions
held within an occupation.
Graduate Teaching Assistant
Graduate Research Assistant
Postdoctoral Scholar
Assistant Professor
Associate Professor
Director, Center/Program
Professor
Chair
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Career as Work Patterns over Life
Greenhaus & Callanan (1994): “the pattern of work-
related experiences that span the course of a person’s
life.” (p. 5)
– Objective: positions, duties, decisions
– Subjective: work aspirations, expectations, values
– Career Decision: reasons for position selection, changes in
type or level of occupation (lateral or vertical movement)
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“Career Pathways” Defined
The various career choices realistically open to an
individual with a given education, skill sets, experience,
interests, and values, that open up alternative career
paths, i.e., inter-occupational mobility, intra-occupational
mobility (vertical to management, or horizontal to non-
management positions). These pathways expand or
contract over time as the individual has effectively
managed her career, contingent also, in part, on whether
she prefers to be a generalist or a specialist.
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SamplePhD Pathways in Academia
The Ph.D. Scholar
Professorial Administrative Research (Only)
Professor
Associate Professor
Assistant Professor
Postdoctoral Scholar
Assistant to VP, Research
Assistant Director, Sponsored Programs
Director, CenterDirector, Faculty
Training/Development
Research Director
Chief Scientist
Research Associate
Laboratory Manager
Visiting ProfessorOr Lecturer
Associate Director, Governmental Affairs
Associate Director,Community Relations
Associate Director,Institutional Effectiveness
Director, TechnologyTransfer
Associate Director,Institutional Research
Director, IndustryRelations
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SampleMS Pathways in Academia
The MS Graduate
Instruction Administrative Research (Only)
Assistant Professor,Community College
Instructor,Community College
Adjunct Instructor &Online Instructor
CoordinatorCurriculum Dev.
Assistant Director, Governmental Affairs
Assistant Director, Community Affairs
Development OfficerCoordinator, Faculty
Training/Dev.
Lab Manager
Research Assistant,Survey Research
Survey Interviewer
Officer, Regulatory Compliance
Tutor
Research Associate, Institutional Research
Associate, RegulatoryCompliance
Budget Analyst Policy Analyst
QA AnalystContracting Officer,
Sponsored Programs
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SampleBS Pathways in Academia
The MS Graduate
Instruction Administrative Research (Only)
SpecialistCurriculum Planner
Officer, Governmental Affairs
Coordinator, Community Affairs
Development OfficerAdmissions
Specialist
Lab Manager
Research Assistant,Survey Research
Survey Interviewer
Lab Assistant
Tutor
Academic AdvisorAdvisor, International
Education
Specialist, Study Abroad
Programs
Contracting Officer,Sponsored Programs
Officer, Regulatory Compliance
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2. Student Decision Making in Choosing Faculty Careers
Rational Agents?
Maybe Not …
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Exercise 1: Your Decision Criteria
Identify the top 10 factors influencing your
decision to pursue a faculty career.
Rank them (1: greatest, 10: least).
Classify them as (A) wholly within your control,
(B) partially in your control, (C) mostly out of
your control.
Reflect on risk and probability. Discuss.
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Career Attractors
Factors Affecting Pursuit of Faculty Career
More Interested
No
Effect
Less Interested
Enjoyment of Teaching 83.2% 12.4% 4.4%
Working on College Campus 79.9% 19.2% 0.9%
Enjoyment of Research 72.1% 19.6% 8.3%
Lifestyles of Faculty 59.5% 30.1% 10.4%
Enjoyment Received from Faculty 47.3% 44.2% 8.4%
Enjoyment of Service 40.6% 54.6% 4.7%
Exposure to Other Careers 31.9% 51.8% 16.3%
(Source: Golde and Dore, 2001)
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Career Detractors
Factors Affecting Pursuit of Faculty Career
More Interested
No
Effect
Less Interested
Tenure and Promotion Process 3.5% 47.8% 48.6%
Academic Job Market in Field 8.5% 48.9% 42.5%
Work Load Expectations 9.6% 58.5% 31.9%
Obtaining Research Funding 14.7% 58.1% 27.2%
Salary Levels 6.1% 69.9% 23.9%
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3. S&E Career Exits as Indicators of Decision Efficacy
Why They Leave …
Are They More Rational Agents?
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Survey of S&E Career Exits
Percentage Who Cited Men Women
Better Pay in Non-S&E Positions 68.0% 33.0%
Career Opportunities Lacking 64.0% 34.0%
Other Fields More Interesting 36.0% 30.0%
S&E Positions Not Available 34.0% 21.4%
Preferred Other Positions 23.0% 35.0%
Promoted Out of Science 18.0% 2.9%
Impossible to Have Family and S&E Work 4.5% 21.4%
Demands of Career Too Severe 4.5% 2.9%
Hours Required Too Long 0% 20.0%
S&E Unfriendly to Women 0% 19.0%
(Source: Preston, 2004: 30)
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The Student v. Worker:Comparison of Perspectives
Idealized Expectations Experience-Oriented Type-of-Work Oriented Individual-Centered Preference for Ideal
Work Quality of Work Expectation of Full
Employment
Real-World Expectations Income-Oriented Advancement-Oriented Family-Oriented Non-Preference for
Actual Work Quality of Life Expectation of Limited
Employment Options
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4. Academic Labor Market
Good News and
Bad News
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Nationwide Trends
More PhD graduates entering non-tenured positions and Postdoc
Difficult to transition from visiting faculty/Postdoc to tenured faculty
PhD students take longer to complete degrees
Grants and fellowships are more competitive
Increased use of adjunct faculty
Difficult to transition from adjunct to full-time faculty
Difficult to transition to a higher level institution
Low and stagnate salaries, particularly for postdoctoral scholars
Overly narrow specializations may hurt employment options
(Source: Monastersky, 2007)
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BS/BA Degrees Earned (2006)
All Graduates
Full-Time Employed
Part-Time Employed
All Social Sciences 413,500 287,100 64,100
Political + Related Sciences
133,400 85,200 21,400
Sociology/Anthropology 123,000 85,700 23,400
Other Social Sciences 80,000 56,200 13,500
Economics 77,100 60,100 5,900
Source: http://www.nsf.gov/statistics/nsf10318/pdf/nsf10318.pdf
Employment & Under-Employment
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BS/BA Degrees Earned Graduates
April 2006
Employed
Secured
Employment
%
All Social Sciences 413,500 212,700 51.4%
Political + Related Sciences
133,400 106,500 79.8%
Sociology + Anthropology
123,000 109,100 88.7%
Other Social Sciences
80,000 69,600 87%
Economics 77,100 65,900 85.5%
Unemployment (pre-Great Recession)
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Statistics Not Revealed
Average period of job hunting (unemployment)
Percentage of chronic long-term unemployment
Employment within preferred field
Employment within preferred occupation
Persistence of part-time employment
Employment by type of university attended
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National Employment Rates forPh.D. Social Scientists
Employment Trends 2004 2009
PhD: Employment at Graduation
71.6% 73.1%
PhD: Postdoctoral Appointments
31.9% 35.3%
Source: InfoBrief, 11-305, National Science Foundation
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Statistics Not Revealed
Doctoral Program Dropout Rate
Academic, Industry & Government Employment Rates
Type of Academic Institutions Hiring Most
Long-Term Unemployment Rate
Out-of-Field Employment Rate
Regional Variations in Employment Rates
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National Projections forTeaching Occupations
Political Science Professors: +15% (2008-18)
Sociology Professors: +15%
Social Sciences Professors/All Others: +15%
Area/Ethnic/Cultural Studies Professors: +15%
Source: Career InfoNet: US Dept. of Labor, BLS
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Where Sociologists Work
Industry %
Educational services, public and private 36.9
R&D in social sciences and humanities 36.0
Social advocacy organizations 8.7
R&D in physical, engineering and life sciences 6.1
Local government (excl. education/hospitals) 5.7
State government (excl. education/hospitals) 2.2
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Where Political Scientists Work
Industry %
Federal government 62.8
R&D in social sciences and humanities 10.4
Educational services, public and private 7.7
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Income Comparisons
Education 1990 2000 % Change
Engineering PhD $64.6 $91.1 41.0
Mathematics PhD $58.3 $86.6 48.5
Natural Sciences PhD $56.3 $73.0 29.7
Social Sciences PhD $54.2 $74.6 37.6
Life Sciences PhD $45.6 $62.7 37.5
MD $98.8 $156.4 58.3
Lawyer $76.9 $114.7 49.2
Managers, College+ 2 yrs. $61.3 $84.9 38.5
College Grads, 4 yrs. Only $30.8 $46.9 52.2
Note: Mean Income in the thousands
Source: US Census Bureau, IPUMS Data, 1990, 2000
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4: Choosing an Institution
The Proper Institutions
for Your Career
Pathway
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Professorial Career
Do you wish research to be your focus?
Would you work in federal or industry labs?
Do you prefer a balance of research and teaching?
Do you want to teach primarily?
Would you consider federal agency work?
Would you consider academic and industry employment
alternating over your career?
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Types of Faculty Careers
Elites Pluralists LocalsHigh ambition Moderate ambition Less ambition
“uniform moral career”: strong career identity
Career “nebulously conceived,” flexible
Teaching career identity
Strong hierarchy of ascent No hierarchy of ascent Horizontal mobility
Strongly R&D oriented Somewhat R&D oriented Little to no R&D
Community of scholars Mixed communities Local community
Low institutional commitment
Mixed institutional commitments
Strong institutional commitments
Strong social stratification Moderate social stratification Low social stratification
Academic only career Mixed sector career Highly mixed career
(Source: J.C. Hermanowicz, 1998; Merton, 1957; Dannefer, 1984a)
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Research Universities
State Universities
Comprehensive Universities
Mostly Elites, Some Pluralists
Mostly Pluralists, Some Elites
Mostly Communitarians, Some Pluralists
Graduates
Graduates
CareerTrajectories
CareerTrajectories
Industry
Government
NationalLabs
(Source: J.C. Hermanowicz, 1998)
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Job Search and Hiring
Startup Job Search Prepare career plan Search online job
postings Post CV online Attend annual
conferences Post social media
(LinkedIn, Mendeley, etc.)
Notify referees
Applying For Positions Submit online
application Request transcripts Request reference
letters Prepare for interviews Interviews Review/respond to offer
(Source: Dantzig, 2011)
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The Academic Interview
The Institution Understand institutional
priorities Faculty policies/benefits How your expertise
contributes to school:– Complementary– Novel– Potential Collaborations– Potential Grant Funding
Your Faculty Career Relate your career goals to:
– Position Opening– Priorities of School– Type of University
Research abstracts Biographical sketch Sample Lecture Dissertation Presentation Research Agenda
(Source: Dantzig, 2011)
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Negotiating Startup Package
Salary Reduced teaching load in years 1-2 GRA for at least 1 year Travel costs to annual conferences Summer salary for first summer Proper office and office technology Paid return trip to locate housing School grant support
(Source: Dantzig, 2011)
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Weighing Offers
Increasing/Decreasing Institutional Reputation
School Commitment to Your Expertise Area
Collaboration Opportunities Quality of Students Teaching Loads TA Support Interdisciplinary Research
Support
Quality of Facilities
Research/Grants Support
Geography
Quality of Life in Area
Organizational Culture
Level of Grant Funding
Level of Seed Grants
Spouse Support
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Chief Online Sources
Higher Ed Jobs: www.higheredjobs.com
Chronicle of Higher Education:
http://chronicle.com/section/Jobs/61/
APPAM:
https://netforum.avectra.com/eweb/DynamicPag
e.aspx?Site=APPAM&WebCode=career
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Other Sources
Web sites of academic associations
Annual conferences of academic associations
Academic and professional journals
Web sites of professional associations
PPGSA T-Square Site/Career Planning
Your Graduate Studies Director/Adviser
Your Mentor
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5: Special Case:Technology Transfer
An Illustrated
Career Pathway
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Technology Transfer
Definition of the Field
Key Stakeholders
Occupations Supporting Technology Transfer
Case: University Tech Transfer Manager
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Technology Transfer Defined
Technology transfer is the process of sharing of skills, knowledge,
technologies, methods of manufacturing, samples of manufacturing
and facilities among governments and other institutions to ensure
that scientific and technological developments are accessible to a
wider range of users who can then further develop and exploit the
technology into new products, processes, applications, materials or
services. It is closely related to (and may arguably be considered a
subset of) knowledge transfer.
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Knowledge Transfer Defined
Knowledge transfer in the fields of organizational development and
organizational learning is the practical problem of transferring
knowledge from one part of the organization to another (or all other)
part(s) of the organization. Like Knowledge Management, Knowledge
transfer seeks to organize, create, capture or distribute knowledge
and ensure its availability for future users. Knowledge transfer
recognizes that (1) knowledge resides in organizational members,
tools, tasks, and their subnetworks and (2) much knowledge in
organizations is tacit or hard to articulate.
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Knowledge Management
Knowledge management (KM) comprises a range of strategies
and practices used in an organization to identify, create, represent,
distribute, and enable adoption of insights and experiences. Such
insights and experiences comprise knowledge, either embodied in
individuals or embedded in organizational processes or practice.
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Key Players in Technology Transfer
USDOCSBA/SBIR
US PatentOffice
Entrepreneurs Corporations
EconomicDev.
Agency
AngelInvestors
VentureCapitalists
ResearchUniversity
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Tech TransferCareer Pathways
Government Universities R&D Corporations Econ. Dev. Agencies TT Consulting Firms
TT: Industrial LiaisonAssociate/Officer
OSP: Contracting Officer
Dept: ResearchAdministrator
Research Dev.Director
GovernmentalRelations Liaison
Investment Analyst& Relations Officer
US Grants &Contracts Specialist
Business Plan/Startup Coach
Business Dev.Manager
Marketing Associate
University RelationsAssociate
Investor RelationsLiaison
Marketing ResearchAssociate
Chamber Liaison
EDC Bus. Dev.Associate
Municipal EDOfficers
Regional EDAOfficers
Commercial REAnalyst
US: SBIROfficers
US: NSFOfficers
US: SBAOfficers
US: Patent Officer
Intellectual PropertyManager
Tech AssessmentAnalyst
IncubatorManager
Licensing Associate
IncubatorManagerTechnology Scout
Foundations Director,Corporate Relations
Federal RelationsOfficer
Project Manager
Technology Scout
Patent Attorney
State CommerceOfficer
State TechnologyOfficer
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University TT Office
Educates researchers about IP processes.
Assists researchers with IP and patenting.
Assesses market potential of inventions/IP.
Identifies potential industry partners.
Negotiates license agreements.
Forms start-up companies.
Identifies investors.
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TT Manager’s Responsibilities
Develop university policy. Develop grant proposals. Manage post-doctoral researchers and research assistants. Draft contracts for research. Manage consulting activities. Train researchers in research ethics. Surveying campus-wide ongoing research projects. Identify IP and patenting opportunities. Process patenting. Market IP and patents to markets, investors, entrepreneurs. Process license agreements. Support university spinoffs and incubators.
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References
Dantzig, Jonathan A. (2011) Landing an Academic Job: The Process and the Pitfalls. University of Illinois at Urbana—Champaign
Freeman, Richard B. (2006) “Does Globalization of the Scientific/Engineering Workforce Threaten U.S. Economic Leadership?” Innovation Policy and the Economy 6
Golde, Chris M. and Timothy M. Dore. (2001) At Cross Purposes: What the Experiences of Today’s Doctoral Students Reveal about Doctoral Education.
Preston, Anne E. (2004) Leaving Science: Occupational Exit from Scientific Careers. NY: Russell Sage Foundation.
Hermanowicz, Joseph C. The Stars are Not Enough: Scientists—Their Passions and Professions. Chicago: University of Chicago Press, 1998.