Launching an academic research career

The canonical path for a young research scientist usually involves a postgraduate education, PhD, MD, DVM, or some combination thereof (~4–7 years), followed by postdoctoral training (2–8 years) and entry into a tenure-track faculty position (achieving tenure after 5–7 years). The career transitions are murky and many non-academic careers for postdoctoral scientists are gaining popularity. Still, many young scientists envision their future in academic laboratory research but do not know how to make their career dreams a reality.

In making their career decisions, young scientists frequently have a misguided notion that, early on, they must choose either industry or academia, and believe that industry and academia are mutually exclusive, non-compatible entities. In truth, industry and the ivory tower are no longer at odds with each other (and maybe they never really were). Today, there is significant job fluidity and communication between academia and industry. They are intertwined heavily because they rely extensively on each other for collaborations, resources and intellectual consulting. The biggest difference between industry and academia lies in their respective intent (see ‘Facts and figures’). Academic institutions focus primarily on basic research and discovery, whereas the focus of industry is on product development (less than 5% of industry effort is dedicated to basic research compared with 75% in academia). The unique directions reflect different funding mechanisms. Industry is mainly self-funded. To recover the cost of doing science, industry must develop and sell a profitable product. By contrast, academia is funded primarily by government and non-profit sources, and does not function on a cost-recovery model.

The scientific training required to land a job in academia or industry is the same. I could have chosen to pursue a career in industry and many of my colleagues did. But, I chose academia for three reasons. First, it allows me the intellectual and technical pursuit of the unknown mechanisms underlying pathology and normal physiology (discovery). Second, academia gives me the freedom to design and implement my own research interests. Third, I can engage in unencumbered participation within the research community of my choosing in the form of collaboration and teaching. In other words, I have the freedom to decide on the focus and depth of my research. Naturally, the development of my career occurs with guidance from my peers, my funding agency and my department chairperson, but it is not constrained by an executive board or net profits.

Young scientists choosing to pursue an academic career track can benefit greatly from the successes and failures of those who come before them when approaching their job search. Although every opportunity and each candidate is unique in their own right, there are some basic fundamentals. Here are some basic principles that I believe are shared among colleagues during their successful transition to faculty.

Every institution/department looking to fill a faculty position has specific requirements in mind. Although you cannot change the job description, you can improve your chances by matching yourself with the most appropriate position. As a consequence, career development really starts with a little soul searching. It is important to identify your own strengths, your weaknesses, and your specific research interests. Matching them to the job greatly increases the potential of your application.

Determine whether you prefer to work in a team or by yourself. Do you enjoy the physical bench work or do you prefer the literature search, experimental design and post-experimental documentation? Does the stress of deadlines and grants improve your focus or does it paralyze you? Do you enjoy leading a group into unknown territory, or do you prefer to support your peers in a common endeavor?

It is difficult to anticipate all the things that you might need to learn for any specific job. However, the appropriate experience will help prepare you for the job. This experience includes the selection of an appropriate graduate program, research topic and mentor. You can further maximize your experience by cultivating independence, leadership and grantsmanship by writing your own fellowship, attending national meetings and developing collaborations. In addition, it will become important to identify your limitations and compensate for them with your strengths. Learning how to apply yourself effectively and productively is crucial.

You are probably aware that no two scientists are alike. Similarly, each job environment will have its own unique nature. It is important to know yourself for two reasons: first, it is crucial for matching you to your (future) job. This not only includes determining which job is best suited for you, but also identifying compensatory strategies for areas where you and your (future) job do not ‘gel’ fully. Second, when building a research team, you and your team will need to function as a cohesive unit. Knowing your own style is an important factor in identifying the people who will work best with you. Equally important, it will help you define your expectations of your team and provide transparency in the interactions with your team members.

Whether it is working at the bench, writing grants and manuscripts, or applying for your next position, working hard is an integral component to being a scientist. Since there is no doubt that it has become increasingly difficult to obtain jobs and funding in science, the best way to compensate is to work in a smarter manner.

Focusing your efforts on the most appropriate elements of your training/job search will maximize your success. For students, this involves an appropriate curriculum and the laboratory/mentor who are best suited for their future career. For postdocs, the projects, lab culture and mentor are key. For junior faculty, their relationship with the chair, as well as the culture of the institute/department and their interactions with the funding agencies are the most important elements. Well-placed effort will not only maximize your ability to complete a task successfully, it also limits the chances of you becoming diverted and diluting your energy.

Although it is difficult to publish negative results in science, they often help us to redefine and refocus our research. The same is true for your career in general. Applying for jobs and funding carries an inherent risk and likelihood of rejection. It is important not to let a fear of rejection limit your effort. Get feedback from interviews, even if the job does not come your way. Ask why you were not offered the job or why the grant was rejected. People are usually happy to discuss it with you. Thus, your experience can increase the chance of future success.

Some talent is self-evident, but in most cases you will need to communicate your skills to your potential employer.

Try to go beyond the basic job description and determine the interests of the hiring institution. Identify the areas that apply best to you. Next, determine the best mechanism to communicate your value.

In addition to the standard CV and a compilation of your most relevant manuscripts, the package you send to your prospective employer should provide some insight of how you envision your future. A description of your prospective research program and funding strategy is always appreciated.

It is difficult to overstate the importance of a senior advocate who can speak on your behalf. Your future employers want to validate your ability and commitment from an established member in the scientific community. Traditionally, this is a thesis or postdoctoral advisor but it is not limited to these people. Any senior colleague in your field with whom you have developed a rapport can fill this role. Ask them how they feel about speaking as your advocate. Then provide him/her with hard facts that they can use to support their claims. Give them your CV, relevant grant proposals, manuscripts and possibly an outline of your future research program. Go into your interviews knowing who is on your team.

In a dynamic and limited job market such as academic research, you need to be ready to engage your resources whenever a job prospect presents itself.

The most straightforward ‘opportunity’ is an advertisement in a relevant journal. However, many job opportunities come up during peer-peer discussions or are mentioned during public presentations. These are best addressed in person or through your mentor/ambassador. In some instances, the perfect job for you is not posted in public. Contacting a prospective institution/department through your own person-to-person network, with a convincing argument for your value, can create an opportunity. Scientific peers at potential institutions, new colleagues who have been met at national meetings, or your own local ambassador are often the source of a fruitful lead on a potential opening for which you are well suited.

Once an opportunity is identified, be prepared to act and follow through. Do not make jobs conform to your schedule. Connect with the decision makers and provide them with all the information they need. Engage your ambassador to contact the institution on your behalf. Once contact has been made it is important to maintain communication. Remember that the application process can take a long time, so update your potential employer with new manuscripts, grants or other changes that are relevant to your application.

Directing an independent research program in academia or industry is, and will continue to be, a highly sought-after occupation. However, like science itself, the careers in science are dynamic and sometimes elusive. Identifying, preparing for, and landing the right job/funding requires you to be proactive. Success demands the right education, preparation and initiative. Since most scientific education focuses on technical training, take the initiative to prepare yourself for the transition to a permanent career position. It will be an effort well spent.