Let’s discuss good hires. To attract and retain the best, most life sciences companies offer such benefits as flex time, remote or hybrid working options, and year-end bonuses. Far fewer capitalize on a perk that virtually all employees value highly: career development support.1 This can take the form of professional development (PD) opportunities or individual mentoring.
A push up the ladder
Climbing up the career ladder, whether reaching for that tenured professorship or medical director role, takes years of hard work. By offering PD services, you make the ladder just a little less steep for ambitious new good hires. Here are some options to consider:2
Career coaching services: These services are likely to attract ambitious and self-motivated candidates (i.e. people you want to work for you).
Leadership training courses: Such courses will allow your best good hires to develop the skills they need to take on new and more challenging roles. When developing or selecting these courses, consider the increasing importance of soft skills in the life sciences.3 Leadership and emotional intelligence are hot commodities in today’s world.
Support for further academic training: Your employees’ career ambitions may depend on pursuing further university education or other relevant credentials. There are different ways you can help with these goals, such as providing financial sponsorship, granting time off work to complete schoolwork, and offering educational guidance.
Research opportunities: For employees whose positions involve research, provide chances to practice and refine research-related skills. Find out if they’re interested in a particular area of research, presenting research findings to others, or something else—and offer opportunities based on their answers.
The magic of mentoring
The dictionary defines a mentor as an experienced and trusted advisor. Within the context of a career, a mentor is someone who shares their knowledge and expertise to help a less experienced employee (sometimes called a protégé or mentee) achieve success.4
Just how much do employees value mentoring? The numbers speak for themselves: Nine out of 10 workers with a career mentor report being happy in their jobs, while more than 4 in 10 workers who lack a mentor say they’ve considered quitting their job in the past three months.5 Given that happy employees consistently outperform the competition,6 it’s fair to say that mentoring benefits not only the mentored, but the employer. The mentored employee performs well, which makes them happier, which further increases their performance, in a positive feedback loop that raises satisfaction all around.
When developing a mentorship program, start by creating a profile for every employee who participates. To get a sense of your good hires strengths, weaknesses, and professional goals, you can give them a questionnaire with such questions as:7
What skills would you like to cultivate or improve on?
What skills do you feel proficient in already?
What are your long-term career goals?
What qualities are you looking for in a mentor?
Provide your mentors with a similar list of questions to assess the areas in which they have the most to offer their future mentees. Ideally, a mentor and mentee will have similar backgrounds
and career trajectories, but the mentor should be farther along and thriving in their current role.
Hot tip: to ensure your mentorship program achieves its objective, periodically solicit feedback from mentees and be prepared to make changes based on what they say. Maybe they would like more networking opportunities from their mentor or maybe they don’t feel totally heard. You won’t know what needs improvement unless you ask.
Broadcasting your PD services
Start by mentioning your PD and mentorship services in your job description. This shows that you care about your employees’ success and will pique ambitious candidates’ interest. By the same token, mentioning your PD and mentorship services during an interview will invite a candid dialogue about a candidate’s career goals. Through these discussions, you can identify which talent will fit best into which projects—and which candidates have the greatest interest in advancing within your company.
If you’re working with a recruiter, be sure to inform them about your career development services, as these offerings will help the recruiter pull in high-quality candidates. The recruiter may also suggest adding other offerings to your current list. That’s another reason to work with a recruiter specialized in the life sciences: they’ve talked to hundreds, if not thousands, of candidates, so they know what motivates the best and brightest to come around and stick around.
It’s hard to overstate the benefits of offering career development opportunities to your good hires — so don’t wait to get started!
Author: Cliff Mintz
Looking for a new job can be an overwhelming and daunting experience. A vital first step in any job search is the creation of a carefully constructed and well-crafted resume or curriculum vitae (CV). While there are clear distinctions between resumes and CVs—the former is a one-to-two-page document whereas a CV has no page limit—the CV is the preferred document for life scientists. This is mainly because the shortened resume format doesn’t provide scientists with enough space to adequately explain their training, accomplishments and research interests to prospective employers. However, for non-scientists jobs like administrative assistants, pharmaceutical operators, and data entry professional resumes are preferred.
Too often, inexperienced job seekers will hastily craft resumes without paying much attention to format, style, content or grammar; and then wonder why they are not landing job interviews. The purpose of this article is to provide some advice and tips to help life scientists improve their resume writing skills. The terms resume and CV will be used interchangeably; but most of my remarks are mainly directed at crafting CVs.
Formatting and Resume Writing Tips
Open, uncluttered and less densely-written CVs are visually appealing and more likely to be read by hiring managers. This is because these individuals scan hundreds (sometimes thousands) of resumes daily and unless an applicant’s qualifications, skill sets and personal attributes “jump off the paper”—and are easily discerned in 60 second or less—the likelihood of a face-to-face job interview is remote.
Short descriptive and succinctly-crafted phrases are the best way for employers to quickly ascertain whether a job applicant is qualified (bullets are option). Avoid using paragraphs because they are dense and sometimes difficult for hiring managers to navigate and interpret.
Finally, powerful, action-oriented verbs and adjectives tend to evoke strong, positive impressions. The use of action verbs and superlative suggest that a job applicant is confident, self assured and has a “can do” attitude. Unfortunately, scientists usually don’t excel in this area but it is essential to be successful in a job search.
Constructing a CV
Generally speaking, there can be as many as eight different sections for resume writing.
1. Summary of Qualifications
The Summary of Qualifications or candidate profile is the first section of a CV that a hiring manager will see. It represents the best opportunity for a candidate to convince a prospective employer that she/he may be the right person for the “job” It should not be longer than 4 to 5 lines and must be peppered with key words (gleaned from job ads). Many organizations use software programs to screen CVs for key words and if they are absent the likelihood of employment for a job candidate is low.
2. Professional Experience
The Professional Experience section lists a candidate’s work experiences in reverse chronological order (most recent to past). Three to four short descriptive phrases that detail a candidate’s professional experiences while holding each position is generally sufficient.
3. Professional Activities
Professional activities include things that are related but not part of a person’s official job responsibilities. Examples include, consulting, editorial duties, committee memberships etc.
4. Education
Education credentials generally begin with the lowest degree first (associate or bachelor) and end with the most advanced degree or educational experience, e.g. postdoctoral fellowships or professional school. The name and location of the institution that awarded the degree and major area of study ought to be listed with each entry (Fig 1). PhD and masters’ theses title or a brief description of a research project (postdoctoral fellows) may also be included. It is perfectly reasonable to list the names of PhD mentors or postdoctoral advisors associated with PhD and postdoctoral training.
It is not necessary to list the dates that degrees were awarded. While this may not be a bad thing for entry level employees, it may hinder more experienced job seekers from securing new positions because of age discrimination.
5. Award & Honors
Awards and honors include any official recognition for outstanding service or accomplishments and include dean’s list, travel awards, scholarships etc.
6. Professional Affiliations
Membership in professional societies, organizations or clubs should be listed in a separate section entitled Society Membership and Professional Affiliations (Fig. 1).
7. Other Skills
When appropriate, it is okay to list (in a separate section) any extracurricular activities or specialized skills related to the job that may increase a candidate’s competitiveness.
8. Publications
All of a candidate’s authored publications should be listed on the last page of a CV in the in this section. Usually, this section is divided into three subsections: 1) Peer-reviewed papers; 2) Chapters, Books and Reviews; and 3) Oral and Poster Presentations (Fig. 1). Early career scientists need not include all of the categories if they lack the appropriate publications. Likewise, midcareer scientists may consider not listing oral and poster presentations. Publications ought to be numbered and it is appropriate to list papers that are “in press.” Manuscripts that are submitted should not be included.
As a rule of thumb, never send references to prospective employers unless they specifically ask for them. Simply indicate on the resume (usually immediately before the publications section; Fig 1) that references are “available upon request.” However, for most academic jobs it is customary for an applicant to send references at part of the original application package. For industrial jobs, references are generally not requested unless an employer is interested in moving forward with a possible job offer.
Tailoring Resume Writing
To be competitive, job candidates must routinely tweak and modify their resume writing to meet individual job requirements. One convenient way to tailor a CV to a specific job, is to read the job ads created for the opportunity. Employers always list the skills, qualifications and experience that will be required by the successful applicant (typically what is mentioned first is most important). Once identified, a resume ought to be modified with keywords to show that a candidate possesses all or most of the job qualifications and requirements.
Finally, keeping a resume current is vitally important. Resumes that are not fully up-to-date may suggest that a candidate is lazy or not interested in a particular job. Also, some job opportunities may appear quickly and the time required to update an out-of-date resume may prevent a candidate from competing for a job.
There are countless interview question anecdotes and horror stories on the Internet. Moreover, urban legend suggests that jobseekers should expect to be asked “off-the-wall” or ridiculous questions during face-to-face job interviews. While this may occur during some interviews, generally speaking, interviewer questions are usually carefully crafted and intentionally designed to offer insights into a prospective employee’s capabilities and future on-the-job performance. To that point, it is important to point out that an invitation to participate in a face-to-face interview typically means that a job candidate possesses the requisite knowledge and technical skills to perform a particular job function. That said, the real intent of a face-to-face interview is to determine whether a prospective job candidate has the personality/ temperament to fit in and excel in an organization’s existing work environment or culture. Therefore, it is imperative that job candidates anticipate and prepare for possible interview questions before taking part in face-to-face job interviews.
Although it is difficult to pinpoint exactly which questions will be asked during face-to-face interviews, jobseekers are likely to be asked some variations of the following questions.
1. Describe how you overcame a particularly disappointing time in your life
2. What are your greatest achievements?
3. Why are you looking for a new job?
4. Why are you interested in this company and not our competitors?
5. What are your strengths?
6. What are your weaknesses?
7. What can you offer this company/organization?
8. Where do you see yourself professionally in five years?
It is apparent that none of these questions has anything to do with a prospective employee’s technical or job-related competencies or capabilities. They are intentionally designed and asked to help to gauge a jobseeker’s self awareness, interpersonal communication skills and the ability to think quickly on his/her feet. While some job seekers may not take these questions seriously—usually those who don’t get job offers—appropriate responses to them could mean the difference between a job offer and unemployment. Therefore, it is vitally important for jobseekers to carefully think about possible responses to these questions before upcoming face-to-face interviews. To that end, it is not unreasonable to write or “script” appropriate responses to these questions in advance of scheduled interviews. While this may seem unreasonable or overly excessive to some job seekers, experienced hiring managers can easily determine a job candidate’s level of interest in a particular job based on his/her answers to these questions.
It is important to point out that there is no “right” or “wrong” answer to any of these questions. However, it is important to be selective with the responses that are offered—especially when asked about weaknesses. For example, a would-be customer service representative may recognize that he/she—like many other customer service representatives—has trouble dealing with unhappy or angry customers. Because dealing with unhappy or angry customers is part of a customer service representative’s job, it is probably not a good idea to mention it when asked about possible weaknesses. Instead, choose a weakness that can possibly be viewed as a strength related to a particular job. For example, while being a “pushy” person may be off-putting or viewed as a weakness by many, it may be a highly desirable trait for salespersons. In other words, be selective and strategic when identifying possible weaknesses to hiring managers. More important, be certain to identify possible weaknesses that are work related rather than personal in nature.
Further, when answering interview questions, be careful not to divulge more information than is necessary or required. Answer questions as openly and honestly as possible but keep responses short, to the point and do not overly embellish or improvise responses. Job candidates who improvise responses generally do not know the answer to a question and tend to drone on to cover up their lack of knowledge. If you don’t know an answer or cannot think of a good response to a question, sometimes it is better to say “I don’t know” or ask the interviewer for help with the question. Asking for help, signals to the interviewer that a job candidate, if hired, would not hesitate to ask his/her superior for help to solve a potentially deleterious or pressing problem for the organization.
Although most of the questions asked during a face-to-face interview are asked by an interviewer, job candidates are expected to have questions too! This shows a prospective employer that a candidate has prepared for the interview and is seriously interested in the company or organization that he/she may join. By asking questions, job candidates let interviewers know that they have done their “homework” and would likely entertain a job offer if proffered by the company or organization.
Finally, there is universal agreement among recruiters and career development professionals that being prepared for face-to-face interviews helps to reduce stress, improves interview performance and increases the likelihood of job offers!
The article below is written by Sci.bio’s technology partner, Jason Burns of Kortivity. This piece really resonates with us at Sci.bio, as professionalism and customer service are our top KPIs (Key Performance Indicators).
Myth: Good performance is enough to create a successful career. Variations of this myth include: your work speaks for itself, and results matter most.
Yes, your performance and results matter. They are necessary ingredients for career success, but they aren’t enough. They aren’t even the most important.
Professionalism matters more.
What does Professionalism even mean?
The term professionalism may conjure up images of a person in a suit with a briefcase full of TPS reports, swiping their key card at 7:30am to beat everyone to the 8am meeting.
But that’s not what it is. A surfer whose job is to hang out on the beach waiting for the next righteous barrel can show more professionalism than an office worker.
Professionalism, in any industry, simply means that you treat others with respect, value people’s time, keep your commitments, and act with integrity.
Show up on time. Showing up on time to meetings, lunches, phone calls, video chats, and appointments shows that you respect others and value their time. Of course, you can’t always control your circumstances. If you’re going to be late, let the other parties know. When you do arrive, be ready. If you find yourself perpetually late, allow for more time between appointments, leave earlier, or change the habits that make you late.
Maintain a professional image. Many modern workplaces have adopted more casual dress codes, offer remote work options, and encourage employees to be authentic. None of this should compromise your professional image. Dress appropriately for your situation, use respectful language, maintain eye contact, and actively listen regardless of where you are.
Be present. Get rid of distractions. Put your phone or watch on “do not disturb” and do not check messages while you’re in a meeting with others. Checking messages, looking around, or allowing your phone or watch to buzz over and over doesn’t make you look important, it makes you look unprofessional. If you’re too busy to be present in a meeting, you should reschedule it for another time.
Show integrity. Be accountable for your actions, take pride in your work, admit when you’ve made a mistake, and commit to fixing it.
Take ownership. Don’t ask questions you could easily look up. Think of possible solutions to a problem before you present it. Don’t turn in unfinished or sloppy work. Be honest with yourself and others about your capabilities and timeline.
Treat others the way you like to be treated. If you don’t like waiting on people when they’re late, not being listened to, sending emails or voicemails that don’t get a response, or being let down when you’re counting on someone, don’t do it to other people. Following this rule takes care of 95 percent of being professional.
Why does Professionalism matter more than performance?
It’s rare. Unfortunately, professionalism is becoming increasingly harder to find among job candidates. Especially in entry level positions, many people can do the work. Finding someone who will show up on time, treat others with respect, be present, take initiative, and act with integrity is much harder. But in the long run, it matters more. Professionalism is an attitude and a mindset. Performance requires skills and training that are easier to teach.
It’s transferable. Professionalism matters in every job, across every industry, in every location. Your performance and results may vary based on your tenure, position, and outside factors, but you can maintain professionalism in everything you do. It follows you throughout your career and sets you up for success.
It’s memorable. A truth (often attributed to Maya Angelou): “People will forget what you said. They’ll forget what you did, but people will never forget how you make them feel.” Your professionalism or lack thereof in any work situation is more memorable than how you performed. Because it’s about treating yourself and others with respect. It communicates that they matter, and what you’re doing matters to you.
Your performance and results pale in comparison to your professionalism. Failing with professionalism will serve you better than succeeding without it. Your level of professionalism builds credibility, trust, and relationships or damages them. Great performances don’t require professionalism, great careers do.
A career in the biotech industry is a dream for many STEM professionals, though it can be a challenging, demanding career. As in all industries, there’s a lot you can do to prevent burnout and enjoy a healthy work-life balance.
Challenges of work-life balance in biotech
STEM professionals seek biotech careers because they want to make a difference to the lives of patients, and they enjoy working in a stimulating environment. Working at a small biotech start-up, where the long-term success of the company isn’t guaranteed, can be stressful, but agile biotech employment also comes with the possibility of greater responsibility and rewards than at a more established pharma company.
While larger pharmaceutical companies may offer better job security, project deadlines mean that employees are always “on” and expected to be reachable via email. However, in return there is usually good compensation and opportunities for advancement.
Remote and flexible working patterns
COVID-19 has disrupted most of our working patterns, and increased the flexibility of most employers regarding remote work. Even as companies are returning on-site, many still allow employees to work from home several times a week. In return, employees appreciate the reduced commute times, and feel better able to look after family.
The benefits of remote working for improved work-life balance are obvious. The downside of remote working is that it’s important to set boundaries, or else the lines between work and homelife become blurred. For instance, employees who work remotely may find it easier to reply to emails on the weekend or in the evenings.
Negotiate for what you value
To reduce burnout and improve your work-life balance, it’s important to decide what you value and discuss this with recruiters and hiring managers as you consider new biotech roles. Your initial allowance of vacation days can be negotiated for, alongside starting salary. If the job conditions are more competitive, it is important that the number of vacation days, flexible working options and salary compensates.
Struggling with work-life balance? Sci.bio is hosting a work-life balance event on April 28th, 2022! Registration details here.
One of the trickiest parts of the job seeking process is negotiating an employment offer if one is extended. Generally speaking, there is a lot of anxiety, trepidation and misinformation surrounding the entire job negotiation process. This is because jobseekers, for the most part, spend much of their energy and focus on researching would be employers, resume writing, and preparing for face-to-face interviews. Little or no attention is paid to the art of negotiating an actual job offer. To that point, the following article is intended to demystify the job offer negotiation process.
Perhaps THE MOST important aspect of the job offer negotiation process is starting salaries. While many people tend to downplay its importance, at the end of the day, it is always about money. And, there is no reason why a jobseeker ought not try to get the best possible salary from a prospective employer. Therefore, it is incumbent upon jobseekers to gather as much salary intelligence about a possible position before the interview and after an offer is extended. Websites like Salary.com, Glassdoor.com and PayScale.com, which list salary ranges based on industry and geography, are a great place to start. However, because these are self-reporting websites, a better option may be to talk with employees working at the company that extended the offer or with others who work for its competitors.
Other things to consider besides salaries include healthcare benefits, vacation time, financial benefits, bonus structure and corporate culture. However, most of these benefits are standardized for new entry level employees so there is little to negotiation that can take place surrounding them. This means that salary is perhaps the only place where real negotiation can take place.
Let me give you an example. Your research suggests that a person with your job title at a particular company ought to make between $70,000 to $75,000 per year as a starting salary. Your would-be employer makes you an offer with a starting salary of $70,000. If you think $70,000 is a fair salary—then take the offer. However, you likely may be “leaving money on the table” For this reason, I advise persons who receive an initial job offer to not immediately accept it!
In the above example, I would make a counter offer of $75,000 as a starting salary. Once the company receives and considers the counter offer, several things can happen. First, the company can simply say no to your counteroffer (they will not rescind the original offer as urban legend suggests simply because you are asking for a higher starting salary). Second, the company may agree to the $75,000 as a starting salary. Third, more often than not, the company is likely to counteroffer with a starting salary of $72,000 or there about. This is because companies spend a lot of time, effort and money to get to the point to extend an offer to the “right fit” candidate. The prospect of starting the job search process all over again or settling for the “second best” candidate is usually not a viable option for most employers. Put simply, the company wants you and will in good faith negotiate a deal to induce you to join them.
Finally, negotiating a job offer as a jobseeker can be very emotional and stressful. Perhaps the best way to avoid the stress is to work with a professional recruiter during your job search. If you work with a recruiter, he/she not you, will negotiate the offer if one is extended.
