5. TABLE OF CONTENTS
VII PREFACE 33 CHAPTER 3
GETTING STARTED:
1 CHAPTER 1 EQUIPPING YOUR LAB
GETTING STARTED: AND HIRING PEOPLE
FINDING AND MOVING 33 Designing and Equipping
INTO A JOB Your New Lab
2 The Job Search 33 Putting the People You Need
In Place
6 The Job Application
38 Interviewing Applicants
8 The Job Interview
40 Evaluating Applicants
14 Negotiating Your Position
41 Making the Offer
18 Resources
42 Asking Staff to Leave
19 CHAPTER 2
44 Resources
ENTRY AND RE-ENTRY:
ESTABLISHING YOURSELF AS
45 CHAPTER 4
A SCIENTIST IN A NEW JOB
MANAGING YOUR
20 People You Should Get to Know MANY ROLES
21 Support Facilities and Services 46 Your Role as a Laboratory Leader
24 Working with Human Subjects 47 Developing Leadership Skills
26 Responsibilities Beyond the Laboratory 48 How to Improve Your
Leadership Skills
27 Scientists and the Outside World
50 Creating Your Vision as a Leader
28 Understanding Your Institution
and How to Progress Within It 51 Developing Your Leadership Style
32 Resources
TABLE OF CONTENTS III
6. 53 Building and Sustaining an 97 CHAPTER 7
Effective Team GETTING FUNDED
54 Good Practice for Laboratory 97 Understanding the Review Process
Notebooks
100 Preparing a Strong Grant Application
61 Making Decisions
106 Resources
62 Setting and Communicating Rules
of Behavior for Members of
107 CHAPTER 8
Your Laboratory
TEACHING AND
65 Keeping Lab Members Motivated COURSE DESIGN
67 Managing Conflict in the Lab 107 Why Teach Well?
70 Resources 109 Becoming an Effective Teacher
110 The Principles of Active Learning
71 CHAPTER 5
MANAGING YOUR TIME 114 Developing Examination Questions
72 Strategies for Planning Your Activities 115 Course Design
74 Making Choices 117 Teaching Others to Teach
74 Managing Your Time Day-to-Day 118 Time Management When
Balancing Teaching and Research
76 Making the Most of the Time You Have
119 The Teaching Portfolio
77 Managing Non-Research Tasks
120 Resources
79 Family Matters
80 Resources 121 CHAPTER 9
INCREASING YOUR IMPACT:
81 CHAPTER 6 GETTING PUBLISHED
PROJECT MANAGEMENT 121 Understanding Publishing
82 Deciding on a Project 127 Writing Your Paper
84 Getting Started 129 Submitting Your Paper
87 Tools for Developing Schedules 132 Publishing Honestly
90 Controlling the Project 133 Promoting Your Work
91 Resources 134 Resources
IV EXCELLENCE EVERYWHERE
7. 135 CHAPTER 10 157 CHAPTER 12
EXPANDING YOUR INTELLECTUAL PROPERTY
INFLUENCE: TRAINING
157 Understanding Intellectual
THE NEXT GENERATION Property Rights
OF SCIENTISTS
160 Intellectual Property in a Global
135 Training Others Environment
139 Strategies for Effective Training 163 Case Studies
140 Different Needs at Different Stages 166 Resources
143 How to Get the Career Help and
Advice That You Need 167 CHAPTER 13
MOVING MATERIALS
144 Resources
AND EQUIPMENT
144 When Mentoring, Advisory, or
168 Regulations and Relevant
Supervisory Relationships are not
Organizations
working out
169 Appropriate Packaging
145 CHAPTER 11
170 Important Issues and Practical Advice
COLLABORATION
172 Service and Maintenance
145 The Collaborative Effort
174 Responsibility for Materials
148 Setting up a Collaboration
174 Animals and Plants
151 The Ingredients of a Successful
Collaboration 174 Physical Challenges to Shipping
Materials Long Distances
152 Dealing with Authorship and
Intellectual Property Issues 176 Resources
154 Special Challenges for the
Beginning Investigator 177 APPENDIX
155 When a Collaboration is Not Working
156 Resources
TABLE OF CONTENTS V
8. “ EVERY VIRTUE OR EXCELLENCE BOTH BRINGS INTO GOOD CONDITION
THE THING OF WHICH IT IS THE EXCELLENCE AND MAKES THE WORK OF
THAT THING BE DONE WELL;
THE EXCELLENCE OF THE EYE MAKES BOTH THE EYE AND ITS WORK
GOOD, FOR IT IS BY THE EXCELLENCE OF THE EYE THAT WE SEE WELL.
SIMILARLY THE EXCELLENCE OF THE HORSE MAKES A HORSE BOTH
G O O D I N I T S E L F, A N D G O O D AT R U N N I N G , A N D AT C A R R Y I N G I T S R I D E R ,
A N D AT A WA I T I N G T H E AT TA C K O F T H E E N E M Y.
THEREFORE, IF THIS IS TRUE IN EVERY CASE, THE EXCELLENCE OF
A PERSON ALSO WILL BE THE STATE OF CHARACTER WHICH MAKES A
PERSON GOOD AND MAKES HIM DO HIS OWN WORK WELL. ”
ARISTOTLE
VI EXCELLENCE EVERYWHERE
9. PREFACE
Launching a scientific career is difficult. Success so like an enzyme we hope to pick a good spot
as a scientist will depend on many things—from from which to bring things into line so that the
intelligence and creativity to luck; from being a barriers to activation can be reduced.
good team player to being an independent thinker
Several years ago, we asked our awardees who
and driver of your own work; from bringing out
were just starting faculty careers in the United
the best in the people with whom you work to
States and Canada to think about how we could
being an accurate and respected authority whose
help them better. What we heard back from them
fairness and good ideas are known to other
surprised us—they did not ask for more money
researchers, research organizations, and perhaps
or more scientific resources. Instead, they asked
governments. At the top in research, people
us for help in understanding how to succeed at
almost universally want the same things: to be
many activities—managing people, getting grants,
excellent scientists, to do their best work, and to
spreading one’s reputation, and more—that are
see good things come of it. Integrity is at the core
critical for scientific success and are not taught at
of a good career, everywhere. A successful career
the bench.
in science pays off by advancing knowledge, and
often by helping to make the world a healthier or Their replies stirred us to action. The Burroughs
easier place, by earning one the respect of other Wellcome Fund teamed up with the Howard
scientists, and by providing new opportunities to Hughes Medical Institute, another research-
do good work and share in a better life. supporting organization that, like us, is interested
in what it takes to make a good career great
The Burroughs Wellcome Fund is proud to support
and a great career magnificent. Together we
many excellent life scientists during the early part
put together a short course for our early-career
of their careers. Although we are a research funder,
awardees. The response to the course was so
our focus is actually not just on the research
strongly positive that we put together a book to
but also on the scientists who carry it out. Put
make the material covered in the course available
simply, we look for the best young scientists and
to a broader audience.
then invest our resources to help them reach
new levels of excellence. We believe that giving When BWF’s awardees and advisors who work
scientists room for creativity, for taking risks, and in other parts of the world saw it, they said that
for moving their interests between fields to look at this information was needed far beyond North
existing problems in new ways is a strategy that America, the region in which we make almost
produces a catalytic effect. Foundations are fairly all of our grants. So we set about making this
small in the overall scheme of scientific funding, material relevant to scientists starting careers
PREFACE VII
10. outside our region. This volume focuses on starting these will help you feel that you are in kinship and
careers in the emerging scientific communities in in conversation with these scientists, even though
the South—the low- and middle-resource regions they may be far from you.
of the tropics and sub-tropics.
It would be impossible to create a book that fits the
The material here features insights from researchers experiences of researchers in every place where
in Africa and South and Central America, and we science is expanding and new opportunities are
hope it may be useful to those in other regions as arising for young researchers. But the material in
well. this book is “open source.” If you are in an institu-
tion, organization, or government that is interested
The work on re-interpreting this material for
in custom-tailoring our laboratory management
scientists in many other countries has taken place
resources to use in your own country or region,
in several phases. It began with asking North
we are glad to hear it.
American researchers who work closely with
investigators and field sites in the South to provide Science is an international endeavor. Wherever it
commentary on parts of the original book that were is done, it connects us to the scientists, scholars,
especially “North Americo-centric.” Next, a number and philosophers of the past and the future. Our
of researchers from the South, but working in the work as a scientific community can make human
U.S., were asked for their ideas. Then BWF staff lives better, healthier, and longer, and can improve
sent the revised material to researchers who the economies of nations, regions, and the world.
have established their careers in South America, To be a scientist is both a privilege and a passion.
Central America, and Africa and asked for both their We hope the insights in this book will help you
critiques and corrections and, more importantly, for build a career where you consistently aim higher,
stories from their own early experiences in starting reach farther, and perform even better than you
research careers. Their comments and thoughts may have thought would be your best.
are found throughout the book. We hope that
John E. Burris, Ph.D.
President
Burroughs Wellcome Fund
Victoria McGovern, Ph.D.
Senior Program Officer
Burroughs Wellcome Fund
VIII EXCELLENCE EVERYWHERE
11. CHAPTER 1
GETTING STARTED:
FINDING AND MOVING INTO A JOB
“ LA CIENCIA NO TIENE PATRIA PERO EL HOMBRE DE CIENCIA SÍ LA TIENE. ”
BERNARDO HOUSSAY
As you complete your scientific training and will become program coordinators or managers of
prepare to move forward into a position of greater complex partnerships, while experienced people
scientific and often managerial responsibility, you with PhDs will more commonly lead one or a
are probably starting to think about the next step group of research programs. It is a good idea to
in your research career. For some of you, this be familiar with what kinds of jobs and responsi-
may mean a position as the head of a laboratory bilities generally go with the degree you have in
at a university or as a researcher in an industry or the place where you will work.
government laboratory. For others, it may mean
The process of obtaining a research appointment
working more independently than during your
varies greatly from country to country and from
training, but still under another scientist or official’s
situation to situation. This chapter will provide
authority. You may have lined up a job even before
some general advice and strategies to help you
starting your training or you may have to embark
find the type of job that suits your ambitions and
on a job search, perhaps with little idea of how to
goals. If you will be moving to a new position in
begin. You may have completed your training in
the same institution or department or into a job
the same country where you hope to find perma-
that has been held for you, you may not need to
nent employment, or you may be returning to your
carry out a job search. Still, this chapter may
home country after having trained elsewhere.
provide some insight into how to make sure you
This book focuses on scientists with doctoral and your institution—whether it is a university,
degrees, but there are several levels of training research institute, clinic, or government—have the
for professional scientists, and in many countries same expectations as you begin a new phase of
there are jobs at each of these levels that can your career. That insight will help even if you find
lead to positions of power and responsibility. For yourself in a totally different country, neither your
example, in many places people who hold the own nor the one where you trained, but where
MPhil or MSc degree and have relevant experience you may have secured a job or hope to find a job.
The quote above: Houssay, referring to a famous quote by Pasteur, reflects that while science itself has no country, scientists do.
GETTING STARTED: FINDING AND MOVING INTO A JOB 1
12. As you start your job search or prepare to move There are no universally correct answers to these
into new responsibilities, you will confront a series questions, but this chapter will raise some things
of challenging questions: to consider as you look for your own answers.
What do I want and need from my scientific work?
What do I want and need from a job? THE JOB SEARCH
If a job is being held for me, is it still the next job I If you need to find a job, make your search a
want, and one that makes sense for me? concentrated effort. Ideally, doing so may bring
multiple offers your way at about the same time.
How has time away affected my standing at an
Even if resources and opportunities in the region
institution to which I might return?
where you will work are scarce, still try to enter
What will my career progression be like if I return the search mindful that you have choices and
to this institute? opportunities, and that you are bringing something
excellent—yourself!—to your potential employer.
If I find I have more than one opportunity in front
Making the job hunt a focused and dedicated
of me, how will I chose between them?
effort also makes the labor-intensive process of
How can I ensure that my achievements and gathering your credentials and references much
capabilities, which may have been developed far more productive.
from where I want to work, will be recognized?
If you have your heart set on getting one specific
If I have more than one job offer, how will I choose? job, it may still be useful to think through other
How can I ensure that the resources I need to possibilities. As you think more broadly, you may
launch my career and succeed as a researcher are find that many different possible futures are
made available to me? available to you. You may still love the job that
was your original favorite, but also find some
How can my skills and knowledge be used to other ways forward that will allow you to develop
address the needs and opportunities in the contingency plans in case the preferred job does
institution and position in which I will work? not work out. There are many reasons an excellent
Most people also confront a very basic question: candidate may not be selected for what seems
like “the perfect job,” including personalities not
How do I go about finding a job? quite fitting, funding being cut, and governments
changing directions.
WHILE YOU ARE STILL IN TRAINING
If you know that you will train abroad for a few years and then return to your home country, you can
help pave the way for your future job search by forming an informal advisory group of past teachers and
advisors, young scientists who are slightly senior to you and who will enter jobs while you are finishing
your training, and any friends and relatives who may have useful knowledge of the scientific job market
which you plan to enter.
Keep these advisors informed of your scientific and career progress while you are gone so that in a few
years, when it is time to begin moving toward a long-term position, you have some allies in your own
country keeping you in mind and watching out for job opportunities that may fit you.
Meanwhile, if you are training in a wealthy country, be on the lookout for re-entry grant funds, which are
available from a number of agencies. These modest grants are meant to help you successfully establish
your research project when you return to your own country.
2 EXCELLENCE EVERYWHERE
13. KNOWING WHAT YOU WANT
The concept of job-hunting does not apply
exactly in the scientific activity in my country.
In your job search, you will have a greater chance
Apart from the very few companies that may of finding a job that fits you well if you have your
offer jobs for scientists (really negligible), most own needs and wants firmly in mind. Career
scientists start their careers as investigators of options in specific countries and regions will vary
the CONICET and/or as teacher/professors at greatly, and the choices you make will be very
public universities. In both cases the most criti- dependent on the nature of scientific careers in the
cal issue is to find the lab/institute or university place you plan to work. In some places, universities
department where to work, and only then one will be the principal and perhaps only settings for
applies. The position is obtained through open research. Elsewhere, research may be concentrated
contests where there is not a personalized job in government facilities or in research institutes.
offer but a peer review analysis of your CV, Whatever opportunities are available, you should
your work plan, and the institution you chose. consider the following questions:
In the case of universities, a contest includes
a public lecture, and the analysis of previous Do you need to be working at the “top”
”
teaching activity, all assessed by a jury. institution to achieve your goals as a scientist,
or would an excellent but less competition-driven
institution be acceptable or even preferable,
Alberto Kornblihtt, Argentina given your personality, talents, ambitions, and
commitments?
Do you want to devote yourself exclusively to
Even if a position is being held for you or you are
research, or would you prefer some combination
moving on to a new role in your current institution
of research and teaching, consulting, government
without a formal job search, it can still be worth- service, or clinical practice?
while to set aside some time to put together your
curriculum vitae (CV) as you are finishing up your Do you prefer an urban, rural, or suburban location?
training. The CV is the professional passport for Will personal responsibilities or the professional
scientists, and it is a document you should always needs of other family members set limits on what
be ready to produce on request. You should also you might do or where you might live?
make contact with those involved in your training
and others who will be preparing letters of If you are a physician-scientist, will you want to
recommendation for you, to let them know that see patients? How much time will you want to
you are about to move on to a new stage in your devote to research versus clinical practice? If you
career. Sending a copy of your newly-updated CV are rarely in the clinic, how will you make the time
to these individuals will help them remember your to keep your clinical credentials (licenses, etc.) up
experiences and goals and will show them the to date?
progress you have made. This will help them write Is the timing right? Have you finished what you
their strongest letters of recommendation with hoped to accomplish in your training? Are you ready
scientific specifics, rather than just statements to succeed at the job you are considering?
about their own relationships with you and your
good character.
In some cases, one has to start with
whatever is available so as to be able to feed
your family or to look after your parents. As
long as you are passionate about science and
have your goals clear, you will eventually find
”
your way back to science.
Abdoulaye Djimdé, Mali
GETTING STARTED: FINDING AND MOVING INTO A JOB 3
14. LEARNING WHAT JOBS ARE AVAILABLE
Often, we ‘create’ our job by what we bring
Reliable formal and informal sources of information to the opportunity, including our perspective
to find out about available jobs include: of the position and setting. Where some see
”
Informal discussions with current and former problems, others perceive opportunity.
colleagues—for example, the supervisor of your
current training, other scientists with whom you Nancy Gore Saravia, Colombia
have a relationship (especially those with whom
you have collaborated), teachers from your under-
graduate education, government officials and civil
Public-Private Partnerships (PPPs), and other
servants you may know, and your peers. If you
wide-reaching international organizations.
are doing part of your training in a different country
from where you will seek permanent employment, Web sites of academic institutions, particularly
it is critically important to keep in contact with university Web sites, and of research institutes,
a broad array of people back home, not just family as well the ministry of education or equivalent
and your closest friends, so that you can find out government body in your country.
about job opportunities or changes to a position
Employment bulletins published by professional
you have been promised in advance.
associations.
Job announcement letters sent to your department
List serves for researchers, including technical
or your professional society.
ones focused on your scientific interests and
Announcements (print and online) in major those of multinational organizations such as the
scientific journals such as Cell, Science, and Nature World Health Organization.
and in publications devoted to your subspecialty.
Major radio stations and selected newspapers
Advertisements in local scientific and medical (announcing jobs this way is a legal requirement
journals. in some countries).
Advertisements in national and regional
newspapers and international magazines. The NARROWING YOUR SEARCH
Economist frequently carries advertisements for
jobs (mostly not research-oriented but requiring Job offers in your country may be scarce. If so,
scientific knowledge) at Non-Governmental you should consider every opportunity that is at
Organizations (NGOs), Quasi-Autonomous the appropriate level and involves the kind of work
Non-Government Organizations (QANGOs), you would like to do. But many readers will be able
A FEW CAREER-RELATED WEB SITES FOR SCIENTISTS
Nature magazine’s Nature Jobs (http://naturejobs.nature.com) Web site advertises jobs around the
world and has a useful feature for focusing on jobs in your region of interest.
Science magazine’s ScienceCareers.org Web site (http://sciencecareers.sciencemag.org/) contains
a career development resource for postdocs and beginning faculty. This site is primarily focused on
American scientists, with some European content, but some of the advice will apply to scientists in
other countries.
While jobs advertised on these sites and in these magazines are mostly in countries with larger
research economies, both magazines take an international view and are adding new content and new
job opportunities from additional countries as time goes by.
4 EXCELLENCE EVERYWHERE
15. QUESTION
q&a
What Is a “Tenure-Track” Job?
ANSWER
In Nature, Science, and frequently in career discussions you will encounter the term “tenure-track.” In
some countries, a faculty member hired in a tenure-track position will work for several years before a formal
decision is made on whether tenure—something approximating lifetime job security—will be granted. If
tenure is not granted, the investigator is typically asked to leave so that someone else can fill the tenure-
track spot. In most institutions that use this system, a tenured professor cannot be fired, except for certain
limited causes such as gross misconduct or neglect of duty. However, gaining tenure is not an easy way to
convert one’s job into a sinecure. At many tenure-granting institutions, chronically unproductive faculty will
lose their research space and much of their salary support until not much more than the professorial title
remains.
Some career opportunities and funding programs require that an investigator have a “tenure-track” or
equivalent position. That is because such a position is expected to include dedicated research space,
intellectual independence (meaning that you are the driver of your own research program), and—perhaps
most importantly—your institution’s clear statement that it is committed to your long-term career success
and that you are part of the institution’s plans for its own future. The important thing about a tenure-track
position is not that someone has offered you a job for life, but rather that your position and your institution’s
commitment to you are stable enough for you to be a researcher not only today but also far into the future.
Letters of nomination or recommendation from your institution should highlight this long-term commitment
to your research, in addition to commenting on your science and the personal qualities that make you an
excellent scientist, if your position has a similar level of stability.
In some places, a model much like that of the French system INSERM prevails—investigators who become
part of the government-sponsored research system are very secure. Some government institutions will hire
researchers for a short probationary period during which they must show they will do well in the job, and
then will move them into a permanent and very secure position.
to find several job offerings that fit well and should
be considered. Once you have a list of possible I know of no positions (with one exception)
job opportunities, compare the advantages and in Argentina that have been advertised. In
disadvantages of the various jobs against your list Argentina it is mostly the other way around,
of priorities. Find out about: with some minor exceptions—it is not the
institutions that go looking for applicants, but
The parameters and expectations of the position.
former students that want to come back and
The department’s reputation, mission, research knock at the door of every institution looking
”
activities, curriculum, and collegial atmosphere. for some lab space.
The institution’s quality, mission, values, and
political and social climate. Belen Elgoyhen,Argentina
There is no easy way to determine how many
positions you should apply for. If you work in a
place where there are many jobs open at the
GETTING STARTED: FINDING AND MOVING INTO A JOB 5
16. same time, or are considering jobs in more than explanation that you were unaware of the position
one country or region, you may put in several job before the deadline. Many institutions are willing
applications at once. That may seem unnecessary, to consider late applications, and most will be
but remember that job hunting has valuable delighted to see your application if you are
spin-offs. For example, if more than one place is particularly well-suited for the position available.
interested in you, you may get more chances to
Putting Together Your CV. Most job applications
make presentations about your work. Your ideas
require you to submit a CV along with your applica-
are sharpened by organizing your thoughts and
tion. Typically, this career summary should contain:
making presentations, and your research itself will
benefit from this outwardly directed thinking.When Your name, address, and telephone number.
you pull together your work for presentation, you
All higher education, with degrees obtained
are practicing skills you will use throughout your
and dates.
career. You also get better at all parts of the pro-
cess as you go along. Your self-confidence builds, All professional positions held, with dates and
and your sense of what you want develops as you brief descriptions of the work performed.
are introduced to various research environments. Awards and honors, including pre- and
However, unless jobs are extremely scarce in the postdoctoral fellowships.
place where you most want to work, do not apply Membership in national, regional, and
for a scientific job for which you are clearly not international scientific and professional societies.
qualified, whether it is beyond your current experi-
ence level or far below it. Nor should you pursue Major sources of independent funding.
employment that really does not interest you. You Publications, including major reviews.
do not want to waste people’s time and perhaps
damage your own credibility. Teaching experience, awards, and interests.
References, including names, titles, addresses,
and other contact information.
THE JOB APPLICATION
Invited keynote speeches and presentations.
How you go about applying for a job varies from
place to place and from institution to institution. Major research projects undertaken.
Talk to those who trained you and to colleagues Main responsibilities held in work-related
to find out about the culture at the institutions you committees.
would like to approach and what you will need to
do to put in a successful application. This section In some countries, it is accepted that you will
provides some general guidelines, with specific provide personal details such as your marital
examples from various individuals. status, number of children, or general health, but
in others this practice will seem peculiar and may
cause your application to be viewed less seriously
MAKING A GOOD FIRST IMPRESSION than those that conform to a less personal
Regardless of the type of application process, standard. Ask friends and colleagues who have
follow the application instructions or expected positions like the job you hope to get if they will
protocol carefully. Make sure your materials are look at your CV and tell you if there is anything
free of factual, grammatical, and spelling errors. more that should be included or anything that
You do not want to be eliminated at the outset— should be removed.
a sloppily-prepared document makes a bad
Highlight your name in bold type in your publica-
impression.
tions list so that it will be easy to see where you
If there is a deadline, be sure to get your applica- fell among the authors. List manuscripts in
tion in on time. But if you learn about the position preparation as a separate category. Do not list
after the application deadline has passed, go every paper you can conceive of writing in the next
ahead and send in your application with an year. Include only papers that you are seriously
6 EXCELLENCE EVERYWHERE
17. preparing for immediate submission, or you may A short bibliography backing your research plan.
be seen as dishonestly padding your CV rather than It should include your publications and manuscripts
as someone who has many irons in the fire. Be submitted or in press, as well as pertinent
prepared for requests for copies of manuscripts that publications by others.
you have described as in preparation or submitted.
Your research proposal should accomplish one
The Research Proposal. Some applications will goal: to spell out what you realistically hope to
require you to provide a description of your accomplish in the next few years as an employee
research plans. This research proposal may be of the organization to which you are applying. If
reviewed by a committee composed of people your plans are too grandiose, you may undermine
from scientific areas outside your subspecialty. your case by showing that you are not a realist.
For this reason, make sure that your proposal (Worse, you might land the job and then be
is clearly written and that it provides sufficient expected to live up to your unrealistic plans!)
background for non-specialists to understand the If your plans are not big enough, however, you
importance of the work. may appear to misunderstand the position or lack
Follow any guidelines given when writing your ambition. This, then, is another document where
research proposals. Here are some suggested insight from others who have landed similar jobs in
items you might include: the same or similar institutions will be extremely
valuable.
A title that succinctly describes the nature of
your proposal. Reprints. Follow instructions given for each
application. Send along any important papers that
A statement about the problem you intend to work
are not yet published.
on, indicating the key unanswered questions you
will tackle. State how this research is expected to Statement of Teaching. If the job has a teaching
contribute to other research in your general area component, you may be asked to include a
of scientific interest, and if appropriate to the separate section describing how you look at
proposal, how it may contribute to policy formula- teaching, your instructional style, and any teaching
tion or informed decision-making. experience you may have already had. This topic
will be discussed further in chapter 8.
A description of your research plans. This section
should comprise 50-70% of the proposal. Put Letters of Recommendation. Depending on the
forward three or four specific aims that address application instructions, letters of recommendation
a range of fundamental questions within your can be included by you in the application package or
discipline. Demonstrate that you have the neces- submitted later without passing through your
sary background to achieve what you propose. hands. Typically, these letters are written by your
Be both creative and realistic. former supervisors. It also may be acceptable
to submit one or two more references than the
A few comprehensive figures. These can help
make your proposal more interesting to read.
number asked for in the application. If possible,
Remember, figures are most useful when they you should check in with the organization to which
are included in the text, as they would be in a you are applying about this. Again, it is usually not
published paper, and not tacked on at the end, as appropriate to go overboard. Sending 12 references
they usually are when you are submitting a paper when three are requested would be viewed by
for publication. many employers as a sign that you are insecure or
grandiose, but some might view it as a sign that you
A detailed description of the research you conduct- are well-connected. It is in your best interest to find
ed as part of your training, with an emphasis on out which is more likely to be true at the institution
what is novel, useful, and important and how it is you are interested in joining. Checking in directly
the basis for your research proposal. You may with the office of the person who is hiring is one
want to make clear that the work you are taking way to make sure that you do not send the wrong
with you will not be in direct competition with your message.
former supervisor, especially if you work in the
same country.
GETTING STARTED: FINDING AND MOVING INTO A JOB 7
18. When you approach someone other than an In most cases, your recommenders will write the
advisor for a letter of recommendation, use the letters themselves and will not let you see them.
conversation as an opportunity to get a sense of When you deliver or send them your CV, point
how they judge your work. If you encounter any out any strengths you have that they may not be
hesitation at all, or an indication that the person fully aware of. But be careful—you do not want
does not have time to write a letter or does not to appear to be dictating your letter to them, and
know you well enough to do so, ask others. In things you say that are meant to turn any negative
most cases it is better to ask someone who really impressions of you around could backfire.
knows you and your work—not just someone with
If you are able to, provide your recommenders
an important title.
with stamped, addressed envelopes ready to
Give those who are writing you letters of recom- accept letters and be sent, or, if letters are to be
mendation plenty of time to prepare the letters. sent electronically, provide the complete URL or
When possible, give them your application pack- email address for submission. You want to lower
age, any advertisements or job announcements the barriers to them sending the letters, or else
to which you may be responding, and your most they may procrastinate. It is better to buy the
up-to-date CV. It is important that your more stamps yourself rather than have the letter lan-
recent accomplishments are on their minds, not guish simply because this important person was
just things you may have done years ago. If you unable to find time to go to the post office. Tell
find the process narcissistic or are uncomfortable them when each letter to each of your potential
with the self-promotion involved, don’t worry— employers will be needed, and then remind them
many people feel the same way. But what you until they send your letters. Check in with the
are trying to do is to put on paper the facts that office that is hiring to verify that each letter has
will make employers want to have a look at you. been received. If the people who are writing your
These letters may be the key to convincing a reference letters are established scientists with a
potential employer to consider you for the job. secretary or aide, you may want to enlist the help
You need them to be as strong, current, and of that assistant to be sure the letters are sent in
laudatory as they can honestly be. Your future on time.
depends on them.
Unless a job application specifically asks for
In some places, it is not uncommon (but certainly electronic submissions only, a paper letter on the
not common) for people to ask you to prepare a writer’s letterhead stationery should be sent, even
draft of the letter of recommendation for them. if an electronic version has also been forwarded.
They do this so that you can highlight points that
will strengthen your application—if you are ap-
plying on the strength of your experience with a THE JOB INTERVIEW
particular technique, for example, the letter might
Depending on the process for obtaining a job
spend a paragraph focusing on your mastery of
in your country, a formal job interview may be
the technique, in addition to paragraphs comment-
required. It might last a short time, or it could
ing on the bigger picture of your science, on your
involve a day long or over night visit to the
character, and on your standing compared with
institution. It may be conducted by a single
your peers. If an advisor asks you to draft a letter,
person or a committee. Or you might be asked
it is fair for you to ask him or her to give you some
to meet directly with the hiring official at a local
examples of other letters, so that you can get the
or international meeting and not be brought on
format and tone correct, and for you to ask others
site at all. The interview could also be conducted
in your lab to help you craft the best letter you
in stages, with some applicants being eliminated
can. Be aware that although someone may have
at each step. The institution inviting you for an
described this as a “draft,” he or she may sign
interview may or may not pay your expenses for
it and send it without adding more comments or
travel and accommodations. You might meet with
editing it, so check it very carefully before you
several senior members of the institution, either
declare it complete.
8 EXCELLENCE EVERYWHERE
19. QUESTION
q&a
What if I do not get along with my former or current supervisor?
ANSWER
If you do not have a good relationship with your supervisor and cannot ask for a letter of recommendation,
sometimes it is best to explain why in your cover letter. Be completely candid about the situation. Not
having a recommendation from the very person who trained you and supervised your work can be a very
significant red flag. Sometimes if you have a good relationship with the top person at your institution or
department, you can ask that person to take on the task of helping you advance to your next position. This
may be effective in allowing you to get past conflicts with your problematic supervisor. But remember
that your publication record may make it obvious that you are not asking the person with whom you worked
most closely to give you a recommendation. Despite your insertion of a higher official into the process,
those in charge of reviewing applications may contact your immediate supervisor anyway.
Think and act carefully in this situation, but do not become too paranoid—a soured relationship with a past
boss can be inconvenient, particularly in the small world of research, but conflicts are bad for both parties
involved, and hounding you forever would probably be a negative career move for your former supervisor.
When important people are consistently bad bosses to those they train, word gets around. You should
resist the urge to complain or badmouth your nemesis, and should not be surprised if a few years later
others turn out to know of the grace with which you handled this difficult situation.
In the meantime, a letter from another scientist at your supervisor’s level at your institution who can com-
ment on your intellect and hard work and perhaps make a comment on the difficult relationship between
you and your supervisor may be critical in this case. Often, the frictions that arise between people can be
put in a light that reflects positively on you and your supervisor—for example, if your interests in basic sci-
ence grew to conflict with your supervisor’s need to use you in an administrative or bureaucratic role, then
neither of you were “bad people,” the job was simply not a good fit. It is obvious how and why some bad
feeling might come along. People do understand that sometimes the fit between individuals’ personalities
or between a scientist and a particular job is just not right, and will not always judge you harshly for it.
during the first or subsequent interviews, and they Find out as much as you can that will help you
may be asked to provide feedback about you to decide if the institution, the working group, and
the person or committee doing the hiring. You may the job are right for you.
also be asked to give one or more talks about your
Convince the interview panel that your competen-
research. No matter what the format of the job
cies and expertise will complement and strengthen
interview is, it will be your task to:
those of the research group and add value to
Convince those listening that your work is exciting existing research activity.
and that you will be a leader in your field.
Regardless of how the particular process works,
Convince each person you talk with that you will be prepared for a demanding and exhausting
be a good colleague. experience. Get enough rest beforehand so that
you will be at your best.
GETTING STARTED: FINDING AND MOVING INTO A JOB 9
20. ADVANCE PREPARATION PREPARING YOUR JOB TALK
Be well-prepared by doing the following before During an interview visit, you may be asked to give
your visit: a formal presentation on your current research.
At many institutions this kind of talk lasts about
Organize the logistics of your trip, including travel
an hour, including 10-15 minutes for questions.
tickets, hotel accommodations, arrangements for
You have probably given a long talk before, and
pick-up, and the schedule of events on interview
you know what works for you, but here are a few
day. Be conservative about your estimates of travel
guidelines on how to prepare your talk:
time—you do not need the added stress of miss-
ing a connection and being late. If you will have ac- First, write out the entire talk, thinking of your
cess to email or cell phone communication during audience as you write. Remember, a talk is not
your trip, exchange addresses or phone numbers presented in the same way as a scientific paper.
with the person who organized your interview so You must get your main ideas across to listeners
that you can alert each other if there are problems who have had little opportunity to study the details,
during your travel or any changes in plans. Do not as well as to those whose research interests and
make assumptions about arrangements being backgrounds are very different from yours. Assume
made for you—get the details beforehand. Find that your audience will be composed of intelligent
out whether you will be given accommodations people who are uninformed about your chosen
while you are on site, particularly if you are flying in scientific field. To help your audience follow
before the day of your interview. It may be that ac- your talk, divide it into several clear and concise
commodations will not be provided. Knowing this sections, and give an overview of the talk at the
before you arrive, so that you can make your own beginning. At the end, restate your conclusions
arrangements, will save you plenty of confusion and offer an outline of your future research plans.
and trouble later. At the outset or at the conclusion of your talk,
If you will be meeting other scientists, find out include a brief statement acknowledging those
about their scientific interests ahead of time. Read who helped you in your research.
a few of their papers or at least skim the abstracts. Next, translate what you have written into the
Be ready to ask them about their work.
pictures and “major points” summaries of a slide
Learn as much as possible about the institution presentation. Most researchers use PowerPoint
and its mission. You want to make sure your presentations to deliver their talks. If you use
ambitions are in line with those of the institution. computer slides, bring along a sturdy backup, for
example a CD or flash drive with your talk, as well
as a less technology-dependent backup like acetate
DRESS CODE slides that go on overhead projectors. Be sure to
Dress neatly and in keeping with scientific custom ask your hosts ahead of time about the type of
as you know it. If you have trained abroad, talk to equipment that will be available to you and plan
colleagues who are local to the institution where accordingly. Try to vary the design of your slides,
you are interviewing to make sure you understand balancing the use of text and figures. Resist the
the dress code. A simple suit—jacket, button- temptation to use only bulleted points, but also
down shirt, tie for men, and matching trousers or avoid long sentences. Many people who are
skirt—may be the best approach. If you end up nervous about public speaking will place every
being over-dressed, the jacket and tie can be taken word that they plan to say on their slides. That
off for a less formal look. Think through what you does not make a very good slide show! Keep the
will do if your luggage is lost on the way. It is text on your slides brief and to the point. Refer to
advisable to carry an extra shirt, underclothes, and the text as you speak, but do not just read it—
light toiletries in your hand luggage, just in case elaborate on it. That will lead your audience to be
your baggage goes missing. comfortably attentive to both your text and your
remarks. Be sure that your slides are readable
from the back of a lecture room and that the order
of your slides matches your written presentation.
10 EXCELLENCE EVERYWHERE
21. it comfortably within the time allowed. Remember
During an interview, in some cultures it is that a talk that is slightly too short is much better
suggested to be very polite, never make than one that is too long. It may be better to focus
eye contact with interviewers, and to avoid on only one aspect of your research, so that you
speaking about oneself (e.g. describing your can give sufficient detail within the time you have,
strengths in overt terms). Specifically, females saving the rest for the question-and-answer session.
are encouraged to avoid eye contact with male
interviewers. When interviewing with a person When you feel comfortable giving your talk, enlist
with a foreign/international background, these your supervisor, your colleagues, scientifically
principles may be viewed as major weak- trained friends and any students you work with
nesses, and thus reduce your chances of as an audience for a “dress rehearsal” practice
getting hired. It is important to find out the talk. If you will be using a laser pointer when you
background of the interviewer and adjust one’s give your interview talk, practice with one, as the
”
behavior accordingly. jumpiness of the laser spot can be a distraction for
the audience if the speaker is not used to handling
the pointer. Encourage the group to ask questions
Abdoulaye Djimdé, Mali
and offer frank criticism of your work, your man-
ner of speaking, your gestures and any annoying
A few back-up slides of new work or additional speech or gesture habits that distract from your
experiments may occasionally add value to any talk, and your professional appearance. (Especially
discussion arising from your presentation. if you are a very sensitive person, it is good to start
by reminding your helpful crowd you are looking for
View your slides projected in a lighted room, if insights that will let you quickly improve the talk,
possible. Many images look fine on a computer not for thorough dissection of your work, personal-
screen but work poorly when projected. In particu- ity, and appearance.) This is a useful exercise as
lar, avoid using light-colored text on light-colored it may help prepare you to respond to comments,
backgrounds or dark text on dark backgrounds. including difficult and unanticipated questions.
Finally, practice your talk in front of a mirror. Doing Ask the group for suggestions for improving your
so allows you to time your presentation while PowerPoint slides. Make sure that you start prepar-
getting used to the sound of your own voice. Keep ing your talk well before the day you will have to
repeating the talk until you can deliver it easily, leave and that you ask for comments early enough
using your slides as your only memory aid. If to leave time for editing your slides and your talk to
necessary, edit the talk down until you can deliver incorporate with any good advice you receive.
INTERVIEWING IN A GLOBAL CONTEXT
When NGOs and multinational organizations recruit, they will frequently meet with researchers in
the South, but bring with them assumptions and expectations that come from institutional cultures
in Geneva, New York, Paris, London, or elsewhere. The dress code, how to interact with the organiza-
tion’s staff during the process, how forward or aggressive to be during the interview, and even how
much to pursue eye contact may be different from what is right for institutions in your country.
Eye contact, in particular, is difficult to gauge. In many (but not all) Northern cultures, briefly dropping
and then re-establishing eye contact on encountering a person in a position of power is a respectful
sign, but keeping them dropped is viewed as unconfident or dishonest. In most places, whether North
or South, gaining, pursuing, and holding eye contact too much is interpreted as aggressive. Finding
opportunities to talk informally with people from the countries frequently represented will give you a
chance to experiment with different levels of eye contact.
GETTING STARTED: FINDING AND MOVING INTO A JOB 11
22. PRACTICING THE TALK DELIVERING THE TALK
Practice your first few sentences until you can If you can, arrive early, so that you can become
deliver them without much thought—this will help comfortable with the room and can be sure that
you dive into your speech even if you are nervous. your slides are set up and ready to go. You may
Do not memorize your whole talk and give it as a have to ask your host to get you to the room with
recitation, though—know what you plan to say, but enough time to prepare.
relax and talk with your audience rather than trying
The most nerve-wracking moments are just before
to say exactly the same words that you practiced
you begin your lecture. Focus on your breathing.
in the weeks before the talk.
Make every inhale and exhale deliberate to control
On your own, go through your talk over and over a rapid heart rate. During the talk, pause and take
again, paying attention to the words you will use a breath between transitions, just as you would if
to go through your slides. If there is a slide where you were telling a friend an exciting story.
you find yourself saying too much or going off on
Greet your audience and tell them you are glad
tangents, work particularly hard on moving crisply
to be with them. Make eye contact with a few
through the data.
audience members who seem eager to hear what
Feeling balanced is important to your self- you have to say. Then plunge in.
confidence. Plant your feet firmly on the floor.
Let it show that you are excited about your work
Break habits such as rocking from foot to foot
and the chance of perhaps landing a job working
or pacing.
with the people in front of you.
Make sure you speak clearly and loud enough for
Do not worry if some people close their eyes or
all in the room to hear.
seem uninterested. Continue to give your talk
Practice what you will do with your hands so that as you practiced it, making eye contact with those
you can break fidgeting habits or the urge to put who are listening closely, even if those who
them in your pockets. A computer mouse and a remain engaged are the students, not the leaders.
pointer may be enough to keep you from fidget-
ing—but be careful not to play with either of them.
ANSWERING QUESTIONS
Even though you may have done all the work
Repeat the question for the audience, as it is often
presented, it is important to sound modest in your
difficult for other audience members to hear a
presentation. Begin by saying, “The work I will tell
question asked without benefit of a microphone.
you about today was carried out while I was in
Then take your time answering. If you need to, buy
the lab of X at institution Y.” Then, describe each
some more time by asking for a restatement of
research slide in terms of “we.” Be aware that
the question. In a pinch, give an interpretation of
someone may interrupt and ask, “Yes, but what of
what you think the questioner wants to know. Take
this work did you yourself do?”
a moment to think through what you want to say
Practice how you will answer questions. It is okay and then speak, formulating a beginning, middle,
to answer “I do not know” if you then offer to and end for your answer. Give your best answer
find out about any matters of fact later and follow and stop. Rambling on only conveys uncertainty.
up with the questioner. It is a great opportunity to
If questions are slow in coming, take the initiative
make contact with faculty after the interview.
by pointing out some aspect of your work that you
If you feel you will be very close to your time limit, passed over quickly but that you believe warrants
practice deferring questions to the end of the the audience’s attention. This gives you a chance
session so that you are not derailed by questions to use some of the material you edited out of your
that come up during the talk. talk. You may generate a whole new line of ques-
tioning. In case you need to go back through your
slides to a particular one in order to clarify a point,
arrange to have your slides accessible during the
discussion period.
12 EXCELLENCE EVERYWHERE
23. If challenged, listen to the criticism and give a Expect to be interrupted. This kind of talk is a
judicious response. Do not become defensive. chance to show that you can think on your feet,
Questions are more often asked because the that you respect others, and that you will be an
questioner does not understand something than interactive research colleague. Even if you feel
because he or she is trying to make a fool of the pressured, do your best to keep things friendly
speaker. Give the other person the benefit of the and to keep any disagreements light. Saying “You
doubt. If the criticism seems unfair or there is may be right, I may be right—what is the best
a disagreement about a matter of fact, stand experiment for settling the matter?” is a good
your ground politely. You might suggest a follow- way to turn a disagreement back to the questioner
up discussion later. Even if the person is being and to the audience.
quite aggressive, you can still try to end the back-
and-forth by suggesting that you agree to disagree Meeting Potential Colleagues. If part of the
until you can talk later and find out where you are interview process will include one-on-one conver-
misunderstanding one another. sations with other researchers who will be at or
near your level, it is important to show interest in
their work and ask lots of questions. Remember
GIVING AN INFORMAL TALK that these potential colleagues are looking for
When you visit a potential employer, you may someone who will benefit their own work, as well
also have an opportunity to give a less formal as someone who is a good scientist, and often as
presentation during which you can offer detailed someone who will be pleasant to have as a neigh-
information about the direction of your future bor down the hall. You may be taken out to dinner
research. Ask before the interview how long you by some of the faculty. This is a chance for them
should talk and make sure that in fact the more to evaluate you as a future colleague and for you
formal seminar is not expected. to determine whether you would enjoy working
with them. Be yourself during these events, but
For an informal talk, give a brief overview of your also be appropriately respectful and deferential to
research agenda (which you may have included your would-be colleagues.
in your job application as a research proposal).
Include in this talk both your short- and long-term Depending on where you are applying, you may
objectives—both the purpose of the work you are also have a chance to meet students or other
talking about and what you would like to accom- trainees working there.
plish during your career. For example, you may be
working on a very detailed signaling pathway, but CONCLUDING YOUR VISIT
this work is a small part in your greater interest in
how one microbe causes disease. Understanding Typically, your visit will conclude with a conversa-
a tiny phosphorylation event may seem esoteric; tion with the head of the institute or department
putting it in the context of your long-term interest to which you are applying or with the committee
in Dengue fever helps even the least trained person in charge of hiring. Once the visit is over, it may
in the room understand why you are doing the work. be time to wait patiently, because the institution
may be interviewing other candidates. In the
Once you have established a sense of perspective, meantime, it is customary in many places that
state several specific problems you want to work as soon as you return home you write a formal
on in the next few years, and explain in detail how letter addressed to the individuals you met during
you plan to proceed. Be prepared to write on a your visit, thanking everyone for their hospitality
white board and bring along an overhead projector and reiterating your interest in the position. Even
sheet or two of preliminary data that will demon- if that is not the expected protocol in the place
strate the feasibility of your plan. Show that you you are looking for a job, few individuals are
are familiar with the details of any new techniques mortified to receive a formal note of thanks and
you may need to master. Be sure to convey to your you have little to lose by sending one. If during
audience why the work is important and how your
work can make a difference to your field.
GETTING STARTED: FINDING AND MOVING INTO A JOB 13
24. your one-on-one interviews you have promised to EVALUATING THE OFFER
share data or more information, be sure to follow
up on your commitment quickly. If being “Johnny- If you are offered a position, you will need to find
on-the-spot”—very quick and eager to serve any out as much as possible about the job and the
request—is out of place in the culture in which resources that will be made available to you if
you will work, still follow up quickly but perhaps you accept it. If you are not satisfied with some
note that the fast follow-up is a sign of your aspects of the offer, try to negotiate better terms,
enthusiasm for the question, not a rush to move if you can (this is not possible at all institutions).
things along more quickly. You will have to do the following:
Be sure to inform those who have interviewed you Learn the details of the offer.
if you decide to take another job or if for some other Re-read the list of priorities you made at the outset
reason you decide to withdraw your candidacy. of your search to evaluate how the job stacks up
They may remember you negatively if you give against that list. Is this the job that will work for
them an unpleasant surprise by not revealing your you and for your family?
plans until after they have made an offer to you.
Calculate precisely what you need in salary and
other benefits to determine whether the offer
NEGOTIATING YOUR POSITION measures up. For example, can you afford to live
in the community on the salary offered? Think
Once the head of the institute or of the department about your family’s expenses and other financial
where you applied has given you a tentative offer, factors that will be important to you in the long run.
or at least let you know that you are the top
Does the institution provide help in finding or
candidate, you are in a position of maximum
paying for housing, fees for children, and, if
strength for asking for what you need to do your
necessary, transportation expenses related to the
job well, both in terms of your salary and technical
job? Benefits such as these can be negotiated
resources. In some places it is expected that you
in some institutions, but not others. In some
may be able to negotiate some aspects of the job,
countries, the idea of asking your institution for
while in other places it is expected that you will
help with any of these things would be absurd,
take what is offered. Find out ahead of time what while in others several of them are typically part
the custom is for the position for which you are of what is available.
applying. The best way is to ask people in similar
positions in the same area about their own experi- Enumerate in detail the other resources—
ences with starting a new position. especially equipment not currently on site or
opportunities to travel to places where the proper
In some places, there will be very little room for equipment is available—that you believe you
negotiation in salary, and there may be no money need to succeed in the scientific work you have
available for start-up support. You may be given the planned. Decide what is absolutely necessary and
only space that is available, or there may be some what you can live without. In some cases, it may
room for negotiating about where your lab will be. be satisfactory for the department to guarantee
You should gather information beforehand to better you access to shared equipment, rather than
understand what is likely to be negotiable. Even buying you your own.
when all of the practical details are pre-determined,
you may be able to negotiate for more indepen- Make your wishes known to the institution’s
dence, or to cluster your responsibilities in ways representatives, and engage them in the process
that leave you more time for research. No matter of negotiating with you. Even in situations where
where you go, talking with senior scientists who salary and other personal factors are not nego-
are familiar with the institution may help you learn tiable, it is important to clearly indicate any
resources without which you will not be able to
where flexibility is available and how to ask for it.
do your work, and discuss what will be done to
make sure you have access to them.
14 EXCELLENCE EVERYWHERE
25. QUESTION
q&a
How do I distinguish myself from the lab that I trained in if I want to continue in
the same research area?
ANSWER
Get a letter from your mentor explaining that he or she is pleased to know that you will be continuing to
work on project X, which he or she will not pursue. Have this discussion with your mentor before you start
to write the grant application.
As much as possible, get everything spelled out You may need to do some homework to rule out
in writing—it helps both you and your employer to problems that may not have been revealed during
be clear on what is promised and expected from your discussions with people at the institution
both sides. This is true even if you are getting where you have received an offer. For example, it
“the standard package” and no negotiations will would be helpful to know if the working group has
take place. experienced internal personal conflicts recently, if
the organization has financial problems, if the head
For physicians in clinical departments, job discus-
sions should indicate the extent of clinical duties
is retiring or stepping down soon, whether key
and clinical support, time to be spent at outlying leadership or staff members are about to leave
clinics, and so on. or retire, and the rate of staff turnover, including
what levels of staff leave most frequently and
Ask for a copy of a manual that spells out the why. You also want to know whether people who
institution’s or department’s policies for its staff, if have worked in the institution and department
such a document exists. If it does not, make sure have been happy, well-supported, and successful.
you know who you will need to see, what forms Use the grapevine—talk to people you met during
you will need to fill out, etc., to get yourself situ- your interview visit, and talk with others recently
ated at the institution. Often finding someone affiliated with your potential department and
who is willing to act as a “big brother” or “big institution. Be discreet, but be straightforward.
sister” as you settle in is the most useful way to You do not want to be surprised, especially if there
go about learning the written and unwritten rules are issues that are not “deal breakers” but would
of your new institution, as well as important be better dealt with before you arrive.
secrets like where to find the good coffee or who
to call when the power goes out. When you are contacted with an offer, you might
be asked for a second interview. This time, you
It may be that your job is very large. For example, will be able to ask more detailed questions about
you may be hired to be the person for an important
the position. Talk with key people in your prospec-
disease in your country. Even in cases like that,
tive department, and have a preliminary look at
you will need resources well beyond your job title
available housing. A second interview visit is an
to get your work done. It may be easier to discuss
excellent time to start the discussion about
those resources before you agree to take the job
what you will need in terms of laboratory space,
than it will ever be after you have done so.
materials and equipment, and staff.
GETTING STARTED: FINDING AND MOVING INTO A JOB 15
26. Are you responsible for obtaining money for your
If talking directly about money is not salary through grants, or will your institution
socially acceptable in a given place, what provide it?
kind of conversation could yield some
If your institution provides it, what is the amount
general numbers without showing your
of your base pay (this may determine future raises)
hand or asking someone else to?
and is that base pay tied to a particular grant or
You can engage in a conversation with human other funding source that may expire?
resource personnel in a relaxed environment
(away from the work environment) where Can the salary be negotiated or is it a set amount
you can talk about your vision of the research for the type of position you are being offered?
group that you will be leading. This group will What benefits come with the position?
be in various grades and will also have differ-
ent career advancement requirements as well Can you supplement your salary from other
as salary scales. On the pretext of this line sources, for example by consulting or teaching or
of discussion try to find out (how advance- working in an unrelated job?
ment works) and where you want to be in the
What are your institution’s policies on outside
next five years.Also try to get the associated
advancement grades and some salary scales.
consulting, including how much consulting is
In so doing you may be able to estimate the permitted, what approvals are required, and what
salaries of those that are above you and thus limitations apply? Are there outside opportunities
compare with your own salary. It is much that are explicitly not allowed?
easier to find out what salaries those you
Salary. If your salary is negotiable, you should
”
supervise earn than those who supervise you.
seek out sources of information you can use to
evaluate your initial offer. Salaries differ not only
Susan Mutambu, Zimbabwe from country to country, but even within the
same country they can vary widely depending on
degree, geographical location, type of institution
(public vs. private, research institute vs. university
WHAT YOU NEED TO FIND OUT vs. hospital), and scientific discipline. To evaluate
Here are some of the details you will need to the salary offered, you need comparative informa-
ask about. tion on starting faculty salaries at the institution
offering you the job and in your field elsewhere,
The Appointment. You need to know the following: as well as on costs of living.
What your job title implies about your independence Salary numbers are confidential in many institu-
and authority, length of your expected relationship tions, but it can be useful to draw on friends and
with the place where you are working, and expec- colleagues to at least get an idea of the appropriate
tations about your role(s) within the organization. range.
The length of your initial term of employment. Research Money and Facilities. In some
The terms under which the organization’s commit- countries, an institution is expected to provide an
ment to you will be renewed or not renewed. investigator who is just starting his or her own
lab with some money for hiring workers and for
The Salary. You need to pin down the following: buying supplies and other resources such as office
and lab space, equipment, computers and soft-
Is the salary guaranteed, and if so, for how long?
ware, a technician and other support staff, help
In other words, you need to know whether part
in obtaining grants, and support for travel to con-
of your salary and other support must eventually
be obtained from other sources.
ferences and meetings. This kind of institutional
support may be ongoing, or it may be available
only for a pre-determined period of time, after
which the head of the lab is expected to obtain
funds through other sources, such as grants.
16 EXCELLENCE EVERYWHERE
